Learning to Lead

Description:
The course was designed to cover critical business and professional development topics in the shortest time possible. With a wealth of hands-on exercises, the course keeps you engaged and help you retain critical skills.

Most managers would prefer to be known as excellent leaders rather than excellent managers. Upon completion of this course, you will understand the sources of leadership power, the primary ways to handle resistance to change, the difference between managers and leader/managers, and developing and communicating your vision.

Duration: One day

Table of Contents:

Part 1: Exploring Your Leadership Potential
Differentiating Leaders from Managers
Assessing Your Readiness for Leadership
Developing Your Personal Management Practices

Part 2: Being Your Personal Best
Rethinking Leadership Traits
Understanding and Using Leadership Power
Wielding Role Power Judiciously
Avoiding the Pitfalls of Role Power
Defining Relationship Power
Managing Your “Chip” Account
Realizing the Power of Knowledge
Communicating Confidence Through Non-Verbal Cues
Projecting a Leadership Attitude
Summary of Part 2

Part 3: Being a Visionary
Knowing Where You Are Going
Avoiding the Roadblocks in the Details
Making Decisions According to Your Vision
Communicating Your Vision
Working with Stakeholders
Creating Goals to Reach Your Vision
Summary of Part 3

Part 4: Being a Change Agent
Leading People Through Change
Assessing Potential Organizational Change
Understanding the Human Response to Change
Recognizing Project vs. Cultural Change
Managing Change Effectively
Developing a Culture for Change and Learning
Keeping Current with Continuous Learning
Fostering Ongoing Improvement in the Workplace
Summary of Part 4

Part 5: Being a Team Leader
Bringing People Together into Teams
Assessing Team Effectiveness
Working Toward Common Goals
Knitting Together Varied Responsibilities
Developing the Human Side of Teams
Turning Conflict into Team Cohesiveness
Setting the Tone for Resolving Conflict Productively
Describing vs. Evaluating Others’ Behavior
Discerning Content Conflicts vs. Relationship Conflicts
Refraining from Conflict in Writing
Promoting Direct Communication Among Team Members
Increasing Trust Within the Team
Summary of Part 5

Part 6: Creating an Action Plan
Ranking Management and Leadership Practices
Interpreting Your Scores
Identifying Skills to Be Strengthened
Setting Goals for Leadership Development
Communicating Your Development Plan
Drafting Your Leadership Self-Portrait in Six Months

Addendum
Authors’ Suggested Responses to Case Studies
Recommended Reading