Leadership

Trainings offered under our Leadership module do not focus on management skills (these are subject of a special Management Skills module) but rather on skills that turn a manager into a leader. These include for example:

• clear formulation of attractive visions,
• efficient support of new direction,
• ability to inspire and energize others,
• focus on people.

WHO IN YOUR COMPANY COULD PRIMARILY BENEFIT FROM "LEADERSHIP" TRAINING:

Upper and middle management as well as any employee with leadership ambitions.

EXAMPLES OF LEADERSHIP TRAINING:

• Coaching in people in management
• Team leadership
• Management with vision
• Empowerment

COACHING IN PEOPLE IN MANAGEMENT

Key conditions for the achievement of any goal is feeling of responsibility for own performance. In the context of people management, this raises an important question: how can we increase our employees' sense of responsibility and proactive behavior in the definition and achievement of goals? Coaching seems to be an efficient tool. Its tried and tested efficiency makes it one of the key competences not only for professional coaches but also for the day-to-day work of every manager. The objective of this training is to teach participants how to apply coaching principles in people management.

After completing the training, participants will be able to:

• apply coaching principles in people management in specific situations and contexts,
• support employees in the definition of attractive goals and facilitate formulation of actions plans for their achievement,
• use stimulating questions and provide constructive feedback,
• deal with difficult situations that may arise during the coaching process,
• use the structure of coaching interview in their day-to-day management work.

TEAM LEADERSHIP

Forming teams of employees in order to solve problems or make and implement decisions generates synergy effects that have a positive impact on the overall performance of teams and entire organizations. Regardless of whether a team is a stable workgroup or only a group formed for a short period of time for concrete tasks, teambuilding and team leadership requires specific competences that are the subject of this training program.

After completing the training, participants will be able to:

• use a leadership style relevant to the specific phase of team development,
• motive others to accept common goals and actions plant,
• stimulate interaction and facilitate discussion among team members in order to increase efficiency in problem solving and decision making,
• flexibly use various techniques of group problem solution,
• appreciate the input of all team members and provide constructive feedback.

MANAGEMENT WITH VISION

A popular quote says, "clear vision is a clear how-to". This training focuses on the ability to formulate visions, translate them into short-term goals and define action plans. We will also discuss "cascading" of visions within the organization and getting support for their achievement.

After completing the training, participants will be able to:

• understand the importance of visions in the context of an organization's growth and success,
• formulate own personal visions as a parallel of their professional expectations,
• win employees' support for their vision.

OUR GOOD PRACTICE EXAMPLE:

We implemented a Leadership Skills training as part of a development program for the top management (approx. 40 people) of a leading production company. It was preceded by Development Centers (DC) where we identified the strengths and weaknesses of each employee as well as all top managers. The DC results served as direct basis for our preparation of the two-day Leadership Skills program. We focused on strengthening managers' ability to share their values with employees and getting people to embrace them.

We used the "chief's address" exercise where participants must very briefly communicate their personal vision and get others interested and enthusiastic. Each speech was recorded on camera and analyzed by the group. Each participant had an opportunity to realize own strengths and weaknesses.

We then helped participants to break down these planned changes into smaller steps, define clear behavioral signs, look for potential sources that could help them achieve the changes and we tried to boost their energy and resolve to make the changes. Throughout the training and especially in the final part, we used elements of coaching. On the second day of the training, participants practiced their new people management style in intensive exercises.