Leadership - Learning to Lead

1 day Instructor-Led Course (8 hours)
 

Course Overview
Most managers would prefer to be known as excellent leaders rather than excellent managers. Upon completion of this book, 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.

Who Should Attend
 

Prerequisites
None.
 

Objectives

Course Outline:

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

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 Your 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

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

Appendix
 

Authors’ Suggested Responses to Case Studies
 

Recommended Reading