Table of Contents:
I. Overview
II. Attributes
III. Program Content
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I. Overview
Work of all kinds is increasingly being performed by teams. Regardless of the type of team (i.e. self-directed, executive, project or departmental), leadership and facilitation effectiveness are always key ingredients. Unfortunately, team leadership skills cannot be learned from a book or the internet. Thus we have created a fast-paced, demanding, highly interactive three-day developmental experience designed to:
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Improve skills in leading in an empowered team-oriented workplace.
- Combine strategic, tactical and personal content into an integrated approach to leadership.
- Provide in-depth analysis/awareness of leadership style and abilities.
- Provide in-depth insight into strengths, weaknesses and preferences.
- Generate an action plan to improve leadership performance.
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Create team synergy through a powerful collective experience.
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1) Target Audience
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Teams desiring to improve team effectiveness.
- Managers at upper middle, middle and first levels who lead in a team environment.
- Fast track high potential managers.
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Employees needing to improve interpersonal skills.
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2) Demographics
- Age Range: 25-60
- Avg. Age: 40
- 60% Male - 40% Female
- Director and above: 30%
- Manager: 40%
- Supervisor: 30%
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II. Attributes
The ability of this program to effect real and lasting improvement in performance derives from several unique factors:
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State-of-the-art content that fully covers the key requisites for success in team-based organizations.
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In-depth Assessment of strengths and weaknesses using a battery of psychometric instruments
- Boss/team member/peer input from the workplace on the participant's current level of effectiveness via the Executive Effectiveness Profile.
- Interactive, participant centered instructional methods including numerous structured exercises and case studies.
- Application-oriented instructor with extensive real world business experience and outstanding academic credentials. Dr. Hanes has personally trained over 21,000 managers.
- Action Planning - Participants complete an extensive 24-page plan to transfer learning into enhanced performance.
- Restricted class size (maximum 30) permits personal attention.
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III. Program Content
Prior to the program, each participant receives a packet of forms, questionnaires and instruments. Completing these instruments requires the participant to begin a process of self assessment, introspection and examination. A major piece of the instrument package is The Executive Effectiveness Profile-a set of questionnaires to be completed anonymously by the participant's boss, team members and peers. These questionnaires cause the participant to directly consider the impact which he or she, as a leader and manager, is having on key people. The other part of the pre-program assessment is a battery of psychometric instruments which get at a broad range of motives, needs and behaviors.
For more information on a specific day, please click below.
Day One - The Framework
Day Two - The Mastery
Day Three - Endgame
Day One - The Framework
8:00 AM - 6:00 PM
Leadership Strategy - Presentation
Intense competition has placed demands upon leaders to shorten product development cycles, increase quality, decrease cost and maximize employee involvement. This session presents the rationale for the switch to a leadership perspective and a strategy for tying the concepts together into a coherent framework.
Leadership Tactics - Exercise/Discussion
Using an interactive exercise, participants confront challenges facing today's managers in the areas of policy and program implementation. Participants learn to balance task effectiveness and efficiency with the need to generate commitment in team members.
Interpersonal Effectiveness/Conflict Handling - Presentation/Discussion
Using information provided by the Interpersonal Preferences Profile, participants learn about their predominant interpersonal style and its impact on motivation, presentation effectiveness and conflict management.
Understanding The Generations - Presentation / Discussion
The value differences between Baby Boomers, Generation X and Generation Y workers are outlined. Ways to attract and retain associates from each cohort are discussed.
Management Style Preference Index - Instrument Analysis
Participants receive feedback on 16 dimensions of personality which affect leadership effectiveness. Then participants learn a model to increase the use of eight constructive dimensions and minimize the use of eight counter-productive styles.
Team Facilitation - Exercise/Discussion
Participants are challenged to select a general manager for an operation from seven candidates. The exercise focuses on the critical role of team facilitator and outlines productive and dysfunctional aspects of team operations.
Psychological Assumptions - Exercise and Debrief
Participants challenge their assumptions about leadership against the consensus of a wide body of research. Participants experience team facilitation issues, group dynamics, team synergy and consensus decision issues.
Executive Effectiveness Profile - Instrument Analysis
Each participant receives a detailed 360º look at his/her effectiveness in the eyes of the boss, team members and peers from back at the workplace. This process is a course highlight which forces participants to consider characteristics which currently contribute to his/her leadership effectiveness and suggestions for future change.
Day Two - The Mastery
8:00 AM - 5:30 PM
Bases of Influence - Presentation
Participants learn the nine common bases of influence and how to rely more on the "pull" forms of power and less on the "push" forms. This section is expecialls useful for people needing to do a lot of "lateral influence" with peers.
Election To The Senate - Exercise and Debrief
As newly elected Senators of the United States, participants must fulfill their promises and meet the needs of their people in an exiting simulation revolving around internal customer Service. The interaction of communication and trust with organization structure provides focal points for discussion.
Project Leadership - Exercise/Discussion
Participants are tasked with planning a project and selling their ideas to their peers in an interactive simulation. Concepts of team synergy emerge when participants learn to focus on team structure and process.
Performance Driven Leadership System - Presentation/Discussion
This important section covers methods for diagnosing the development level of associates and choosing the most appropriate style of supervision. Participants also learn an empowerment by objectives system as a way of using the system in the workplace. A counseling analysis model for dealing effectively with poor performance is also covered as is a template for associate career development.
Lost Mines - Exercise and Debrief
One of the most exiting and challenging simulations ever created, teams must wisely manage their limited resources in a pressure-packed and hostile environment. Exercise highlights the critical nature of situation diagnostics, planning, goal setting, decision-making and leadership.
Day Three - Endgame
8:00 AM - 4:00 PM
Organization Environment - Presentation
Using the Organization Environment Index, participants learn to diagnose productive and dysfunctional cultures or environments, and take steps to create a more productive working environment for all associates.
Team Building - Presentation
The focus is on the stages high performing teams move through and the challenges which must be overcome as well as a three-step team development process.
ALPHA ENERGY Computerized Simulation - Exercise
For over five hours, participants engage in one of the most stimulating and challenging exercises ever developed. Participants form 3 competing companies starting with identical products and market share. They must attempt to meet the mission of becoming a certified subcontractor of ALPHA ENERGY by successfully performing as a team and scoring 100 points relating to task-based objectives. The computer-driven simulation highlights the importance of mission clarity, dealing with competing priorities , role definition, group process, working under pressure, the impact of planning on performance, risk assessment and risk management, and the need for consistent execution of a coherent strategy.
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