Overview
This course is a tool for your leadership development. It is designed to help you create and accomplish your personal best, and to help you lead others to get extraordinary things done.
At its core, leadership means setting goals, lighting a path, and persuading others to follow. But the responsibility entails much more. Leaders must get their message out in a way that inspires, make the most of their limited time, and build roads to precious resources. They must negotiate alliances, improve their colleagues, and align the ambitions of the many with the needs of the organization.
What makes for a great leader? Is it something to do with inward characteristics, such as confidence and focus? Is it more about outward presence, including charm and compassion? Or is it about the ability to create a vision and get others to commit to it?
The answer is all of the above. By accepting the challenge to lead, you come to realize that the only limits are those you place on yourself.
Learning Outcomes
After you complete this course, you will be able to: -
- Define your role as a manager and identify how that role differs from other roles you have had.
- Understand the management challenge and the new functions of management.
- Discover how you can prepare for and embrace the forces of change.
- Identify ways to get you and your workspace organized and get a jump on the next crisis.
- Identify your leadership profile and explore ways to use this knowledge to improve your success as a manager.
- Enhance your ability to communicate with others in meetings and through presentations.
- Create an action plan for managing your career success.
Course Outline
- 2.1: Are You a Lifelong Learner?
- 3.1: What is Personal Mastery?
- 3.2: Your Personal Vision
- 3.3: Our Personal Vision and Our Values
- 8.1: About Leadership
- 8.2: Understanding Your Comfort Zone
- 8.3: Managing Performance
- 8.4: Servant Leadership
- 8.5: Onboarding and Orientation
- 9.1: Practices One, Two, and Three: Challenge the process.
- 9.2: Image Identification
- 9.3: Practice Four: Model the way.
- 9.4: Practice Five: Encourage the heart.
- 9.5: Practices in Practice
- 10.1: The Cycle of Trust and Performance
- 10.2: Trust Exercise
- 11.1: About Change
- 11.2: Making Connections
- 11.3: Key Factors in Successful Change
- 11.4: Case Study: Getting More from the Last Hour
- 13.1: Getting Things in Order
- 13.2: Mastering E-mail
- 13.3: Time Management Tips
- 13.4: Going the Extra Mile
- 15.1: Directional Thinking
- 15.2: Consequential Thinking
- 15.3: Ethics 101
- 17.1: The Relationship Cycle
- 17.2: Coaching Through Conflict
- 17.3: Preparing for Conflict
- 17.4: Managing Stress
- 18.1: Systematic Problem Solving
- 18.2: Personal Problems
- 19.1: SWOT Analysis
- 19.2: Individual Analyses
- 20.1: What is Delegation?
- 20.2: Defining Delegation
- 20.3: Levels of Delegation
- 20.4: Delegation Case Study
- 22.1: Feedback Techniques
- 22.2: Case Study
- 24.1: Preparing for Meetings
- 24.2: Managing Meetings
- 24.3: Presentation Tips
