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Leadership training (Top)

DAY - 1
S.No MODULE COVERAGE & FLOW Benefits to Participants
1. Managing Teams
  • Focus on Task – Pros and Cons.
  • Focus on Relationship – Benefits and Shortcomings.
  • Balance between Task Focus and Relationship Focus.
  • Motivating self and others – 6 easy steps.
  • Giving & Receiving Feedback – the ABCR Model.
  • Empower Your Team Members.
  • Empowerment – Decision Making Template.
  • Managing Diversity.
  • Delegating vs. Dumping.
  • The 10 levels of Delegation – Action Plan.
  • The 9 steps of Delegation.
  • Organizing the Three Rs .

Will enable participants to:

strike a balance between task focus and relationship focus.

motivate and provide feedback delegate effectively.

2. Interpersonal Relationships of A Sensitized Leader
  • Behavioural Self Assessment & Analysis – Communication Style Grid.
  • Third Party Assessment (2nd round of analysis).
  • Style Flexing –
    - Need & Context
    - Mode of Application
  • Applications of Style Flexing – Persuading, Convincing & Managing Relationships.
  • The 4 fragile elements of the relationship between a leader & his/her team .

Will enable participants:

To understand themselves better in terms of approachability & ‘dominant working style’.

3. Coaching & Mentoring
  • Identifying Expectations – Methods.
  • Identifying Competency Gaps – Tools.
  • Psychometric Assessment – The Coaching Skills Diagnostic Questionnaire.
  • Challenges of Mentoring – Key Assumptions and Constraints.
  • Mentoring Styles – What’s Yours ???
  • Building Teams by Building Individuals - Addressing Developmental Needs.
  • Performance Improvement Coaching – Using the GROW model.
  • Measuring Effectiveness of Coaching – Audit Sheet.

Will enable participants :

To assess and address the ‘areas of concern’ w.r.t results, capabilities, competencies & team-dynamics via suitable mentoring & coaching skills.

DAY - 2
4. Situational Leadership – Principles & Applications
  • Leadership Style – Supportive Behaviour vs. Directive Behaviour [Description & Conceptual Clarity].
  • Developmental Level of Team-Members – Competency & Capability [Facilitator’s explanation].
  • Mapping the appropriate ‘style’ to the measured development level – Application of the Tool.
  • Benefits & shortcomings of this Model – Debrief.

Will enable participants.

To understand the working-model of situational leadership, &

To select the appropriate leadership style based on the situation.

5. Lead or Manage ?
  • Leading vs. Managing – comparative benefits & risks.
  • Relevance of Leading – When and How.
  • Relevance of Managing – When & How.
  • Balancing Task Focus & Relationship Focus – using Fielder Contingency Leadership Model.
  • 101 ways to motivate your workforce.
  • Giving Feedback – a result-oriented four-step process (the ABCR Model).
  • Inspire your team - 3 powerful proactive steps.
  • Action Centered Leadership Model – Benefits, Uses and Application Tools.

Will enable participants:

To imbibe & apply the subtle nuances of leading when required and managing where necessary.

6. The Importance of Collaboration - in delegating & - in handling conflict

Delegation

  • Practice - The ten levels of delegation.
  • Collaboration – the fine line between delegating & dumping.

Conflict

  • Identify your dominant Conflict-Resolution Style.
  • Thomas Kilmann Assessment Questionnaire.
  • Techniques for dealing effectively with.
  • backstabbing, ridicule & malicious gossip.
  • Handling ‘sensitive’/ ‘heated’ / ‘potentially.
  • disruptive’ conversations :
  • Collaborate – Steps of Establishing Common Ground.
  • Speak persuasively, not abrasively – & don’t avoid !
  • Build acceptance rather than resistance – Acknowledge expectations & move to Action.

Will enable participants:

To differentiate between ‘delegating’ and ‘dumping’.

To collaborate proactively, thereby converting ‘conflict of interest’ into ‘confluence of interest’.



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