Turning Potential to Performance
Effectively Supervising Support first time supervisors and managers bolster their own skills as well as the strengths of the first part of your leaderhsip pipelines--entry level staff.Each of the topics below are offered at your worksite for groups of 5-25 in 90 minute interactive sessions. Agenda details available at:info@impacttrainingpartners.com
Communication Styles
Mastering Motivational Techniques
Time Management
Minutes to Mediate
Meetings for Accomplishment
Giving Constructive Feedback
Holding Difficult Conversations
Making Delegating Motivating
Stress Management
Negotiating Win-Win Solutions
Communicating: What It Is...and Is Not Delivery formats are planned according to the needs of your organization. Learn to:
Assess the effects of your communication behaviors on others
Accurately listen to, assess, and react to what you hear
Select a style of responding to achieve your communication goals
Sustain positive rapport during difficult discussions
Identify the impact of emotions on communication
Writing for Business Purpose You may have to communicate in writing to inspire action or response, put out a fire or to start one. Impressions of you and your organization are formed in how you use the written word. Writing with your aim and audience foremost in your mind is critical to help you manage your relationships both in house and with external clients. You will learn to:
Put your words to work for you
Express your personality on the page
Focus on your key strategic message
Write ideas in clear language and an easy-to-read format
Make the writing process faster and more comfortable
Be the Leader to Follow
Setting agendas, building support and keeping everyone moving forward is the challenge for leaders attempting to respond to new business realities. It can be easier to herd cats! This three part program addresses the elements that need to be in place before you land in initiative hell.
Creating Agendas
Evaluate your organization's receptiveness to change and formulate your agenda for action.
Organizational culture and design: How organizational culture may propel or stall your agenda: What's the impact of your plan on the organizational structure?
Job design: Will your agenda require - or, result in - important changes to job functions, expectations or work loads?
Develop your political competence: allies and resistors
Building Support
Planning for contingencies
Adjusting and reformulating
Negotiate consensus for your agenda
Buy-in from key stakeholders
Sustain Your Initiative
Keep your idea on track and relevant by managing the four dimensions of momentum:
Structural momentum to maintain resources and capacity
Performance momentum to monitor results and make adjustments
Cultural momentum to motivate and maintain focus
Political momentum to deal with conflict and anticipate opposition
In a New Direction
This series of day long workshops is for directors and managers responsible for implementing changes in policies, procedures, organizational structure and workplace roles. You will learn the skills and frameworks to:
~identify the dynamics unleashed by change
~launch a change effort with greater impact
~navigate the perils of implementing change
~stay the course as change leader
I. On the Dock: The Basics
What blocks the effort to change
The dynamics of change:
Resistance and compliance
Unfreezing, learning, and adaptation
The "priming" role of trust and justice
Differences in individual change styles
Roles of stakeholder interests and power in change
How to Create and deliver a compelling case
Key roles in guiding and leading change
Techniques for engaging the organization
Connecting action to outcomes
II. The Voyage Out: Making Change Happen
Navigating political, cultural, and technical waters
Aligning organization's strategy and key stakeholder interests with change
Using milestones, events, and symbolism to foster and sustain momentum
Renegotiating expectations and roles
Understanding the principles of participation, diffusion, and process
Marking progress with vision, values and purpose
III. The Destination: Culture Transformation
Consider cultural fit with your strategic business objectives
Identify distinct subcultures and factors contributing to them
Chart purposeful interventions that are likely to impact your organization's culture
Characteristics and implications of loose and tight cultures
Taboos and sacred cows: Are they open or hidden? Positive or negative in impact?
Cultural anchoring and alignment with environment