Leadership Management Series

leadership coaching series

Strategic Planning

An Eight-Step Process to Get Results

  • Purpose of the program

  • Planning is a basic human activity, done almost every day by everyone. A host develops elaborate plans when preparing a party; a businessperson engages in planning when designing next year’s sales campaign; a teacher plans when preparing tomorrow’s lessons. In reach of these instances, the person engaged in the given planning process has accepted and defined a specific goal. From the ultimate goal will be plans for allocating resources.

    Strategic planning is a method of efficiently pursuing a single set of goals. This program is designed around an eight-step strategic planning procedure that can be used by individuals or groups to achieve desired results.

    Participants are placed in small groups that work together throughout this program. With the feedback and support of their group, participants will work on a strategic plan as the day progresses.


Mentoring

Empowering Personal and Organizational Change

  • Purpose of the program

  • Many businesses find that a certain level of training is needed for new hires, regardless of their backgrounds. This may also be the case for employees who have been with their companies for a longer period of time. In these situations, a higher level of expertise may be required but these employees may find it difficult to meet these higher expectations. One solution is the implementation of a mentoring program. In such a program, the management resources team matches mentors and protégés so that protégés can acquire the skills necessary to achieve their higher job expectations.

    A basic premise underlying the mentoring program is that, in order for a mentoring relationship to be successful, it must be based on mutual trust and accountability. Furthermore, in selecting mentors and protégés, it is advisable to adopt and adhere to a set of specific selection criteria. For example, a mentor should possess strong interpersonal skills, be a positive role model, be capable of practicing effective coaching and feedback skills, and understand the dynamics of organizational culture. A protégé, on the other hand, should be a self-starter, willing to assume responsibility for his or her own growth and development, and be receptive to coaching and feedback. Since mentors and protégés rarely possess all of these and other pre-requisite skills, the need for effective training becomes paramount.

    In this program, mentors and protégés, who have been previously paired by the management resources team, are introduced to a mentoring program model that describes the four significant developmental phases in the mentoring process. Roles and responsibilities for protégés and mentors, as well as other key players, are defined and the conditions for a mentoring agreement are negotiated. At the core of the training experience presented here are the opportunities to explore and practice the critical mentoring skills underlying a successful mentoring relationship. Although the training program is applicable primarily to a management development context, it can easily be adapted to situations involving cultural diversity, upward mobility, leadership development, total quality management, entry-level orientation, etc.


The Art of Delegation

Effective Guidance for your direct reports

  • Purpose of the program

  • Managing has been defined as getting others to do what needs to be done. Managers often ask, “Why don’t my direct reports do what they are supposed to do?” Unfortunately, many answer, “They just aren’t cut out for the job. I’ll have to do it myself.” Yet, rather than blaming others there may be something faulty with the process of delegating the assignments. In delegations that have gone wrong, the delegator usually has omitted one or two critical steps. Clear guidelines on how to delegating assignments or responsibilities to their direct reports. It teaches eight steps that enable supervisors and managers to delegate effectively. Program participants also assess their attitudes and current practices as delegators and, through experiential activities, explore how to communicate effectively.


Conducting a Performance Review

Facilitating Employee Growth

  • Purpose of the program

  • This program is designed primarily for managers and other supervisory personnel who conduct performance reviews. The goal of the training is to make participants aware of the important leadership opportunity the performance review presents and to demonstrate and practice guidelines for effective written and verbal communication to be used during a review. The fundamental principle behind this program is that, regardless of how technical or global an industry is, its core is people working together. The more involved and worthwhile people feel, the greater the potential for productivity. The performance review provides a chance to involve people in planning their future growth.

    Participants explore the skills to make the performance review a unique opportunity for supervisors to act as facilitators and trainers for their employees’ personal and professional growth. The skills of effective written documentation, active listening, constructive feedback, and goal setting are practiced. As this is a one-day program, it purposefully keys in on these four skills and avoids other issues (e.g., where to conduct the review, how often, etc…).

Succession Planning

The Manager’s Role

  • Purpose of the program

  • This program is intended to improve a manager’s ability to contribute to an organization’s succession-planning process. Succession planning contributes to an organization’s continued survival and success by ensuring that replacements have been prepared to fill key vacancies on short notice, that individuals are groomed to assume greater responsibility, and that individuals are prepared for exercising increased technical proficiency in their work. Without Succession Planning, an organization may operate in a crisis mode whenever key workers are unexpectedly absent from critical positions due to illness, retirement, resignation or termination.

    In many organizations, the succession plan is focused only on the chief executive officer and those reporting directly to him or her. However, the decision about what groups to include in the succession plan rests with the organization’s decision about what groups to include in the succession plan rests with the organization’s decision makers. Indeed, a succession plan may include middle managers, supervisors, technical workers, professional workers, salespersons, clerical employees, and even hourly workers.

    As a contributor to succession planning, each manager must work in concert with others in the organization to do the following.


The Challenge of Change

Helping others to confront it

  • Purpose of the program

  • In today’s organizations, change is the rule rather than the exception. Downsizing, reengineering, rapid growth, new technology, and a diverse workforce are creating more pressures and placing more demands on employees at all levels to confront the challenge of change. As an everyday, ongoing occurrence, change can be exhilarating or frightening.

    “The Challenge of Change” is designed for managers and supervisors who are charged with introducing departmental or organizational changes to their employees. This program will provide managers and supervisors with the tools and techniques to help them successfully navigate through the murky and often turbulent waters of change. It may be used with managers from the same organization or with a group from different organizations.