- Developing People, Leading Teams & Managing Processes
- Two Self-Assessments
- What is Management, Leadership and Process?
- The Heart of the Matter: Values and Culture
- Values Worth Considering
- Management Essentials – Exercise 1
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- Management Skills Essentials for the New Manager
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$ 9 49
Quick facts
particular | details | |
---|---|---|
Medium of instructions
English
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Mode of learning
Self study
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Mode of Delivery
Video and Text Based
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Course and certificate fees
Fees information
$ 9 $49
certificate availability
Yes
certificate providing authority
Simpliv Learning
The syllabus
Introduction to the Essential Skills
Responsibilities: Communication, Boundaries and Delegation
- Essential Horizontal Communication
- Essential Vertical Communication
- Stay Safe! Stay in Bounds!
- Exercise 2: Build a Communication Matrix
Delegation and Assigning Tasks
- Define the Objective/Outcome
- Define the tasks (if you know)
- Assign individual/team
- Provide resources
- Define boundaries & authority
- State desired results (how will you know when it is successful?)
- Time for completion
- Reporting – Who, When?
- Ask for understanding and agreement
Developing Employee Skills
- Improving Human Performance
- A Model for Basic Skills Training
- An Example of Skill Training
- Exercise 3: Create a Skill Development Plan
Motivating Your Team Members
- The Hierarchy of Motivation
- The Power of Purpose
- Social Motivation and Creating the Bonds of Trust
- Motivation and Organization Life Cycles
- Situational Motivation
- Stimulus Control – The Power of the Environment
- Keys to Effectiveness
- Exercise 4: Developing a Plan to Improve Situational Motivation
Keys to Intrinsic Motivation
- Don’t use Extrinsic when someone is already Intrinsically motivated
- Take the Challenge
- Self-control – autonomy
- Wholeness of Work – Making Chairs
- Job Rotation
- Decision making and engaging in CI
- Teamwork
- External praise can increase Intrinsic
- Competency increases Intrinsic
Coaching and Communication Skills
- The Manager’s Role as Coach
- Coaching and Self-Awareness - Are You "Stu?"
- Body Language – Attending
- Asking Open-Ended Questions
- Reflecting or Rephrasing
- Expressing Empathy
- Using Silence
- Brainstorming Together
- Exercise 5: Coaching and Communication Skills
Acknowledging
- Acknowledging is a form of positive reinforcement intended to strengthen the behavior of communicating by the other person.
- Acknowledging may be a simple as nodding your head in understanding. Leaning forward. Or simply saying “I can understand that” or, “That’s a good point.”
Difficult Conversations – Giving and Receiving Feedback
Giving Feedback
- Guidelines for Giving Feedback
- Be sure that your intention is to be helpful to the other person or team.
- Think it through. Be clear about what you want to say.
- Emphasize the positive alternative to the undesired behavior. You care about your client and you want to help them improve. Tell them why you care.
- Be specific -- Avoid general comments or exaggerations. Don’t say “You always…” This will cause the other person to be defensive. Be specific about what and when the person or group does something.
- Focus on pinpointed behavior rather than the person.
- Own the feedback -- Use ‘I’ statements to indicate that this is how “I feel and others may not experience the same thing.”
- Your manner and the feelings you express are important. Be direct, but be kind and helpful. Be sincere.
- A Model for Giving Feedback
- Ask permission (“I would like to share an observation, if you don’t mind.”)
- When… (Describe the circumstance, time, etc.)
- What happens (describe the specific behavior)
- It makes me feel… (why it is a problem for me and possibly for others)
- A suggestion. It is always best not to act as if you know the right course of action, but it is helpful to have a suggested course of action.
- Check it out. “Does this make sense to you”, or “how do you feel about that.”
- Receiving Feedback
- Feedback Exercise
Discipline – Justice, Discipline and Self-Control
- Justice and the Meaning of Discipline
- The Process of Discipline
- Solving Behavior Problems
- Standard Work
- Exercise 7: Discipline and Self-Control
Team Formation and Organization
- Teams – The Foundation of Organization
- Defining Your Team Structure
- Stages of Team Development
- Writing A Team Charter
- Roles and Responsibilities on A Team
- The Agenda
- Exercise 8: Team Formation and Organization
Team Facilitation & Decision Making
- Team Facilitation – Why It Matters
- Team Facilitation Skills - 1
- Team Facilitation Skills 2
- The Enron Story and the Abilene Paradox
- Clarifying Decision Styles
- How To Gain Consensus
Conflict Resolution
- Principles of Conflict Resolution
- A Model of Conflict Resolution
- Conflict Resolution: Debate or Dialogue?
- Conflict Resolution: Behavioral Characteristics of Debate or Dialogue
- Exercise 9: Conflict Resolution
Keeping Score and Goal Setting
- Developing Your Team Scorecard
- The Balanced Scorecard
- Targets, Goals and Objectives
- MBO & Self-Control
- Exercise 10: Keeping Score and Goal Setting
Problem-Solving and Process Improvement
- Attitudes of Problem-Solving
- Root Cause Analysis
- Plan-Do-Check-Act Problem-Solving Model
- A3 - Lean Problem Solving
- The Skills of Brainstorming
- Exercise 11: Solving Problems
Improving Your Work Process
- What Are Processes and Capabilities?
- Listening to Your Customer
- Exercise 12: Know Your Customer’s Requirements
- Defining Your Process
- Mapping Your Work Process
- Eliminating Waste from Your Process
- Eliminating Management Waste
- Reducing Variances and Variability
- Exercise 13: Eliminating Waste
- Summary, Certification and Celebration