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Leadership training (Middle)

DAY - 1
S.No Module COVERAGE & FLOW Benefits
1. The Lunar Eclipse [Dealing with Self]

What has changed for me?

- the burden of accountability (below)
- the burden of expectations (above)
- the burden of relay transmission (below & above)
- the burden of the pyramid

How do I adapt to these changes?

How do I convert ‘burdens’ into ‘opportunities’?

What are the things I need to do differently?

- Actions - Skills - Thoughts

Where do I begin?

How do I flex towards others (both within & outside my team?)

Flexing Style Grid

  • Style Flexing –
  • - Need & Context
    - Mode of Application
  • Applications of Style Flexing – Persuading, Convincing & Managing Relationships
  • Focus on Task – Pros and Cons
  • Focus on Relationship – Benefits and Shortcomings

Will enable participants:

to introspect on the transition phase from team-member to team-manager

to reprioritize & review the challenges of ‘dealing with self’ as a manager

to learn & apply the ‘flexing’ approach

Will enable participants to:

2. Managing Teams [Dealing with Others]
  • Balance between Task Focus and Relationship Focus.
  • ‘Organizing the three R’s in a Team’ : Roles, Responsibilities & Relationships.
  • Motivating self and others – 4 easy steps.
  • Giving & Receiving Feedback – the ABCR Model.
  • Delegating vs. Dumping – the fine line [STAR].
  • The 10 levels of Delegation – Action Plan.
  • The 9 steps of Delegation.
  • Key Precautions to be taken while delegating responsibility.
  • ‘How to say No’ : Positive Mirroring.

strike a balance between task focus and relationship focus

motivate and provide feedback

delegate effectively

3. Situational Leadership – Principles & Applications [Dealing with Others]
  • 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

4. Handling Conflicts [Dealing with Others]

  • Evaluate your orientation towards ‘conflicts & confrontations’– Assessment Questionnaire.
  • Stages of a Conflict.
  • Collaborating – Steps of Establishing Common Ground.
  • Elements of Professionalism – Agree to Disagree.
  • Preventing Verbal Conflict – Key Precautions.
  • Breaking Impasse / Deadlock – Tactics.
  • Resolve disagreements—accurately address concerns by talking respectfully, candidly and skillfully with someone in a safe way [Simulations & Role Plays].
  • Behavioral Self Assessment – Dominant Orientation towards Conflict.
  • The Six Styles of Conflict Management – Study the Situational Applicability of : Competing, Collaborating, Compromising, Avoiding, Accommodating.

Will enable participants:

to address contentious issues

and areas of disagreement; both within the team, as well as inter-team/dept conflicts

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