Our Next Steps in Leadership program is a four day leadership development program which provides a theoretical perspective, together with practical tips and suggestions, for applying management and leadership skills to your real world.

Day One

Session 2: Honest Conversations

Aim

The aim of this session is to provide a theoretical model for giving feedback, and to provide an opportunity to practice these skills.

Learning Objectives

At the completion of this session, participants will be able to:

  • Recognise the key attributes of effective feedback

  • Use a structured feedback process

  • Acknowledge the consequences of not providing effective feedback

  • Demonstrate active listening and assertiveness techniques

  • Explain the importance of planning before delivering feedback

  • Develop an action plan to promote ongoing enhancement of their abilities

Session 1: Intelligent Leadership

Aim 

The aim of this session is to introduce some theoretical leadership and management concepts, and to provide practical tips and strategies to apply these concepts to enhance your existing leadership skills and knowledge.

Participants will also be encouraged to learn about themselves, and make the most of their individual strengths, and develop an action plan to assist with further development.

Learning Objectives

At the completion of this session, participants will be able to:

  • Recognise the difference between Leadership and Management

  • Discuss and apply different Learning and Communication Styles, and understand their own preferred style

  • Explain and apply Covey’s concepts of “Habit” and “Concern versus Influence”

  • Relate the theory of Emotional Intelligence to the role of management

  • Discuss the setting and evaluating of performance expectations

  • Describe and apply Hersey and Blanchard’s “Situational Leadership” model

  • Identify the concept of “the way things are done around here” in relation to organisational Culture, and use it constructively

  • Recognise the importance of the many facets of Management and Leadership

Day Two

Session 2: Managing Change

Aim

The aim of this session is to provide skills practice and further knowledge around managing change.

Learning Objectives

At the completion of this session, participants will be able to:

  • Diagnose the need for personal and organisational change

  • Build a repertoire of change-invoking behaviours and skills

  • Foster an environment conducive to change

  • Plan and conduct personal and organisational change programs

Session 1: Coaching For Results

Aim 

The aim of this workshop is to provide participants with the opportunity to learn about the theories and concepts relating to coaching, and enhance their coaching and communication skills.

Learning Objectives

At the completion of this session, participants will be able to:

  • Recognise the importance of a manager’s role as a coach in the development of a team

  • Explain the concepts of mentoring, coaching, feedback and performance management

  • Describe the concept of Adult Learning principles

  • Recognise ways in which coaching can improve performance of their staff

  • Describe the qualities of a good coach

  • Identify the role coaching plays in change management

  • Refer to the Whitmore GROW model, and use it as a coaching framework

  • Adapt coaching techniques to individual needs

  • Describe the five critical roles of the coach

  • Practice coaching skills, using situational scenarios

  • Critically analyse approaches to Problem Solving

  • Develop a coaching plan

  • Recognise the skills needed to encourage ownership and responsibility of individuals

  • Appreciate the importance of follow up

Day Three

Session 2: Team Development

Aim

The aim of this session is to provide a theoretical framework to encourage managers to develop their teams.

Learning Objectives

At the completion of this session, participants will be able to:

  • Appreciate the importance of teams in an organisational context

  • Discuss the advantages and disadvantages of teams

  • Explore the need for teams and teamwork

  • Explain the concepts of empowering others, delegating effectively, and sharing power

  • Recognise the key elements of effective team meetings

  • Describe Tuckman’s stages of team development

Session 1: The Balancing Act

Aim

The aim of this session is to provide practical tips and information on how to improve balance in our lives, while simultaneously achieving our personal and business goals. 

Learning Objectives

At the completion of this session, participants will be able to:

  • Take steps towards effective time management and getting organised

  • Recognise bad time management habits, and suggest ways to break them

  • Describe strategies for eliminating stress

  • Analyse their approach to managing deadlines and workload

  • Identify tips for controlling the time wasters

  • Recognise techniques for setting and sticking to priorities

  • Develop strategies for being more productive

  • Identify communication styles, and appreciate the impact they have in managing relationships

  • Recognise how to say ?no? without saying ?no?

  • Explain techniques for handling workflow using a task assignment model

  • Set clear objectives by thinking ahead - planning the work and working the plan

Day Four

Managing Difficult People

Aim

The aim of this session is to provide participants with skills, knowledge and an understanding of conflict management. 

Learning Objectives

At the completion of this session, participants will be able to:

  • Identify their conflict management style

  • Describe the key differences between problem solving and managing conflict

  • Identify techniques for managing conflict, and the importance of using these techniques in day-to-day interactions

  • Recognise the importance of their own role in managing conflict

  • Identify areas they need to develop in order to manage conflict more effectively

  • Acknowledge the need to overcome barriers to communication

  • Utilise conflict mapping tools

  • Recognise the difference between aggressive and assertive behaviour in the context of conflict management

  • Identify personal blocks to resolving conflict

  • Explain some causes and impacts of unresolved conflict in work-teams and work partnerships

  • Consider the relationship between their personal style and their capacity to resolve conflict

  • Develop an action plan to promote ongoing enhancement of their abilities