Course Content
- SWOT analysis
- Capability as a developing manager
- Feedback and discussion
- Clarify roles/responsibilities
- Respected vs. popular
- Managing vs. doing the work
- Focus areas – task, individual and team
- Management vs. leadership
- Setting SMART objectives
- Linking goals to the wider vision
- Levels – task, individual, team
- Collaborative approach
- Setting priorities – importance vs. urgent matrix
- Planning tools
- What is delegation
- What to / not to delegate
- Delegation process
- Identifying key activities
- Inhibitors to delegation
- Control, responsibility and accountability
- Principles of high impact coaching
- Role of the coach
- GROW coaching process
- Coaching skills
- Trust and credibility
- Developing professional relationships
- Transactional Analysis (TA)
- Assumptions about people
- Creating conditions for motivation
- McClellend’s 3 Motivators
- Power of constructive feedback
- Self-motivation – leading by example
- Key roles in a meeting
- Productive vs. unproductive meetings
- Getting people involved
- Keeping it fresh and interesting
- Impact of self on self/others
- Styles and preferences
- Self-assessment
- Influencing different styles
- Flexing and matching
- Conflict as positive/negative
- Risk of unresolved conflict
- Effects of conflict
- Managing self and others
- Conflict handling strategies
- Thomas Kilman Conflict Inventory
- Self-assessment
- Conflict resolution techniques
- Responses to change
- Active and passive resistance
- Why people resist change
- DREC change curve
- Impediments to commitment
- Impact of uncertainty
- Interactive exercises and simulations
