Session Learning Objectives

1. Trust and Influence: "Command and control" leadership no longer works well, if it ever did. Today's managers must build trust and influence to get the best results from their people. Focusing on behaviors that promote trust in all areas of one's professional life, you will learn why and how to build a stronger, more trust-rich environment with direct reports, managers, colleagues, customers, and suppliers. Leaders who hold themselves accountable to the results of their decisions find their people more apt to do the same.

Learning Objectives:
Pre-Meeting
  • Differentiate the dual roles of leader and manager, and determine which role is situationally most appropriate for achieving a successful outcome
  • Request feedback from your manager, peers, and direct reports to complete the 360° Leadership Survey
  • Prepare for classroom discussion of MRA’s Diagnostic Direction® Model
 
During the Meeting
  • Identify the nine characteristics successful leaders employ to engage their teams to positive results
  • Recognize three challenges managers are guaranteed to face and how to handle them successfully
  • Describe the effective uses of both influential and positional power
  • Discover three “winning ways” in which leaders demonstrate personal accountability in owning the results of their choices
  • Use four essential elements to design a plan that builds greater trust and respect in the workplace
  • Practice the three steps of MRA’s Diagnostic Direction® Model to adjust your leadership style to an employee’s specific need at the correct time
  • Identify your areas of greatest leadership need based on your 360° Leadership Survey
 
Post-Meeting
  • Explain multiple differences between being an individual contributor and being a manager and discuss your own transition to management
  • Assess the current state of your work relationships, and plan how to increase the effectiveness of these relationships
  • Discuss what you’ve learned so far from the Future Leaders Program with your manager
2. Communicating for ResultsRegardless of what product or service your organization offers, as a leader you're in the people business big time. Success demands high-level communication skills. Talking, writing, texting, emailing, phoning, gesturing, and listening you swim every day in the ocean of communication. If those communication skills are poor, you're in the ocean with an anchor tied to your feet. In this session, you learn Olympic-sized techniques to strengthen your talent. Just like swimming, you analyze the strokes you currently use, discovering important aspects of your own communication style. You learn to adapt your personal communication to those whose style is different from yours and take out your earplugs to hone your listening skills. Your awareness and use of nonverbal communication sharpens. After the session, you feel confident to win a gold medal in communication.

Learning Objectives:
Pre-Meeting
  • Complete and review the results of the DiSC® Communication Style assessment
  • Examine appropriate and effective uses of various modes of communication technology such as e-mail, text messages, and conference calls
  • Assess the strengths and challenges of your own personal communication
  • Examine the 5 C’s of communication and identify specific examples in the workplace
  • Analyze the characteristics of various generations
  • Complete generations activity by applying characteristics identified
 
During the Meeting
  • Recognize the elements that comprise verbal and nonverbal communication
  • Describe your DiSC® Communication Style and how it helps and/or hinders your success at work
  • Develop strategies to use DiSC® for more effective communication at work
  • Review components of the DiSC model and explore ways to communicate with others more effectively
  • Demonstrate active listening and explore questioning techniques
  • Apply communication tools to minimize defensive responses
  • Construct “I” messages
  • Examine the impact of emotional intelligence on communication
 
Post-Meeting
  • Compare and contrast five nonverbal guidelines that put value into meaning
  • Recognize generational differences and consider the impact of those differences on the work group
  • Identify with your manager the DiSC® Styles of individual team members and how you will use DiSC® to improve clarity and results
  • Apply listening techniques through practice with a direct report
  • Summarize results with your study group of the listening practice and delivery of the “I” Message
  • Watch the Brene Brown TedTalk on Empathy (see link provided)
  • React to the “People Reading” videos
  • Share your thoughts on with the study group on how you will utilize the “People Reading” concepts with your direct reports
3. Culture, Motivation, and Aligning Goals with Strategies: Applying your organization's vision and strategy, while building effective company culture, is vital to successful leadership. If you focus solely on daily productivity in a nose-to-the-grindstone fashion, you neglect the crucial ingredient of building morale and motivating your employees to greater productivity and increased engagement.

This session concentrates on the skills you need to strike just the right balance. You will learn how to work to strategic objectives and help your employees create complementary goals.
 
Learning Objectives:
Pre-Conference
  • Watch Dan Heath videos on Strategy (see attached link)
  • Analyze your organization’s mission statement and discuss with your study group
 
During the Meeting
  • Describe the cultural norms within your organization
  • Review discussion of mission statements within study groups
  • Create individual departmental purpose statements
  • Examine motivational myths and identify challenges
  • Explore the use of motivational theories to create engagement
  • Apply motivational concepts such as praise and consequences to increase productivity
 
Post-Meeting
  • Present the Human Needs and Motivation Wheel to your direct reports, and have them identify their individual motivations or discuss your motivational wheel components with your manager
  • Demonstrate the use of praise and consequences, share results with your study group
  • Watch the Pygmalion video and share with the study group your reactions and how you will use the concepts to interact with direct reports
  • Review Work-Life Blending article and share thoughts with your study group
  • Watch SMART Goals webinar
  • Create two SMART goals to present
 
4. Training, Delegating, Coaching and Managing Performance: It's a myth that ostriches bury their heads in the sand. But the myth is a spot-on analogy for leaders who take no action when their employees are faltering, who insist on doing it all themselves, or who fail to recognize the value of proactively managing performance. This session helps you banish the notion that, "This will go away if I just ignore it." By learning to effectively train, delegate, coach, set goals, and give feedback in effective, efficient, and ethical ways, you increase your employees' chances for success on the job. You acquire the skills to implement a consultative method of addressing issues and a process that gets to the heart of performance issues while recognizing the vital steps to take when discipline is required.

Learning Objectives:
  • Define performance goals.
  • Identify performance standards.
  • Examine causes of performance problems.
  • Develop SMART goals.
  • Use training and delegation techniques as methods of developing the talent of others.
  • Develop the skills of constructive feedback and coaching.
  • Describe assertive communication skills for effective coaching.
  • Demonstrate active listening skills.
  • Identify appropriate consequences of acceptable and unacceptable behavior.
  • Identify appropriate steps for discipline.
  • Examine strategies to ensure appropriate documentation.
  • Design, prepare, and conduct an effective performance review.
     
 
5. Building Collaboration and Managing Conflict: Higher achievement. Deeper commitment. Sharper solutions. Ah, the payoff of superior teamwork! Helping groups achieve stellar results calls for particular skills, including creating trust, involving others in making decisions, and aligning team members' personal goals with the work of the group. It's a sure bet that team members with different backgrounds, interests, and personalities will bring different viewpoints to the table. It's a sure bet that team members with different backgrounds, interests, and personalities will bring different viewpoints to the table. It's also a sure bet that those different viewpoints can create stress and unproductive conflict. Competence in handling the complexities of teamwork in just the right way takes the know-how and practice this session provides. You'll learn how to skyrocket the effectiveness of a team and minimize unproductive conflict. You'll take away practical techniques to address expected and unexpected behaviors.

Learning Objectives:
  • Apply a model of teamwork to group performance.
  • Explain the value of diversity of thought, experience, and perspective in teamwork and decision making.
  • Apply strategies for addressing needs of isolated employees.
  • Distinguish between productive and unproductive conflict.
  • Demonstrate steps for managing conflict.
  • Apply strategies for dealing with disruptive and difficult people.
 
6. Leading Change and Putting It All Together: Savvy business leaders are always on the lookout for opportunities for change. With many of today's top industries completely unknown 30 years ago, merely maintaining the status quo is flirting with failure. Understanding the dynamics of change and encouraging changes and improvements in their areas of responsibility are requirements for effective and forward-thinking leaders. This session addresses the challenge of initiating and shepherding change, focusing on techniques to communicate with and engage those affected. You learn best practices for dealing with unintended consequences of change and how to avoid the tug of war that can occur when change is poorly managed.

Note: The final portion of this program includes a wrap-up of the entire Future Leaders Program and the Individual Learning Plan used throughout all six sessions of the series.

Learning Objectives:
  • Define the five major stages in the cycle of change.
  • Compare two change models and the applicability to various work environments.
  • Identify and develop multiple strategies for leading change.
  • Recognize the effects of change on employees.
  • Demonstrate three skills for communicating about change.


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