PROGRAM'S BACKGROUND

Are you aware of the impact your management leadership style has on others? Is it the most appropriate for enabling others to perform and achieve results? This program will provide delegates with a range of management leadership styles and the ability to judge when best to use each. Managing performance is probably the single most important aspect of a leader’s role; yet it is probably the task which causes most dissatisfaction for employees. A system designed to motivate employees often has the opposite effect creating disagreement and disharmony. This program is designed to show how to make the management of performance a positive work task. This program equips leaders with the practical tools and techniques to develop high performing teams which maximize performance and deliver results. This is a highly practical program using case studies and best practice.

PROGRAM'S OBJECTIVES

This Program’s Attendees Will Be More Able To:

›       Identify your current preferred management and leadership style

›       Choose the most appropriate management or leadership style for any given situation

›       Understand the impact of different styles on others

›       Increase your ability to motivate others

›       Know the purposes of performance management from an organizational and individual’s point of view

›       Learn how to make guided (or forced) distribution fair and effective

›       Identify the four steps of performance management and their skills

›       Learn the effective use of disciplinary procedure for addressing performance problems

›       Recognize the characteristics of high performing teams

›       Identify and maximize talent within the team

›       Understand the actions and behaviors of effective team leaders

›       Use a combination of approaches to engage, empower and motivate the team to maximize and sustain performance

PROGRAM'S ATTENDEES

›       Team Leaders & Directors

›       Superintendents & Departmental Managers

›       Supervisors & General Supervisors

›       HR & Management Professionals

›       Senior Personnel & Front Line Supervisors

›       Project Managers, Project Engineers & Planners

›       Strategic Planning Personnel

›       Presidents and Vice Presidents

›       Executives & OE Champions

›       Anyone who are or will be responsible for the use and application of performance management and appraisal techniques

›       Key Personnel & Professionals at all levels who want to become effective at coaching and motivating others

›       Professionals from any industry who may find it hard to take a bigger picture view of business issues both within and outside of the strategic planning process

PROGRAM'S OUTLINE

DEFINING YOUR ROLE

›       Defining and differentiating between management and leadership

›       Understanding the skills and qualities required of professionals and leaders in the 21st century

›       Identifying what your organization needs, wants and expects of you

›       Meeting the demands of both your manager and your team

DEVELOPING AN EFFECTIVE MANAGEMENT STYLE

›       Reviewing your role, how do others see you?

›       Projecting a professional and credible image

›       Leading by example, being a role model

›       Identifying your strengths and weaknesses

DIFFERENT MANAGEMENT & LEADERSHIP STYLES

›       Hands on or hands off? (advantages and disadvantages)

›       Leading, from the front and from a distance

›       Empowering, letting others lead

›       Consultative, supporting and directing others

›       Motivating, leading positive thinking

›       Challenging, leading new thinking

ADAPTING YOUR STYLE

›       Understanding the individual and team needs

›       Adapting to the situation and different individuals

›       Persuading and influencing others by using the most appropriate style

›       Reading the signs, understanding the impact of your style on others

›       Developing an effective leadership style

PERSONAL DEVELOPMENT

›       Practical solutions immediately transferable to the workplace

›       Creating a personal action plan

CREATING A HIGH PERFORMANCE CULTURE

›       The context for performance management in the Middle East

›       Nationalization

›       Privatization

›       The case for performance management

›       The principles on which effective performance management is built

›       Links into disciplinary procedure

›       The role of HR within performance management

›       The role of the front line manager

PROGRAM OUTCOMES & FEEDBACK

›       The use of competencies

›       Addressing the performance gap

›       Quantitative v Qualitative Program Outcomes

›       SMMART Program Outcomes

›       Continuous Improvement

›       Motivational feedback

›       Developmental feedback

COACHING

›       The Ask Tell Matrix

›       Coaching

›       The characteristics of a coaching session

›       Handling problems

›       Links into poor performance procedure

THE PERFORMANCE APPRAISAL MEETING

›       The purpose and use of PA Meetings

›       A forum for managers and employees

›       Characteristics of an effective PA meeting

›       Learning strategies

›       Agenda for the PA Meeting

›       Practical guidance for front line managers

LINKS INTO DEVELOPMENT & MERIT PAY

›       Performance appraisal from the employee’s point of view

›       Personal development

›       How appraisal and pay should be linked

›       360 degree feedback

›       Personal action planning

THE CHARACTERISTICS OF HIGH PERFORMING TEAMS

›       What is a team? Identifying the types of teams

›       The characteristics of high performing teams

›       The impact of effective teams on business results

YOUR ROLE AS A LEADER OF THE HIGH PERFORMING TEAM

›       The skills, qualities and behaviors of an effective team leader

›       Identifying your personal leadership and influencing style

›       Understanding the impact your style has on others

›       Flexing your style to meet the needs of all individuals within the team

TEAM DEVELOPMENT

›       Identifying the stages of team development and the practical actions an effective leader should take

›       Auditing your own team which stage of team development is it at?

›       The practical actions required of the team leader to move the team forward to the appropriate stage at the appropriate time

TEAM ROLES

›       Identifying the strengths of each team member and the roles they play

›       Delegating activities to appeal to personal strengths and to improve areas for development

›       Managing team dynamics to improve team performance

SETTING THE DIRECTION OF THE TEAM

›       Developing the common vision and building commitment to it

›       Aligning team and personal Program Outcomes to that of the organization

›                COMMUNICATING EFFECTIVELY WITH YOUR TEAM

›       Maximizing the effectiveness of team meetings, briefings and team process reviews

›       Delivering difficult messages to the team

›       Using the skills of appropriate enquiry

DEVELOPING & MOTIVATING THE TEAM

›       Practical tips to motivate the team

›       Using effective delegation to motivate, develop and empower the team

›       Providing recognition and celebration for successes

DEALING WITH CONFLICT & POOR PERFORMANCE

›       Identifying and developing your conflict management style

›       Dealing with difficult people in a positive and professional manner

›       Giving feedback to poor performers to improve results 

ADDITIONAL DETAILS