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Leadership Masterclass

 TRAINING 1. Leading Your Team Effectively

This training is aiming at working out your individual style of leading a team. You will learn how to talk to people so they can understand what you want to say. This training will cover basic rules of effective motivation and giving and receiving feedback, especially in emotionally difficult situations.

Target group

Training is dedicated for present and aspiring top managers, team leaders, directors, master workman and everybody interested in the subject of leading a team. 

Main goal

  • Working out your individual style of leading a team.
  • Learning effective methods of motivating, assessing and giving/receiving feedback.
  • Aligning your leading style to a team to maximize people’s potential.

Benefits for the participants:

  • Current managerial skills autodiagnosis.
  • Ability of clear goal setting and understanding why it is so important to communicate them transparently.
  • Getting awareness of interpersonal communication as a tool in relationship building.
  • Learning ways of building authentic authority.
  • Improving conversations with employees.
  • Exercising giving and receiving empathic feedback based on Non Violent communication rules.

During the training we will introduce a game called „Team Balance”.

Team Balance is a lively, practical, task that may look familiar but is a deceptively difficult team activity to master. Participants become active, engaging with the Team Balance and changing environment as they leave their seats, gather round the board and grasp the strings.

The activity requires the manipulation of (a series of ) balls through a labyrinth - the labyrinth board is held off the ground by strings held by each player, and the ball is manipulated purely by the forces exerted through each string. The labyrinth has two sides - one more challenging than the other - with a series of start and end points, and optional target labels to build up a series of increasingly challenging tasks. 

Program

MODULE I Boss role in a team

Key questions of a team leader, supervisor, manager. What every chief should start with?

  • Leader’s Expose.
  • What do I expect from my team
  • Where am I heading as a team leader?
  • How am I going to get there?
  • What resources will I need?
  • What are the strengths and weaknesses of my team?
  • What do my supervisors expect from me?
  • How will I know that I have achieved my goal?

Role and responsibilities of a supervisor

  • My company’s goals, my department’s goals and my people’s goals
  • What do I do in practice and what should I be doing as a manager?

Building authentic authority

  • Factors fostering building authority of a leader.
  • Authority of functions, knowledge and personalities.
  • What does make people perceive me as a “good” or “bad” chief?
  • Specific criteria of assessing leadership attitude.

MODULE II Mastering skills of leading a team based on situational leadership.

Skills of leading a team

  • Skills I have today and skills I would like to gain in the future as a chief – leader of a team.
  • “Managerial skills wheel” personal potential diagnosis in leading a team.
  • Basic managerial skills in leading a team.
  • Own managerial style autodiagnosis.
  • How does my managerial style affect employees and team members?
  • Style that defines me best in hard situations, SWOT analysis of personal style

Employee development analysis:

Matrix of competencies – introducing growth directions.

Managerial style corresponding to employee growth level.

Leveraging managerial styles in building a mature team.

 

MODULE III Effective communication as a way to lead people.

Psychological aspects of communication with managees and team members

  • Effective interpersonal communication tools.
  • Non-verbal communication and its meaning.
  • The ability to listen actively when managing people.
  • Communication barriers and ways to overcome them.
  • What the ability to communicate with managees is?
  • Psychological aspects of communication.
  • Building strong partnerships and its meaning in team building.

Basic rules of giving feedback

  • Feedback –When? What? How? To whom?
  • UF and FUKO models.
  • Empathic Feedback based on Non Violence Communication.
  • Asertive communication.

Disciplinary conversation and its impact on getting work done 

  • What is happening in a team when a chief is criticizing?
  • How to conduct conversations when people are not achieving their goals.
  • Learning (negative) feedback.
  • Motivating people to change: attitude and behaviors.

Motivating employees

  • Motivation types: Maslow Pyramid, Herzberg Model.
  • Intangible drivers – motivating people by non-financial drivers as a way to connect with peoples’ needs.
  • Motivation types: "escaping from a problem" i "toward a goal".

Common difficult situations in leading a team.

  • Difficulties in leading a team of former collegues.
  • Difficulties in leading a team of people with longer professional experience.
  • Chief and manages conflict.
  • Unwillingness to delegate tasks.

 METHODS AND GAMES:

  • “Team Balance”.
  •  „Factory of Wishes” or “Treasure Island”
  • Competence Wheel:  „Leader’s traits”.
  • Role playing: giving feedback, disciplinary conversation – recording and analyzing. 
  • Assessment diagnosing styles of management – manager’s auto diagnosis.

 

PART 2. Practical Leadership

This training is dedicated for:

  • People who are already leading others or are aspiring to lead
  • Top and middle management project managers, shift managers, foremen and candidates for managerial positions
  • People who want to actively participate in developing employees
  • People who want to increase their efficiency in leadership and combine two roles: manager’s role and leader’s role to become a mastermind.

Training’s aims:

  • Developing the ability to diagnose the situation correctly, to define needs and individual competences of a team member
  • Gaining the ability to switch between leadership styles – accordingly to the person’s phase of developments and his/her motivation
  • Gaining knowledge on communicating with people and effectively achieve goals
  • Increasing self-effectiveness and self-efficiency thanks to practical usage of leadership competences
  • Discovering the difference between a manager and a leader and learning about different leadership concepts
  • Learning about the best top managers’ techniques
  • Gaining awareness about increasing teams’, employees’ and the whole organization’s effectiveness
  • Working out own perspective on how to lead people according to the current reality and corporate culture

Benefits for you and for your team:

  • You will enhance the communication in a team and in your organization 
  • Motivation of your people will increase thanks to flexible approach to situations and people
  • Employee’s turnover will decrease, you will get to know how to retain the best workers in your company
  • You will align goals of an individual with company’s goals
  • The level of trust will increase both in teams and between managers and mangees

 

Program

Leading a team according to the modern leadership concepts by J. Collins, J. C.  Maxwell, I. Majewska- Opiełka.

  • Habits of the best world-wide managers.
  • Leadership as a process – leading today and leading tomorrow.
  • 5th Level leader – what does it mean in practice?

The role of a manger in motivating people, when financial motivation doesn’t work or doesn’t exist

  • The role of a manager in motivating people.
  • Skills of motivating people versus interpersonal leader’s skills.
  • „People oriented” way of managing teams.

 Emotional management in leading people

  • Competence Wheel- basic areas of leader’s competences.
  • Manager’s strengths, areas of growth and self-development map.

Employee’s development level diagnosis

  • Competency level and engagement at work.
  • Team’s competency level diagnosis.
  • Types of employees according to motivation, knowledge and skills.

Leadership styles in practice

  • Own leadership style diagnosis.
  • 4 bacic leadership styles.
  • Situational and flexible leadership style.

Leadership fundamentals – what steps should a leader take on his way to develop and engage people?

  • In which particular area it is worth combining different leadership concepts/styles?
  • Coaching leadership versus situational leadership – flexible approach.
  • Lencioni’s Pyramid and its impact on leadership.

Practical leadership in Polish circumstances

  • How to deal with extremes? Difficult conversations’ analysis.
  • Employee’s development path – when an employee gets poor results and a manager wants to demotivate him/her.
  • Employee’s development path - when an employee gets great results, ways to get the best of people’s potential
  • EDAC model for new hires and new tasks

Practical games and exercises:

  • „Team Balance”
  • „Leader’s traits" exercise
  • Managerial Skills Wheel
  • Leadership style diagnosis

 

Szkolenia "szyte na miarę klienta"

Dostosujemy warsztaty i szkolenia do specyfiki klienta, tak aby uczestnicy  ćwiczyli zdobyte umiejętności i techniki na autentycznych sytuacjach.

Podczas szkoleń wykorzystujemy  licencjonowane gry szkoleniowe.

 

Zapraszamy do zapoznania się z pełnym zakresem prowadzonych przez nas szkoleń:


Aby otrzymać szczegółowe informacje na temat wybranego szkolenia, proszę o kontakt  tel. +48 533 164 515,  szkolenia@futureskills.pl, biuro@futureskills.pl, lub wysłać zapytanie ofertowe.

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