MG84
Course Contents
Module 1 - Mastering a Team Centered Organisational Culture
Key Topics
- Developing a ‘Common Understanding’ – Defining Management and Leadership excellence in the context of ‘High Performance’
- Understanding our personal ‘Learning Styles’ from a management perspective and being able to capitalise on how we and others prefer to absorb information
- E.C.K/S – The ‘5’ Factor Model which clarifies our ability to manage performance and develop a ‘high performing leadership culture’
- Exposing World Class Team Development – Case Study Review. BBC – Apple – Facebook – General Electric
- Developing authentic followship through mastering excellent role modelling practices
- Developing open and honest dialogue at all levels within the organisation.
Module 2 - The Conditions for Transforming a Work Group into a Team
Key Topics
- Meredith Belbin – Nobody’s perfect – but a team can be. Building the perfect team template
- The psychology of management – Mastering human behaviours, traits and preferences
- Mastering adversity – Asserting authority through collaboration
- Defining Management vs. Leadership in real terms – Transactional or Transformational
- Factors affecting our preference of management style
- Developing a receptive management/leadership culture – Case Study Review Nelson Mandela’s Long Walk to Freedom
Module 3 -The Conditions for Gaining Respect, Credibility and High Integrity
Key Topics
- The key characteristics of a high performing Manager
- Applying the theories of motivation to ‘real world’ scenarios
- Examining the different ways in which we effectively communicate across varying organisational cultures
- Mastering the key steps and techniques required to build rapport
- The principles of Action Centred Leadership – Case Study Review Dr Martin Luther King – Winning hearts and minds
- Historical philosophy and policy to practice – Building a ‘real world’ mentoring relationship
Module 4 - Mastering Fitness for the Future: Leading and Driving Organisational and Departmental Change:
Key Topics
- The Impact of Change – Dr. Elizabeth Kubler Ross and John Kotter – Exploring why most change initiatives fail
- Positively exploiting the predictable stages of team development during transition
- Business case simulation – How to effectively lead your team during transformation
- Managing work pressure and stress in the team – Mastering the difficult conversations through ‘Forum Theatre’
- Tips, techniques and processes to support and maintain peak motivational performance.
- Supporting, guiding and selecting the appropriate team members to become advocates of change
Module 5 -Bringing the Management Tool Kit to Reality
Key Topics
- Leadership & Management Scenario – Team based creative challenge bringing concept to reality thorough business case simulation
- Thorough review of all tools, techniques, models theories concepts and practical applications learned this week
- Articulating ‘personal statements of intent’ to share with programme colleagues
- Produce a measureable ‘competency based action plan’ highlighting the key area’s for future success, with time lines and criteria for measurement
Module 6 -“Amazing Alliances”
Key Topics
- The art of building a successful coaching alliance
- The ABC’s of successful coaching and “always be curious/always be connecting”
- Identifying the coaching agenda and how to stick to it every time
- The 4 Pillars of co-active coaching
- The GROW model and the difference between co-Active and GROW
Module 7 - How Coaching and Mentoring Actually Works
Key Topics
- The coach as partner: working with others to achieve the success they desire, personally or professionally
- The process of coaching 1:1
- How to prepare for each session. What must both parties do?
- What happens during each coaching session?
- The role of the coach – pointing out perspectives the coachee hasn’t considered and your role of ‘auditor’
- How to offer advice and help the coachee to plan their next steps: help them to make better decisions, set the right goals and balance their commitments.
Module 8 -Coaching in Practice
Key Topics
- Determining what the coach expects and what the coachee should expect from the coach
- Coaching coaches and implementing coaching as an organisationally policy
- How to hold employees responsible and accountable and get their commitment to coaching
- Developing coaching communication skills
- Building empathy and responding effectively to coachee issues
Module 9 - Mentoring in Practice
Key Topics
- What is mentorship? Who should be mentored? How does it differ from coaching?
- Determining what the mentor expects and what the mentee should expect from the mentor
- How to hold employees responsible and accountable, and get their commitment to mentoring
- Developing mentoring communication skills
- Responding effectively to mentee issues
Module 10 - Implementing Coaching and Mentoring Policies and Processes
Key Topics
- Coaching coaches and implementing coaching as an organisationally policy
- Format of policies, processes, and organisational communication in the launch of coaching and mentoring in the organisation
- Final tips in implementing coaching and mentoring across
- Defining the manager and coachee ‘confidential’ relationship
- Initiating and terminating the coaching/mentoring agreement
