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TMIMANAGEMENT
ANDLEADERSHIP ACADEMY
OverviewThis Learning Suite was created originally as part of an offering for a TMI European-based global technology client. It REQUIRES CUSTOMIZATION for it to match the needs of a specific client. It can be shortened. Modules can be added to meet requirements.Customizable materials available for the five 2-day programs are:
• Trainers Manual • Participant Materials
• PowerPoint slides • Activities and their handouts
• Self-assessments• Personal Action Plan
The five programs in this suite are named:1. Increasing Personal Impact
2. Maximizing Effectiveness3. Developing People
4. Achieving Results5. Leading for Success
In this suite of courses, our focus is on Level 3 of the KIRKPATRICK MODEL OF LEARNING EVALUATION. We can also arrange other measurement tools to determine the effectiveness of these programs.
The Management and Leadership Academy Learning Suite
©1975-‐2015 TMI A/S
How You Benefit:
Who Should A3end:
Dura7on:
Par7cipant Materials:
Style:
Increasing Personal Impact
• Learn how Emotional Intelligence affects professional success and personal happiness
• Develop your personal Emotional Intelligence and learn techniques to identify and manage destructive emotions
• Enhance, adapt, and practice communication skills in building trust and empathy, creating positive feelings, and managing conflict
Research today indicates that it is Emotional Intelligence more than IQ that determines how successful a person will be in life. In fact, studies indicate that IQ contributes no more than 10% to our success in life while EQ can contribute up to 60% of our success.
The pace of change in today’s business environment as it becomes more dynamic and unpredictable requires leaders and managers who are adaptive, work effectively and share the need to achieve common objectives so that future growth and sustainability is secured.
Emotional intelligence is both about dealing with the self and about dealing with others. Unless we understand our own emotions and learn to deal with them we cannot fully deal with the emotions of others.
Management and supervisory staff
2 Days
A 20 page Participant Handbook, A Behavioral Styles profile report, handouts, paper-based activities, and an extensive personal action plan for sustainable implementation
A highly participative, facilitated program with group and individual work, paper-based exercises and activities that encourage the learning process
Page 3
©1975-‐2015 TMI A/S
How You Benefit:
Who Should A3end:
Dura7on:
Par7cipant Materials:
Style:
AS A CONSEQUENCE OF ATTENDING INCREASING PERSONAL IMPACT, PARTICIPANTS WILL BE ABLE TO:
INTRODUCTION TO EMOTIONAL INTELLIGENCE
• Explain what EI is and why it is vital for success
• Define five areas of EI and give examples that demonstrate their relative components and competencies.
• Evaluate the results taken from a global organizational survey about people engagement and EI
SELF-MANAGEMENT
• Examine the area of Self-Motivation and build this inter-personal area of EI
• Create control and use emotions to personal advantage
• Explain the chemical and physiological reactions of emotions
• Practice controlling negative emotions and triggers
COMMUNICATION – THE BASICS
• Justify the “how” and the “why” for better communication
• Explain how motivation, intent, and impact affects a leader’s behavior
• Assess communication styles using a self assessment device
CONFLICT RESOLUTION
• Identify two types of conflict characteristics • Recognize two factors to manage a conflict
situation• Identify five positions taken in a conflict
situation • Use three criteria to adapt behavior in a
conflict• Employ six steps to conflict resolution
SELF-AWARENESS
• Increase Self-Awareness of emotions in others and in one’s self
• Explain the difference between basic, subtle, and mixed emotions, and why these differences matter
BUILDING SOCIAL AWARENESS – TRUST & EMPATHY
• Explain four types of trust and their three components
• Identify five techniques that lead to trust
• Recognize why Empathy is significant for the building and maintenance of strong relationships
• Identify four steps to empathy and the five levels that can get us there
PACE & PRIORITY ISSUES
• Recognize two main reasons why people become irritated with the behavior of others and how to manage these reactions
• Recognize key verbal, vocal, and visual characteristics for four styles of communication
• Learn to influence the four communication styles by using “Flexing Steps”
STANDARDS OF BUSINESS CONDUCT
• Explain the importance of Business standards
• Link behavior to the organization’s values
• Review seven key standards for the business
• Develop and implement an action plan from the content of this program
Increasing Personal Impact
4
©1975-‐2015 TMI A/S
How You Benefit:
Who Should A3end:
Dura7on:
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Maximizing Effectiveness
• Increase personal and organizational effectiveness
• Be successful in achieving objectives• Create overview, structure, and
control of time and resources• Get more out of life both at home
and at work• Inspire, excite and empower any
team with success• Delegate effectively
Our personal performance should align itself to our organization’s goals and strategic business objectives. This is often included in a corporate dashboard or balanced scorecard approach that outlines and monitors the strategic success of an organization.
Our personal effectiveness needs to change as driven by market influence, changing trends, and altering customer needs and expectations. We therefore need to constantly review and develop our performance levels in conjunction with these changes.
This means we need to optimize the use of all of our resources including Time. This resource can so often be wasted on tasks and activities that add no value, or do not help us to achieve our goals or KPI’s. Using it well increases our productivity, enables us to delegate more, provides higher levels of satisfaction for us, and ultimately for our family life!
Management and supervisory staff
2 Days
A 23 page Participant Handbook, A Leadership Styles Questionnaire, handouts, and paper-based activities.
A highly participative, facilitated program with group and individual work, exercises, Let’s Try It Out, feedback, games, and activities that encourage the learning process
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MaximisingEffectiveness
©1975-‐2015 TMI A/S
How You Benefit:
Who Should A3end:
Dura7on:
Par7cipant Materials:
Style:
AS A CONSEQUENCE OF ATTENDING MAZIMIZING EFFECTIVENESS PARTICIPANTS WILL BE ABLE TO:
INTRODUCTION TO TIME MANAGEMENT
• Examine attitudes towards time and evaluate how they impact this resource
• Identify individual perspectives about how we manage our time
• Explore four individual preferences about time and how these preferences impact our effectiveness
STRUCTURE AND CONTROL
• Explain how everyone (and their brain in particular) needs a degree of structure and control in their lives
• Implement the 7 +/- 2 principle to remove “Flapsi Hapsi”
• Organize electronic files in conjunction with their paper counterparts
EMPOWERMENT I• Explain the five assumptions that affect
degrees of employee empowerment• Evaluate ten tips for effective empowerment• Assess results from responses to a
Leadership Styles Questionnaire
DELEGATION I
• Explain why delegation is important as a tool of management, development, and engagement
• Learn how to make time by initially spending it delegating tasks well to others
• Determine what delegation is and what it is not
GOAL SETTING
• Rationalize that goal setting is a journey towards a destination
• Assess the value of using three types or levels of goals
• Be able to write SMARTER goals
• Evaluate the relationship between productivity and resource useage
PLANNING & PRIORITIZATION
• Allocate professional and personal priorities
• Define Elephant Tasks and allocate realistic time to achieve them
• Examine practical planning tools for use
• Identify and manage time stealers
• Introduce and use the Red/Green concept for managing interruptions
EMPOWERMENT II
• Assess results from a Team Audit Analysis and use the appropriate correlative leadership style
• Apply the GROW model to empower staff
• Identify differing motivations for personal behavior when staff are being coached using the GROW model
DELEGATION II
• Implement the ABC technique for the successful delegation of tasks
• Examine and use the “Same picture” concept when delegating
• Implement five soft delegation guidelines
Maximizing Effectiveness
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Maximising Effec5veness
©1975-‐2015 TMI A/S
How You Benefit:
Who Should A3end:
Dura7on:
Par7cipant Materials:
Style:
Developing People
• Develop the roles and responsibilities of team members and create team leadership strategies
• Improve through continuous performance monitoring and coaching
• Maintain a focused effort on standards of productivity and quality
• Release the full potential of others by building on people’s self-esteem in their performance coaching interactions
Performance management is not just a Human Resources tool or system. Performance management shapes the company's culture, defines people’s roles and responsibilities, and helps cascade organizational strategy.
One of the most critical responsibilities managers and supervisors have is managing performance. Helping their people to improve, by evaluating the way in which they undertake their work and achieve the results required hs a tremendous impact on organizational success.
Some managers find this process to be challenging. Research finds that most people remember their contributions and sacrifices while managers remember mistakes and poor performance. If true, this approach gives staff a sense of being under-valued and unappreciated. Being consistent and regularly working with people to assess improvements helps shape success.
Management and supervisory staff
2 Days
A 31 page Participant Handbook, handouts, paper-based activities, and a Personal Action Plan.
A highly participative, facilitated program with group and individual work, exercises, games and activities that stimulate the learning process so lessons learned can be applied immediately
Page 7
Who Should A3end:
©1975-‐2015 TMI A/S
How You Benefit:
Who Should A3end:
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PERFORMANCE MANAGEMENT PHILOSOPHY• Define performance management as it
pertains to the implementation of organizational business strategy
• Explain the four phases of the Performance Management Cycle and the three planning steps that impact goal achievement
THE COACHING PROCESS
• State what coaching is, the seven coaching roles and the five coaching styles that can be employed to coach staff
• Formulate coaching conversations using the GROW model
• Use positive language and powerful questions to drive goal setting
HIGH PERFORMANCE TEAMS (HPT)
• Explain the four behaviors that distinguish teams from work groups and use a five-point mnemonic to build a HPT
• Employ key, agile principles to reduce time in building a HPT
• Explain what the behavioral dimensions of four styles have on team performance
TEAM FORMATION
• Explain the five stage team development process
• Explain how the four behavioral styles will work differently at each of the five stages
PERFORMANCE REVIEWS
• Explain and identify the implications of rater bias and other typical performance appraisal errors that can are made
• Evaluate the desired level with the actual level of performance for individuals using an assessment grid
• Utilize seven guidelines for performance appraisal meetings
THE ROLE OF FEEDBACK
• Identify the difference that constructive feedback makes on performance
• Learn how to give three types of constructive feedback
• Demonstrate making feedback statements
• Use the B.O.C.A. Model in coaching feedback
BEHAVIORAL STYLES & TEAMWORK
• Identify four distinct behaviors for leadership tasks to be successfully implemented
• Develop a list of options for the four styles to build a HPT
• Assess the role and responsibilities of versatile team leaders
STYLE MANAGEMENT IN TEAMS
• Use style flex to succeed with teams
• Use four strategies for each behavioral style when a team leader or team member
• Examine the principle of style overload and how to overcome it for each behavioral style
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Developing People
AS A CONSEQUENCE OF ATTENDING DEVELOPING PEOPLE, PARTICIPANTS WILL BE ABLE TO:
©1975-‐2015 TMI A/S
How You Benefit:
Who Should A3end:
Dura7on:
Par7cipant Materials:
Style:
Achieving Results
• Increase the entrepreneurial mindset of self and others using practical techniques and methods
• Resolve problems effectively• Make business decisions that are
informed and timely• Access a range of practical problem
solving and decision making tools
Entrepreneurial thinking is the ability to view the world as a marketplace, to think beyond yourself, and in turn, take the necessary actions to exploit opportunities that present themselves.
Entrepreneurial thinking involves looking beyond the current situation, seeing new opportunities, and visualizing what the future can bring with individual and collective initiatives.
It’s about seeing what could be and doing what it takes to make it happen. It is also about creativity, finding innovative ways to problem solve and looking for new and better ways to do things — ways that have not occurred to others. An entrepreneurial mindset denotes a way of thinking about business opportunities that take advantage of uncertainty in the marketplace.
Supervisory and management staff
2 Days
A 27 page Participant Handbook, Thinking Styles Questionnaire, handouts, paper-based activities, and a Personal Action Plan
A highly participative, facilitated program with group and individual work, Let’s Try It Out exercises, videos, games, and activities that encourage the learning process
Page 9
©1975-‐2015 TMI A/S
How You Benefit:
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Dura7on:
Par7cipant Materials:
Style:
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Achieving Results
ENTREPRENEURIAL THINKING
• Define what entrepreneurship means on an individual and organizational level
• Explain the correlation between entrepreneurial thinking and accomplishment drive
• Relate how the continuous entrepreneurial process combines creativity and innovation
PROBLEM SOLVING I
• Use two types of thinking to create solutions
• Use a checklist for developing unstructured thinking
• Evaluate their thinking style using a self-assessment test
• Identify four phases of problem solving
• Implement a problem solving “staircase”
GAMIFICATION OF KEY DECISION MAKING PRINCIPLES
• Explain why Decision Making is important for the organization to function and flow
• Practice the key principles using a work based game
DECISION MAKING I
• Use the remaining two of four preparation steps for Decision Making
• Develop decision making using a variety of tools and methods
HOW ENTREPRENEURSHIP WORKS
• Develop in a practical way the concepts of Discovery, Invention, and Innovation
• Explain the five steps to re-engineer corporate thinking
• Practice Entrepreneurship under pressure
PROBLEM SOLVING II
• Apply a variety of tools and methods within the problem solving “staircase” to identify and create solutions
DECISION MAKING II
• Examine six types of decisions that frequently need to be made
• Identify barriers to the decision making process
• Define the six steps of the Decision Making process
• Use four preparation steps of Decision Making
DECISION MAKING III
• Utilize four steps of communicating decisions using a variety of tools and methods
• Demonstrate four steps for implementing decision using a variety of tools and methods
AS A CONSEQUENCE OF ATTENDING ACHIEVING RESULTS, PARTICIPANTS WILL BE ABLE TO:
©1975-‐2015 TMI A/S
How You Benefit:
Who Should A3end:
Dura7on:
Par7cipant Materials:
Style:
• Define the impact of behavioral styles on managerial behavior
• Develop skills to enhance management effectiveness
• Build constructive behaviors that support reactions to change
• Maintain and build self-esteem, helping others to realize their full potential in the coaching process
The definition of management is still ambiguous, because there are so many different concepts about what is essential in management. Another reason is that very few people are conscious about their management roles. There is little attention, time and energy paid to these behaviors because people are so busy managing their day-to-day operations.
Management is the process of achieving organizational goals and objectives through the efforts and contributions of others while also taking ultimate responsibility for operations.
Management uses the functions of planning, organizing, leading, and controlling to accomplish organizational goals.
Managers are individuals who use principles of management to guide, direct, or oversee the work and performance of others.
Page 11
All supervisory and management staff
2 Days
A 43 page Participant Handbook, a Managerial Behavioral Styles profile, handouts, paper-based activities, and an extensive Personal Action Plan
A highly participative, facilitated program with group and individual work, exercises, case studies, videos, and activities that encourage learning that is sustainable
Leading for Success
©1975-‐2015 TMI A/S
How You Benefit:
Who Should A3end:
Dura7on:
Par7cipant Materials:
Style:
WHEN MANAGEMENT WORKS
• Examine the differences and similarities between the roles of Leaders and Managers
• Explore two main types of problems facing managers today
• Describe the essence of managerial behavior and three insights about behavioral styles
BEHAVIORAL STYLES & TEAM MEMBERS
• Identify the characteristics, traits, and behavioral styles of team members
• Explore ways a manager could best respond to each team member style
INTRODUCTION TO CHANGE MANAGEMENT
• Identify three areas that help manage change effectively
• Discuss the benefits of change from the viewpoint of the individual, organization, and the marketplace
LEADING OTHERS THROUGH CHANGE
• Practice the application of four stages in helping others to move through change in a work-based simulation activity
• Develop a personal and practical plan for helping others to move through change
BEHAVIORAL STYLES & MANAGERS• Assess four Managerial Behavioral Styles,
their strengths and weaknesses• Utilize both primary and backup styles to be
an effective manager• Explain how each of the Managerial
Behavioral Styles sets goals, solves problems, and communicates
MANAGING FOUR BEHAVIORAL STYLES
• Utilize learning in the workplace by completing the Management Quiz exercise
• Recall what managers can do to reduce conflict when dealing with the 4 team member behavioral styles
• Ensure team diversity is encouraged and facilitated in the workplace
MANAGING MYSELF THROUGH CHANGE
• Work through four stages of change to successfully reach staff commitment
• Develop a personal and practical plan of change management strategies
LEADING CHANGE IN ORGANIZATIONS
• Examine five key types of change that can happen in organizations
• Define primary reasons for applying effective change management principles
• Identify key resistors to change
• Work through eight steps for leading change
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Leading for Success
AS A CONSEQUENCE OF ATTENDING LEADING FOR SUCCESS, PARTICIPANTS WILL BE ABLE TO:
