Session 1: Introduction/Overview
- What do we mean by leadership
- What is the key role
- Empathy or sympathy
- Push versus Pull
- Soft versus Hard
- Communication Styles – several options and combinations
- Autocratic
- Democratic
- Passive
- Aggressive
- Assertive
- Which should be adopted/deployed?
- What is your natural communication style?
- The 60/40 rule; your current starting point
- Communicating in a frank and open manner
- Ensuring you are approachable.
- Ensuring the team views you as a “go-to” resource – but not too frequently
- The power of “even better if”
- The power of the “sandwich” technique
- Listening both well and carefully. Not an easy task for some of us
Case Study/Exercise/Examples
Session 2: Building Effective Relationships
- Your role:
- How to earn “respect” both internally and externally using influencing and leadership communication skills
- Making full allowance for the target audience – colleagues, juniors and seniors
- Networking skills both internally and externally
- Building effective leadership skills and relationships both internally and externally
- Identifying needs
- Preparation includes active listening and intelligent questioning.
- Dealing with the “goldfish” response
- Exploring others needs
- Communication Styles in leadership
Case Study/Exercise/Examples
Session 3: Leadership Influencing Skills
- What qualities does an effective leader need?
- Acting as an effective conduit between the top and junior management
- Leadership introduction
- Organisational Ability
- Motivation
- Problem Solving & Decision Making
- Managing conflict resolution
- Managing Change & Innovation
- Managing time
Case Study/Exercise/Examples
Session 4: Personal impact/confidence building
- Different styles – which one suits you best
- Corporate/Management style
- The best communication vehicle – verbal, written, electronic
- Earning the respect and trust of top management
- Knowing the terms of reference
- Listing all possible solutions/options.
- Setting a time scale and deciding who is responsible for the decision.
- Encouraging two-way communication
- Encouraging the “esprit de corps” principle of management
- Using “Top-down” and “bottom-up” techniques
- Dealing with resistance
- Dealing with the “goldfish” response
Case Study/Exercise/Examples
Session 5: Working on Cross-Functional Teams
- The mid-manager role in leadership and decision making
- Reduce more complicated decisions down to simpler steps.
- Planning Decisions to meet deadlines
- Getting staff buy-in
- Information gathering.
- Weighing up the risks involved.
- Deciding on values, or in other words what is important.
- Weighing up the pros and cons of each course of action
- Making the decision.
- Ensuring the decision is implemented/actioned
Case Study/Exercise/Examples
Session 6: Change Management Leadership
- The leadership role in change management
- Building Personal Resilience
- Trust Building
- Networking
- Coaching
- Forcing clarity
- Managing other’s uncertainty
- Organisation
- Follow through
Case Study/Exercise/Examples
Session 7: People Management styles
- Textbook definitions
- Your preferred style
- Your bank’s style
- Your boss’s Style
- What works best for your department
- What works best for the team
Case Study/Exercise/Example
Session 8: Delegation
- The art of delegation
- When to delegate
- When not to delegate
- Supervising
- Avoiding overkill
- Macro rather than micro-management
- Monitoring
- Staying in control
Case Study/Exercise/Examples
Session 9: Conflict & Resolution
- Main causes
- Resolution methods
- Deploying leadership and management skills effectively
- Dealing with challenges to your authority
- Formal procedures – always a last resort but sometimes the only option
Case Study/Exercise/Examples
Session 10: Managing Problems
- Typical mid-management issues
- Dealing informally, semi-formally and formally
- Methods of problem-solving
- Enlisting help and guidance
- Resolution
- Referral
Case Study/Exercise/Examples