Program 1: Executive Coaching Solutions
About EDA
Executive Development Associates (EDA) leads the way in using executive and leadership development to help organizations successfully address their marketplace challenges and accelerate the execution of their business strategy. We work in partnership with our clients to create measurable improvements in both individual performance and business outcomes.
Executive Coaching is one of EDA’s Best-Practice Solutions that delivers a one-on-one growth and development opportunity and produces real business results in a short period of time. EDA customizes coaching to meet the individual’s specific needs and matches the leader with the most appropriate coach. EDA also strategically links the coaching goals to the organization's business strategies. Sessions with the individual's manager or board of directors are worked into the coaching arrangement to assure accountability to the organization’s vision and organizational strategy.
Executive Coaching Solution
In today’s business context, the importance and practice of managerial coaching is changing. Once focused primarily on improving the performance of employees who have fallen below standard or on providing opportunities for those with the highest potential, coaching now plays an expanded role, due to a greater appreciation of the value of an organisation’s knowledge and human capital. To achieve critical results and remain competitive, organisations now see coaching not only as a means to shape individual performance but also, increasingly, to build broader organisational capacity.
This new perception means that coaching now needs to be seen as a type of investment in the knowledge capital of the organisation, and that employees are like a portfolio of talent in which the manager needs to invest time and energy. To maximize the impact of coaching, managers need to review their portfolios regularly and determine those skills and capabilities that each person needs in order to have the greatest impact on business results. In other words, managers need to help each employee focus on developing those capabilities that will contribute most to both individual and organisational success.
Executive Coaching is one of the hottest tools and strategies leading companies are implementing right now. No longer are businesses turning to an Executive Coach to fix a problem. Now organisations turn to executive coaching as a way to give them a leading edge and advantage in the ever evolving business world. It is one of the leadership development interventions that are being used to help businesses grow and strengthen from within their organisation by supporting their senior leaders and high potential managers.
Executive Coaching is on the rise as more and more businesses see that coaching can have a positive impact not only within their organisation but on their bottom line. As our global economy is drastically shifting and the needs and expectations of higher level management is constantly changing, more businesses will turn to coaching which is why Training Edge has dedicated itself to supporting these businesses. In the past, coaching used to be seen as something taboo or weak whereas now almost all major organisations use coaching in some way.
The Coaching Approach
Effective coaching is a major key to improving business performance. Executive Coaching focuses on the qualities of effective leadership and improved business results. It is comprised of a series of structured, one-on-one interactions between a coach and an executive, aimed at enhancing the executive's performance in two areas:
- Individual personal performance
- Individual organisational performance
Our Executive Coaching Solutions provide coaching on a one-on-one basis, providing an invaluable source of support and development for your managers and business leaders focuses on organisational results and business outcomes.
Our Executive Coaching solutions are offered ‘face-to-face’ with support via the telephone and email.
The Coaching Process
Resolving Your Challenges is our Priority
The decision to seek help to improve yourself as a leader all begins with your concerns and immediate challenges. What are the most difficult people situations you have to deal with? What’s bothering you about the way other people are acting? What’s on your mind about conversations that wake you up at night? What’s keeping you hunkered down in your office, staying away from certain people? What do you wish you could do or say to turn the situation around?
Our First Conversation
We start together by sorting out and clarifying your people skills and concerns and then placing them within the context of your organisation and industry at this moment in time. We get to know your unique situation. Why do you need help now? We help you understand your current dilemma from a fresh and refreshing perspective.
What’s Next? A Personalised Action Plan
We do a thorough assessment of you, the leader, in the context of your work world. We use state-of-the-art evaluation instruments in combination with skilful interviews. We might suggest conducting onsite observations depending on the nature of your concerns. With reliable leadership reports in combination with interview and observational data, we join with you to develop a plan of action tailored to your pace and style of learning and the urgency for change.
Now It’s Coaching Time!
The coaching intervention is based on the goals and objectives you’ve identified in your personalized action plan. During the intervention meetings, we work with you closely to help you better understand the strengths and blind spots that comprise your leadership competencies. We help you think through options and encourage you to experiment with different behaviours and thought patterns. The executive coaching work is done in as confidential a manner as you require.
The coaching meetings will be challenging. We will work hard together for the purpose of shedding light on difficult interpersonal problems and help you figure out how to address these situations well before your company hits the front page of the Wall Street Journal for ethical violations. Your Executive Coach will keep the big picture of your goals in our sights and help you remove obstacles to being a more effective and versatile leader.
The Executive Coaching Fees
Our executive coaching fees vary depending on the situation and needs of each client. Please contact us to learn more about our executive coaching services. Should we mutually agree we are a good fit we can then submit a proposal outlining our executive coaching fees.
Program 2: Corporate Coaching Skills For Managers
Overview
Coaching is about unlocking an individual's potential to maximise their, and consequently the organisation's, performance. It is about helping them learn rather than teaching them. Coaching sets out to embrace the whole person and understands the organisational context. It seeks to achieve alignment between individual, team and organisational goals. Coaching encourages innovation by releasing creativity and imagination and creates an environment where work is more personally satisfying.
The coach works with clients to achieve speedy, increased and sustainable effectiveness in their lives and careers through focused learning. The coach's sole aim is to work with the client to achieve all of the client's potential - as defined by the client.
Coaching is an opportunity to call halt to the frenetic pace of doing and to re-focus on being. It enables people to challenge their routines, to take a critical look at what they are doing and why, to identify and commit to new performance goals and to work out how to overcome the barriers that prevent them being more effective in their work roles.
Coaching relates primarily to performance improvement (often over the short term) in a specific skills area. The goals, or at least the intermediate or sub-goals, are typically set with or at the suggestion of the coach. While the learner has primary ownership of the goal, the coach has primary ownership of the process.
Developing a person's skills and knowledge so that their job performance improves, hopefully leading to the achievement of organisational objectives. It targets high performance and improvement at work, although it may also have an impact on an individual's private life. It usually lasts for a short period and focuses on specific skills and goals.
In summary, coaching facilitates positive change:
- For the individual
- For the team and
- Within the organisation's culture
Objectives
The workshop is designed to provide the opportunity for participants to learn the core knowledge, skills and tools of workplace coaching to develop their staff and maximise individual and team performance.
By actively participating in the workshop and using the manual as an on-going personal development resource, you will be able to:
- nderstand how coaching works and how it is different from mentoring
- Structure meaningful coaching conversations using a practical framework
- Review a range of core coaching skills: building rapport, empathic listening, powerful questions, feedback that makes a difference
- Develop the skills and confidence to coach and develop others
- Review individual differences and their value in personal development planning
- Identify a range of development options that are suitable for your 'Coachee'
Program Outline
Welcome and introductions
- Workshop overview, aim & objectives
- Personal learning goals
What is coaching and how does it work?
- Differences between managing, coaching, counselling, mentoring
- Benefits for individuals, teams, the organisation
Developing others - whose job is it anyway?
- Responsibilities, benefits, pitfalls
- Learning cycle and styles
- Choosing suitable development activities
Being a GREAT managerial coach - the core skills
- Building rapport
- Are you really listening to me?
- Powerful questions
- GREAT feedback
Introduction to the TGROW Coaching Model
- Structuring meaningful coaching conversations
- Structuring meaningful performance coaching conversations
- Using the 'TGROW' Model for Collaborative Coaching
- Examine the spectrum of TGROW questions
Coaching conversations skills practice in Triads
- Case Studies:: Real scenarios from the workplace
- Group Exercise: Practice in Triads with Feedback
- Coaching Insights - Self-Disclosure and Feedback
Summary, Evaluations & Close
- Completing the Personal Leadership Development Plan for the next 90 Days
- Checking Out - Participants Feedback
- Recommended Further Readings
Program 3: Developing Mentoring Skills At The Workplace
Overview
Mentoring is a relationship, which gives people the opportunity to share their professional and personal skills and experiences, and to grow and develop in the process.
Typically, it is a one-to-one relationship between a more experienced and a less experienced employee. It is based upon encouragement, constructive comments, openness, mutual trust, respect and a willingness to learn and share.
The key to successful implementation of mentoring is sound preparation including planning and design, an effective communication strategy and regular feedback with a readiness to adapt as necessary.
The Mentoring Model
Mentoring is often seen as a relationship between a senior and a more junior person - like a master and an apprentice. This can be a useful approach to mentoring but can also pose some problems for adult learners. Mentors can get just as much out of the relationship as a mentee and being seen as a teacher, coach etc. can be unhelpful and limiting. Mentors may also be asked, often inappropriately, to lobby on behalf of their mentee.
Viewing mentoring as a learning partnership can be more helpful. Status and power can be ignored, mentors do more listening and questioning and advice is only offered once the mentee has had the opportunity to explore the options for themselves. This approach has a lot to recommend it.
When mentoring is defined broadly there are many possibilities for its use. In its simplest form the mentoring model can be the mentor enabling their mentee to figure out where they are going, where they want to be, how they will get there and how they are progressing.
Mentoring that takes place between individuals can be given different labels depending of the extent of the formality of relationship and the difference in status of the people participating in the relationship. For example, Peer mentoring is a type of mentoring relationship where colleagues or staff at similar stages in their careers supports each other either individually or in groups.
Objectives
In this workshop the participant will learn about mentoring and what it takes to be a mentor.
By the end of this workshop they should have a much clearer idea of mentoring and more specifically, they will be able to:
- Describe what Mentoring means to them
- Develop an understanding of a Mentoring Framework
- Outline the Benefits of Mentoring
- Describe the roles and responsibilities of Mentors and Mentees
- Outline the critical skills required by Mentors
- Describe potential phases in the Mentoring relationship
- Utilize some tools to help manage the Mentoring relationship
- Develop an Action Plan to implement a Mentoring Initiative at the Workplace
Program Outline
Introduction & Objectives - Setting the Stage for a Productive, Collaborative Workshop
- Welcome Remarks by Senior Management Representative
- Review of Workshop Objectives & Expected Outcomes of the Workshop
- Rules for the Road/Engagement - "S.C.O.P.E."
- What Mentoring is and isn't?
- How it differs from coaching, counseling and training?
- Benefits to The 'Mentor', 'Mentee' and The Organization
- Linking Mentoring to the organization's Vision, Mission and Goals
The Making of an Effective Mentor
- The key attributes of a Mentor
- The Core Mentoring Skills
Creating the Mentoring Environment
- Telling vs. Asking approaches introduced, compared and critiqued
- Insight and understanding to establishing the necessary elements for effective Mentoring interactions
- Distinguishing the moment when an individual is open to accepting new information that will positively impact and shift their knowledge and behaviour
Mentoring in Action
- The Conversation Model
- Helping Mentees bridge the gap from the present situation to the desired state
- Using effective and powerful open-ended questions
- Active Listening Test
Mentoring Skills Practice
- An exercise where each participant will practice the Conversation Model and experience being mentored
- Practical application of mentoring - techniques
Wrap Up and Action Plan
- Action Plan to implement a Mentoring Initiative at the Workplace
- Personal Leadership Development Plan for Implementation in the next 90 days
- Recommended Further Readings
Program 4: Leadership That Gets Results
Overview
Daniel Goleman brought the notion of "Emotional Intelligence" (EI) and "Emotional Quotient" (EQ) to prominence as an alternative to more traditional measures of IQ with his 1995 mega-best-seller Emotional Intelligence. According to Goleman, "A leader's singular job is to get results". But even with all the leadership training programs and "expert" advice available, effective leadership still eludes many people and organisations. One reason, says Goleman, is that such experts offer advice based on inference, experience, and instinct, not on quantitative data.
Drawing on research of more than 3,000 executives, Goleman explores which precise leadership behaviours yield positive results. He outlines six distinct leadership styles, each one springing from different components of emotional intelligence. Each style has a distinct effect on the working atmosphere of a company, division, or team, and, in turn, on its financial performance. The styles, by name and brief description alone, will resonate with anyone who leads, is led, or, as is the case with most of us, does both. Commanding leaders demand immediate compliance. Visionary leaders mobilize people toward a vision. Participative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future.
Organisations need leaders to visualise the future, motivate and inspire employees, and adapt to changing needs. Our research indicates that, with the right leadership development support including executive coaching, those with leadership potential can be developed into outstanding leaders. Emotional Intelligence competencies are perhaps the most challenging for leaders to develop effectively and yet it is the one that often has the most impact. As leaders rise through the ranks of an organisation, their profile becomes more visible to employees and their increased power can have subtle and direct ramifications.
Objectives
As a result of attending this workshop, each participant will be able:
- Understand the Emotional Intelligence (EI) competency framework
- Make the link between Emotional Intelligence and Leadership Effectiveness
- Utilize EI techniques for increasing their level of self-awareness
- Understand how emotions can influence thoughts, behaviour, goals, decision-making
- Develop a personal leadership development plan
Workshop Format:
This workshop will include theory, hand-outs of practical example deliverables for reference and to assist in learning, exercises, and reviews at the end of each stage including a question/answer session that would reinforce key concepts and learning.
Participants are grouped into teams that will work through the workshop together as in "real-world" operational and project environment. During the workshop, each team explores leadership concepts through practical exercises, enabling participants to practice making "real life" decisions and to earn from these decisions without the anxiety of putting "real company money" on the line or putting themselves at risk.
Program Outline
Introduction & Objectives
- Introduction & Checking-In
- Review Workshop Objectives
- Setting for Collaborative & Productive Session: S.C.O.P.E Approach
- Group Discussion: Top 10 Lessons Learnt on Executive Derailment
Demystifying Emotional Intelligence
- Leadership of the 'Heart' and 'Mind'
- Video: Daniel Goleman on Social & Emotional Intelligence
- The Emotional Intelligence (E.I) Competencies
- Individual Exercise: 'Amygdala Hijack'
Developing Your Emotional Intelligence
- Individual Assessment: EQ Mini Quiz - 'How Emotionally Intelligent Are You?'
- Review of HBR Article: 'Leadership That Gets Results' by Daniel Goleman
- Situational Leadership Styles and E.I Competencies
- Group Exercise: Case Study on 'USS Florida'
Leadership Styles and Organisational Climate
- Dimensions of Organisational Climate - Creating an Environment That Fosters Motivation
- McClelland's The Three Social Motives - Application to Leadership Effectiveness
- Relationship between Motives, Managerial Styles and Organisational Climate
- Individual Exercise: 'What Is Your Motivation?'
Integrative Video Case Study
- This filmed case study, 'Twelve O' Clock High' provides participants with real-life scenarios where a leader adapts his leadership style as the situation calls to suit the needs of his team.
- This case study crystallizes the concepts and ideas that were developed during the workshop
- Group Exercise: Debrief and Group Presentation of the Recommendation
Summary and Personal Leadership Development Plan
- Review of the Key Concepts and Models
- Individual Exercise: Personal Leadership Development Plan within the next 90 days
- Checking Out
- Post-Workshop Recommended Readings
Program 5: Leading & Engaging A Multigenerational Workforce
Overview
Today's workforce can be as diverse as having four different generations working together, each with their own distinctive styles, values and belief systems and ways of viewing work-related issues. Multi-generational work environments can breed misunderstanding and conflict, and can compromise growth. However, if managed effectively, it can be a source of positive challenge, opportunity, and significant growth.
Organisations struggle with the challenges of effectively managing a more diverse workforce. These challenges often relate to variation in perspective, values and belief systems as a result of generational differences and are further complicated due to the age differences between managers and employees. The assumption - that people of varying ages will understand each other or have the same perspective and goals, is far from true. In order to be successful, managers need to understand and value the diversity resulting from generational differences, varying perspectives and differing goals.
Each brings unique assumptions to the job. As a result, events in the workplace are often interpreted differently by individuals in different generations. What may seem like good news to a Boomer might well be an unsettling and unwelcome development to a member of Generation X. Things that members of Gen Y love often seem unappealing or frivolous to those in older generations.
Generation Y or "Gen Y" for short - is the term most commonly used to refer to the cohort of individuals born in the 80s and 90s, who are already in the workforce. The Fifth generation, Gen Z or The Linksters will be coming into the workforce very soon. For Leaders who have four generations of employees sitting in a meeting or working on a project, it can seem like each generation has its own worldviews, priorities, career models, motives and values. The Leader need to enhance their understanding of generational characteristics and the impact of their own management practices on each of these groups. They need to leverage on the strengths of each generation. Taking full advantage of the multi-generational workforce will enable employers to effectively attract and retain employees, build teams, deal with change, and increase employee engagement (Bawany, 2011)1.
2"Ways to achieve Organisational Success: Role of Leaders in Engaging the Multi-Generational Workforce" published by Singapore Business Review, 1st November 2011. http://sbr.com.sg/hr-education/commentary/transforming-next-generation-leaders-0
This highly interactive, informative and practical session will provide participants with a deeper understanding of what the differences are, how those differences impact their own perception and leadership style, how they manifest themselves in the participants' own organization and effective ways to lead the people in their organization to become more harmonious, productive and mutually respectful.
This workshop will include research findings on how to engage a multi-generational workforce, and how best to leverage on the strengths that each generation of employees bring to the table to create real value to the customers and the organisation as a whole.
An intensely practical workshop designed for supervisors, team leaders and managers and to accelerate the practice of emotionally intelligent leadership in managing a multigenerational workforce towards organisational success and sustaining employee engagement and productivity.
Objectives
As a result of attending this workshop, each participant will be able to:
- Discover what Employee Engagement and Productivity is and why it matters
- Develop an Understanding of the impact of Employee Engagement on Business Results
- Understand the Differences Between Traditionalist, Baby Boomers, Gen X, Gen Y and Gen Z/The Linksters
- Learn how to Better Communicate and Motivate with Different Generations
- Develop the Ability to Lead and Engage a Multigenerational Workforce
- Understand how Emotional Intelligence is impacting the Multigenerational Workforce
- Develop a Personal Action Plan for enhancing their Leadership Effectiveness
Workshop Format
This MasterClass will include theory, hand-outs of practical example deliverables for reference and to assist in learning, exercises that would reinforce key concepts and learning. During the workshop, each team explores leadership concepts through practical exercises and case studies.
As part of the Pre-Workshop Preparation, participants will be required to review a set of Readings related to the theme on Productivity and Talent Management & Employee Engagement.
Target Audience
This workshop aim at executives, managers and supervisors who intend to improve their abilities in sustaining employee engagement and productivity of a multigenerational workforce with emotional intelligence.
"We've always had a policy of trying to put our staff first. The staff should come first, the customers second and your shareholders third. If you take that approach you'll find that everyone wins. Happy staff results in happy customers, lots of happy customers result in happy shareholders."
Sir Richard Branson, Founder, Chairman and CEO of Virgin Group
Program Outline
Introduction & Objectives
- Introduction & Review Workshop Objectives
- Setting for Collaborative & Productive Session: S.C.O.P.E. Approach
- Group Discussion: Top 10 Lessons Learnt on Employee Engagement
Leading a Multigenerational Workforce
- Understand Generational Differences within the Organisation
- Communication across a Multi-Generational Workforce
- Impact Generational Differences have on Effectiveness and Productivity
- Group Exercise: Create an Engaging Environment to Create Value to Your Customers
Leveraging on Leadership Styles to create an Engaging Organizational Climate
- The Six Leadership Styles
- Dimensions of Organizational Climate
- Relationship Between Motives, Managerial Styles and Organizational Climate
- Individual Exercise: What's Your Motivation?
Coaching Your Gen Z and Gen Y Talent to Success
- What is Coaching? Context for Managerial Coaching
- The T.G.R.O.W. Model for Coaching
- Coaching Essentials Skills
- Group Practice: Enhancing one of the existing tools using the T.G.R.O.W. Model for Coaching Conversations: Experiential Coaching Practice in Contextualized Case Scenarios
Integrative Video Case Study
- The Video Case provides participants with real-life scenarios where a leader adapts his leadership style to suits the situation and needs of the group
- The Case has strong impact on the concepts and ideas that were developed during the workshop are brought back to the surface and utilized
Individual Exercise: Self Reflection and Discussion
- Conclusion & Post Workshop Assignment
- Individual Exercise: Development of Personal Action Plan
- Recommended Further Readings
Program 6: Transformational Team Leadership
Overview
Today's highly competitive business environment demands that individuals and organizations perform at higher levels and with greater speed than at any time in the past. Organizational leaders and team members alike must place a new emphasis on learning and the harnessing of individual and collective creativity.
The workshop will include team effectiveness exercises which will offer valuable insights into the interpersonal workings of organizational units. Similarities and differences in temperaments and / or communication styles within organizational units establish opportunities for organizational strengths and identify potential organizational roadblocks.
Temperaments, pertaining to individuals at work, are defined as the set of underlying values and core needs that is expressed in the individual's language, approach and behaviour. Strengths may arise from similarities in temperaments and / or communication style that make it easy for people to believe that everyone is "playing by the same rules".
Roadblocks may arise from differences in temperaments and / or communication style that often cause individuals to believe that others are "not playing by the rules" and that the perceived difference is based on intention to take advantage or interfere. The concept of identifying and understanding different temperaments and their inherent contribution to the team is an invaluable tool in optimising team performance. Informed differences can lead to synergistic combinations of different perspectives.
Aligning people is about generating awareness and understanding of the differences between individuals in the way they prefer to work and the way they make decisions or manage relationships. By creating a common understanding, a common sense of purpose and a shared commitment to action evolves.
Organisations need leaders to visualise the future, motivate and inspire employees, and adapt to changing needs. The Motivation Module will examine skills necessary for motivating a workforce, resulting in more productive and engaged employees.
Program Objectives
As a result of attending this session, each participant will be able to:
- Learn how to create and lead a high performing team
- Understand personality types through the use of MBTI (Myers-Briggs Type Indicator);
- Enhancement on team building and management can be reached through better communications and co-operations
- Gain a clear understanding of how a group becomes a unified, high-performing team
- Understand their individual preferred communication style
- Enhance their ability to interact more effectively with peers
- Learn to apply effective methods of staff motivation to enhance team collaboration
- Develop an Executive Leadership Development Plan
Workshop Format
This intensive executive leadership training program combines proven-in-action techniques with peer interaction and insights from the latest research to help the participants master the competencies of high performance team leadership.
Participants are grouped into teams that will work through the workshop together as in "real-world" operational environments which will be supported by experiential outdoor activities.
Program Outline
Introduction & Objectives
- Welcome Remarks by Regional/Country Head
- Checking In: Ice-Breaker on Introduction
- Setting the Stage for a Productive, Collaborative Workshop
- Review Workshop Objectives and Define Individual Objectives
- Rules for the Road/Engagement - ,"S.C.O.P.E."
Enhancing Executive Leadership Team Effectiveness
- Individual Exercise: Build Self-Awareness on Individual Preferences
- Diagnosing Team Members Temperament
- The Four Temperaments - 'Artisan', 'Guardian', 'Rational', 'Idealist'
- Introducing the Myers Briggs Type Indicator (MBTI™)
- Group Exercise: Exploring the 4 Temperaments at Work
- Case Studies: Profiles of Individuals at Work with Different Roles
Team Profiling: Where is Your Team Now?
- Characteristics of High Performing Teams - 'S.C.O.R.E."
- Team Working Style
- Group Game: Enhancing Team Effectiveness: "Lost on the Moon"
- Team Huddle & Debrief
- Group Exercise: Team Profile Analysis using MBTI™
Leading Through the Storm
- Identify The Stages Of Team Formation
- Individual Exercise: Barriers to Team Performance
- Strategies For Leading Through The Stages Of Team Development
- Group Practice: Providing Feedback to Team Members
Understanding Motivation and Sustaining Employee Engagement
- McClelland's The Three Needs Motivational Theory
- Creating an Environment That Fosters Motivation
- Strategies For Linking Values To Goal Achievement
- Individual Exercise: Motivation Theory Applied To Performance Management
Effective Communication Skills
- Leveraging Your Communication Style
- Effective Communication Skills
- Individual Assessment: Active Listening
- The Art of Communication: Active Listening Skills Test
Managerial Coaching for Performance
- Structuring meaningful performance coaching conversations
- Using the 'GROW' Model for Collaborative Coaching
- Examine the spectrum of GROW questions
- 'Real play' scenarios from the workplace
- Practice in Triads with Feedback
Summary & Creating an Executive Leadership Development Plan
- Individual Exercise: Completing the Personal Leadership Development Plan for the next 90 Days
- Checking Out - Participants Feedback
- Recommended Further Readings
Program 7: Managerial Skills For New Supervisors
Overview
Every company struggles with the transitioning of individual performers into the management role. In many cases, the organisation loses a great individual contributor and gains a mediocre manager.
New managers need to become comfortable and confident in supervising direct reports who were formerly peers. In addition, they need to transition their focus from maintaining their own specific technical skill, goals, and deadlines to managing these aspects for others. They are now in a position where they need to be open to upward feedback, actively motivating and providing feedback to others, reinforcing good performance, and mastering the art of delegation.
Transitioning into a management role for the first time does not need to be hard. But it takes forethought and the ability to be introspective and self-regulatory. It's not business as usual because now, even though you may already have longstanding and strong relationships at work, the expectations are different. It's important that you realize that your focus needs to shift and how you communicate with former peers must change.
As a new manager, you need to set new boundaries with former co-workers. While you can still maintain your friendships, you need to draw these new boundaries in order to establish your authority and credibility. It's not about becoming demanding and asserting yourself in aggressive ways. Rather, it's taking seriously your need to refocus your thinking so that you position yourself as a leader deserving of the respect of others. It can be hard for former colleagues to treat you as a manager if they have worked with you for years as their peer. But you are now in a role that gives you responsibility for assessing their job performance and giving important input into their work lives. It can place you at odds with your staff/friends and may sometimes require you to make tough decisions with which others may not agree. That's part of being a manager so the sooner you accept that, the better.
Dealing effectively with a turbulent business atmosphere is the challenge of successful management today. In addition to the normal pressures of human capital management, managers are now required to deal with challenges, friction and misunderstandings emanating from inter-personal and cross-cultural differences.
A manager's success is measured not simply by individual contribution, but by how well they get the work done with and through others. This is what the workshop is all about, which specifically gives new managers and supervisors a quick start on how to effectively manage their staff and responsibilities and achieved the organizational goals and objectives?
Objectives
This workshop will provide the participants with a foundation of knowledge that will enable them to:
- Develop awareness of their managerial strengths and areas of development
- Identify the characteristics and skills of successful managers
- Establish credibility and create trust with senior management and direct reports
- Ensure that departmental and individual goals are aligned with company objectives
- Effectively motivate their team towards meeting their goals
- Work effectively as a team in an environment subject to constant change
- Formulate a detailed plan for improvement in three chosen areas
Program Outline
Introduction
- Transitioning to a New Managerial Role
- Workshop Objectives
- Core Transitional Skills
Leadership & Motivational Management
- Motivational Management
- Assessment: Leadership Orientation - Motivation by Love or Fear
- McClelland's The Three Needs Motivational Theory
- Creating an Environment That Fosters Motivation
- Strategies For Linking Values To Goal Achievement
- Individual Exercise: Motivation Theory Applied To Performance Management
Relationship Management & Emotional Intelligence
- Importance of Emotional Intelligence
- What Is Intelligence Quotient (IQ) and Emotional Quotient (EQ)?
- BarOn's and Goleman's Emotional Competency Framework
- Individual Exercise: What's Your EQ?
Effective Communication Skills
- The Importance of Effective Communication
- Leveraging Your Communication Style
- Effective Communication Skills
- Leadership Assessment - Active Listening
- The Art of Communication: Active Listening Skills Test
Coaching Your Team to Success
- What is Coaching? Context for Managerial Coaching
- The T.G.R.O.W. Model for Coaching
- Coaching Essentials Skills
- Group Practice: Enhancing one of the existing tools using the T.G.R.O.W. Model for Coaching Conversations: Experiential Coaching Practice in Contextualized Case Scenarios
Delegation, Time and Stress Management
- Delegating Effectively
- Achieving Work Life Balance
- Time Management Matrix
- Managing Stress
- Stress Management Tools And Techniques
Summary and Personal Development Plan
- 10 Habits of Highly Effective Manager
- Personal Action Plan for The Next 90 Days
- Post Workshop Readings
Program 8: Developing Balanced Scorecard & Strategy Map
How to Link Strategic Objectives to Operational Initiatives
Overview
The Balanced Scorecard has been developed by Kaplan and Norton2 as a system of linked measures, targets and initiatives that collectively describe the strategy of an organisation and how that strategy can be achieved. It provides a process to bring about the alignment and commitment to strategy for a management team and people within the organisation as a whole3. It provides a framework for setting a performance measurement framework centred on four 'perspectives', Financial, Customer, Internal Business Process and Innovation, Learning and Growth4. (Figure 1)
2Kaplan, Robert S., Norton, David P., The Strategy-Focused Organization. (Harvard Business School Press)
3Kaplan, Robert S., Norton, David P., Having trouble with your strategy? Then map it. (Harvard Business Review, September - October 2000)
4Kaplan, Robert S., Norton, David P., Translating Strategy into Action, The Balanced Scorecard (Harvard Business School Press)
A Balanced Measurement System and Strategy Maps Drive Sustainable Strategic and Operational Success
"What gets measured gets done." It's a business axiom you've heard a thousand times. Unfortunately, the things most companies measure (short-term financial performance and local productivity) don't determine long-term success in a competitive marketplace.
Strategy Maps
Linkage is the key to transforming the Balanced Scorecard from a measurement tool to a management tool. Using traditional management techniques, process improvement initiatives can become islands unto themselves: projects that have local impact but do not advance corporate strategy.
The Balanced Scorecard process creates maps that define how strategic objectives interact to deliver desired results. These strategy maps can be expanded to fully define and communicate how strategy should be deployed and implemented in your organisation via strategic process improvement projects. Using Strategy Maps, you will be able to:
- Analyse strategic opportunities
- Build strategy maps to capitalize on these opportunities
- Use your maps and scorecard to manage strategy
Objectives
The key objectives of the program are:
- Synthesising and integrating strategic direction, accountability, and commitment levels to focus resources and prepare an implementation plan.
- Structures primary elements of performance management systems
- Implementing a balanced scorecard solution for monitoring how effectively strategy is executed in your organisation.
- Providing a comprehensive platform for managing, aligning and monitoring initiatives and projects
- Strategically aligned human resources processes (recruiting, performance appraisal, development/training and succession planning)
Program Outline
Introduction & Objectives
- Review Workshop Objectives and Define Individual Objectives
- Setting the Stage for a Productive, Collaborative Workshop
- Rules for the Road/Engagement - "S.C.O.P.E."
Demystifying The Balanced Scorecard & Strategy Map
- Introduction to the Balanced Scorecard (BSC).
- Aligning the action plans on strategy with the balanced scorecards.
- The four perspectives: Financial, customers, processes, learning and growth
- The Strategy Map & BSC
First Perspective of BSC: Financial Performances
- Expectations of the company's shareholders.
- Financial performance indicators measuring the profitability of the company that even the non-financial people should know. Annual financial indicators.
- Criteria for investment project evaluation. Importance of cash-flow.
Second Perspective of BSC: Customers
- Customer-oriented performances.
- How to keep the loyalty of customers.
- Developing Metrics for Customer Loyalty.
Implementation of The Balanced Scorecard Method - The Strategy Map
- Developing the Strategy Map.
- Cascading the Balanced Scorecard.
- Bridging strategic planning and day-to-day activities. Examples.
Practical Exercises
In Working Groups of 3 participants works on the implementation of the first perspective (finance) and the second perspective (Customers) of the Balanced Scorecard method.
Third Perspective of BSC: Internal Processes
- Processes Reengineering of Human Resource.
- Using Technology such as Intranet for implementing BPR (Business Process Engineering).
- What it is and what it means. Integrated marketing approach.
- Examples of processes and applications with Intranet.
Third Perspective of BSC: Internal Processes
- Staffing issues and Organisational structure.
- Skills requested in the new environment.
- Market driven management. Permanent learning companies.
- Competencies requested for delivering new services in the new environment.
Integrating the BSC and Strategy Map
The final session will focus on integrating the BSC and Strategy Map concepts successfully within the participant's organisation.
Summary and Personal Action Plan
- Individual Exercise: Completing the Personal Action Plan for the next 90 Days
- Checking Out - Participants Feedback
- Recommended Further Readings
Program 9: Leading Transition & Change At Workplace
Overview
Change is a norm in organizations today. Big change events, which result in rapid reorganization, transfers to new positions and work force reductions, are common experiences for today's workers. For people who work in organizations, this is not just change or restructuring; it is a fundamental transformation in the relationship between people and work. It includes where we work, how we work, for whom we work and why we work.
Change plays a crucial role and is a constant in successful organizations. Its importance increases as the number of changes, the size and scope of those changes and the speed with which they must be implemented grow at an incredible rate. Leading organization pays attention not only to what changes it needs to make, but also how it is going to achieve them.
Today's business leaders are aware of the failure rate of changes. How does the organization avoid those failures and their resulting costs? How can it manage those changes? By building a systematic and disciplined process to address resistance into every change and developing the ability of employees to live with constant change, to be capable of living in a permanent transition state and to be able to tolerate constant ambiguity in their work life.
If the organization achieves this goal, the changes it needs to make will happen faster, with less stress on the organization and its workforce. If its competitors do not have this capability, even though they are making the same changes, the organization that makes the changes faster, easier and with less cost gains a definite competitive advantage.
All change management strategies make the point most emphatically that leadership in the organization is a critical success factor for the changes the organization needs to make. Leadership accepts that it is important, and the change agents know it is vital. The attention the learning organization pays to developing that sponsor competency is critical.
The role of leaders as sponsors of change can be specifically defined if, instead of taking an organizational perspective, one looks at the role from the viewpoint of the people impacted by the change, or the targets of the change. What is it that they need from the leadership?
Leaders need to tell their team why they must change, what they will be changing to and how that change is going to occur. Without that information, their team cannot make an informed and thoughtful choice to change. However, communication is not enough. Leaders also must recognize that it is they who own the change, and that they need to be even more passionate about accomplishing it than the change agents they assign.
Employees today must be agile in their responses to these changes to maintain their sense of emotional balance and productivity even in the face of uncertainty. Leaders have a critical role to play in achieving this objective.
Program Objectives
This workshop has been designed to help you as Managers/Supervisors, understand change and actively navigate through shifts in your job and work environment within your organisation.
At the end of the workshop, you will:
- Learn the common effects of change upon people and organizations today.
- Take ownership for own and team transition and productivity.
- Apply leadership strategies for assisting teams to transition faster.
- Discover your communication style and learn how you can adapt to be more effective during periods of change.
- Learn tips and techniques to manage stress better during the change and transition process.
- Develop specific action plans to successfully navigate changes in both your personal and professional life.
For each topic, since you are all responsible for leading others, not only yourselves through change, you will consider what you can do to lead your teams forward in addition to what you can do to take control.
Program Outline
Introduction & Objectives
- Review Workshop Objectives and Define Individual Objectives
- Setting the Stage for a Productive, Collaborative Workshop
- Rules for the Road/Engagement - "S.C.O.P.E."
Demystifying Transition and Change Management
- Demystifying Change & Transition
- Assessment: 'Personal Change: A Reality Check'
- Understanding the Personal Transition Process
- Implications of Unmanaged Change
- Individual Exercise: Self-Assessment on 'Change Management Skills'
- Understanding the Change Management Curve and Employees Response
- Video Case: Change Management @ PG & E
Transition Leadership Strategies
- Role of Leaders in Managing Change
- The 4 Phases of Transition Management
- Group Exercise: Assessing the Implication of the Change
- Group Presentation - Debrief
- Group Discussion on Transition Leadership Strategies - Strategies for gaining cooperation and commitment from Employees resistant to change
Effective Communication Strategies
- Individual Exercise: Identifying Communication Styles
- Personal Strengths and Challenges
- Best Practices on Effective Communication Strategy
- Group Discussion: Case Studies on challenges faced by managers on communicating change, maintaining business momentum and growth during the transition process
Putting It All Together - Integrative Case Studies
- Reviewing the Case: 'Managing Transition and Change @ Indo Foods Manufacturing'
- Group Presentation: Group Recommendation
- Review of the Recommended Approach based on Best Practices
Summary & Creating an Executive Leadership Development Plan
- Individual Exercise: Personal Leadership Development Plan for the next 90 Days
- Checking Out - Participants Feedback
- Recommended Further Readings
Program 10: Problem Solving & Decision Making
Overview
Being able to make decisions and solve problems effectively is a necessary and vital part of the job for every officer, manager, executive and planner. A fundamental part of a manager's role is to make decisions; it is an essential component of all management functions. The way in which an organisation develops its strategies, achieves its business plans, allocates resources and maintains its flexibility depends on the decisions taken by managers at every level throughout the organisation.
Good decision-making is a vital part of being a good manager. We know that high-performing managers make more right decisions and make decisions more frequently than other managers. Some decisions require no more than an intelligent interpretation and appropriate implementation of an existing set of rules or guidelines. Others call for substantial thought, research and input from many individuals, and are made against a dynamic background.
Managers may act intuitively in making a decision, based on their level of experience and confidence, or they may use one or more structured tools and techniques to help them arrive at the right decision. However, the application of judgment will always form a strong element when managers make decisions. It is a core responsibility of managers that such judgments are always well informed.
This workshop looks at decision-making from the manager's viewpoint and aims to help you improve your decision-making. It also recognises that, in business today, decision-making is everyone's responsibility. Decision-making for staff who is not managers is often through involvement in team decisions and the workshop also explores the benefits and limitations of team decision-making.
The workshop uses a variety of instructional approaches to ensure learning and application. The session adheres to the following learning model:
- Awareness: The session begins with the introduction of a concept related to its objectives. The concept is examined through discussions, lecturettes, and self-assessment.
- Practice: The participants engage in exercises that allow them to practice the skills and behaviours associated with high performance.
- Application: The participants determine how to apply what they have learned to their individual issues and job situations.
Objectives
In this workshop, participants will learn a decision-making model that can be used to make decisions and solve problems in both emergency and day-to-day situations.
This workshop will provide the participants with a foundation of knowledge that will enable them to:
- Explain the need for decision-making and problem-solving skills in the management of day-to-day operations.
- Distinguish between a problem and its causes or symptoms.
- Analyze their personal attributes and relate them to their individual decision-making style.
- Describe the personal attributes of an effective decision maker.
- Explain how the ethics of a situation can affect problem solving and decision making process.
- Apply a model for problem solving and decision making to the different scenarios.
Program Outline
Introduction
- Review Workshop Objectives and Define Individual Objectives
- Setting the Stage for a Productive, Collaborative Workshop
- Rules for the Road/Engagement - "S.C.O.P.E."
- Activity: Personal Learning Goals
- Case Study - Crisis at Bedok Reservoir
Introduction
- Problem Solving vs. Decision Making
- Problem-Solving Model
- Case Study - What Are Your Options?
- Techniques for Generating Alternatives
- Criteria for Evaluating Alternatives
Identifying Decision-Making Styles and Attributes
- Using Type Inventories to Determine Preferences
- The Myers-Briggs Type Indicator®
- Preferences and Decision Making
- Activity: Where Should You Flex?
- Attributes of an Effective Decision Maker
Ethical Decision Making
- Components of Ethical Decision Making
- Applying the Problem-Solving Model to Ethical Issue
- Group Discussion
Decision Making in an Emergency and/or Crisis Situation
- Decision Making and Stress
- Integrative Case Study: 'Hurricane Hortence'
- Group Presentation on Recommended Action
Workshop Summary and Personal Development Plan
- Group Exercise: Top Three Priorities for Next 30 Days
- Workshop Evaluation and Close
- Post Workshop Readings