Background:   

Leaders are required to set direction and inspire others to go there while managers must oversee the trip and achieve results through others.  No matter where you are in the organization or what functional responsibilities you have, working with people effectively is necessary to get the desired results.  Leaders and Managers must focus their attention on the Power Tools ^SM of Direction, Motivation and Coaching to make their goals a reality.  The Power Tools ^SM provide a framework to implement your plans and work with each individual, based on that individual’s need for guidance and support.  As a result of the training and the follow through by each leader you will be able to execute your plans and have an individual Performance Improvement Plan for each person to get better results with your employees and peer team members. 

Learning Objectives:   

At the end of these educational sessions you will be able to lead and manage more effectively.  You will be able to:

• Apply the Power Tools of direction, motivation and coaching to improve team and individual performance and results
• Optimize your leadership style for increased effectiveness and business results
• Communicate with everyone in the organization for improved outcomes
• Improve your own performance against plan and that of others continuously

 Session I: The Context for Successful Leadership

1. Identify your challenges to leading successfully; your challenges to managing successfully
2. Apply definitions of management and leadership for better business results
   1. Rethink the responsibilities of managers
   2. Apply new research on successful management
   3. Apply management and leadership concepts on a daily basis
   4. Practice leadership/management in the context of a strategic plan
3. Understand personal preferences in key management and leadership areas[2]
4. Use Situational Leadership II^®[3] as the context for managing and leading
   1. Apply lessons of the Learning Curve to optimize managing and leading
   2. Use the Situational Leadership II^® Model in specific situations
   3. Assess your current use of and effectiveness with Situational Leadership II^® principles
   4. Apply Myers-Briggs^® Type to your management style
   5. Create a tactical plan to improve specific management/leadership skills

Session II: Apply the Management Power Tools ^SM: Direction 

1. Review progress with applying Myers-Briggs Type Indicator ^® and Situational Leadership II^® and results from your tactical plan.
2. What is direction?

1.      Setting direction through strategic and tactical planning

2.      Identify your challenges in delegating plan execution of the plan

3.      Link delegation and management functions to the Strategic Plan

4.      Review and refine your existing strategic plan

3. Apply Delegation as a direction setting function

1.      Define the steps for using delegation

2.      Use delegation in the context of Situational Leadership II^®

3.      Create delegation plans with direct reports

4.      Use delegation at the macro-level: Strategic Plan responsibilities

5.      Use delegation at the micro-level: Tactical Plan responsibilities

6.      Apply delegation to employees’ general responsibilities, special tasks and projects

7.      Use delegation to drive performance and performance review

8.      Creating Individual Performance Plans wit direct reports

4. Create a Performance Improvement Plan

1.      Apply Myers-Briggs ^® Type to direction setting and delegation

2.      Create a tactical plan to improve your direction/delegation skills

 

Session III: Apply the Leadership Power Tools ^SM: Motivation

1. Review progress in using the Power Tool direction/delegation; results from PIP
2. What is motivation?

1. Identify your challenges in motivation
2. Link motivation to the Strategic Plan using Situational Leadership II^®

3. Apply Motivation

1.      Apply practical, proven approaches to motivation: Maslow, Hertzberg, McClelland

2.      Apply motivation in the context of Situational Leadership II^®

3.      Create motivation plans for direct reports

4.      Understand and apply the relationships among motivation, reinforcement and recognition

5.      Use motivation to drive performance and performance review

4. Create Performance Improvement Plan

1.      Apply Myers-Briggs ^® Type to motivation

2.      Create a tactical plan to improve your motivation skills

 

Session IV: Apply the Leadership Power Tools ^SM: Coaching

1. Review progress in using the Power Tool motivation; results from PIP
2. What is coaching?

1.      Identify your challenges in Coaching

2.      Link coaching to the Strategic Plan

3. Apply Coaching

1.      Apply guidelines for informal feedback

2.      Coach effectively in the context of Situational Leadership II^®

3.      Create coaching plans for direct reports

4.      Coach at the macro-level: Strategic Plan responsibilities

5.      Coach at the micro-level: Tactical Plan responsibilities

6.      Communicate effectively: specific coaching approaches

a.       Apply the aligned, assertive approach

b.       Communicate effectively with managers, peers, employees, customers

7.      Use coaching to drive performance and performance review

4. Create a Performance Improvement Plan

1.      Apply Myers-Briggs ^® Type to coaching

2.     Create a tactical plan to improve your coaching skills

 

Session V: Use Influence and Deal with Conflict

1. Review results from coaching; review PIP
2. What is Influence?
   1. Understanding your position power and your personal power
   2. Understanding the Influence Strategies of personal power
   3. Review results from Influence Strategies Instrument
   4. Relationship of your leadership style to your preferred influence strategies
   5. Applying all of the influence strategies appropriately
3. Create a Performance Improvement Plan
4. What is conflict?
   1. Understanding the roots of conflict and resistance
   2. Understanding the strategies for dealing with conflict
   3. Review results from Conflict Style Instrument
   4. Relationship of your leadership style to your preferred conflict resolution style
   5. Applying the conflict resolution styles appropriately; Using the Problem Solving strategy effectively
5. Create a Performance Improvement Plan

 

Electives: (These are added in 2 and 4 hour segments)

• Basic Communication Skills: The art of asking questions, actively listening, ad communicating effectively; optimizing your use of psychological type in communication
• Building a Successful Results-Oriented Team: Applying the Tuckman model of Team Development and Myers-Briggs Psychological Type to create a high performance team that can execute the strategic and tactical plans; managing productive meetings
• Developing and Improving Mission Critical Processes: Using process mapping, streamlining, measuring and improvement techniques to get desire results and demonstrate ROI
• Using Project Management techniques to manage operational tasks and initiatives: Applying basic PM skills and procedures to get results efficiently and effectively while producing outcomes you need
• Hiring for Talent: Bringing on new team members who can contribute and grow with you focusing on the talents that are necessary for success rather than focusing on a narrow skill set.

About Your Trainer

Dr. Rebecca Staton-Reinstein

Dr. Staton-Reinstein has been implementing the philosophy of Dr. W. Edwards Deming since 1982.  In 1991, she began consulting to manufacturing and service companies, public, and nonprofit organizations on applying the Deming approach.  Dr. Staton-Reinstein established her own management consulting firm in 1995 and concentrates on using the quality approach on every aspect of solving today’s business problems.  She works with management on strategic planning, understanding customer expectations, implementing continuous improvement, establishing leadership and improvement teams, and transforming managerial and organizational behavior and results.  She has proven her ability to help organizations navigate organizational change to achieve business results.

Her international work includes work with the Hong Kong Productivity Council, the St. Petersburg Institute of Informatics and Automation, the Lviv Institute of Management (Ukraine), and businesses in Russia, Canada, and Mexico.

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