What You'll Learn

• Apply different leadership styles to lead effectively
• Avoid micromanaging-the number one mistake of new managers
• Improve dysfunctional teams
• Practice communication skills
• Conduct performance reviews, negotiate coaching plans, and provide ongoing feedback
• Negotiate and set priorities
• Plan and run effective team meetings
• Delegate to new and experienced employees
• Develop a stress management plan for you and your team

Course Outline

1. Roles and Responsibilities

• The three functions of management
• Avoiding micromanagement

2. Leadership

• How to lead a team using traditional models of leadership
• The difference between leadership and management
• Use four different leadership styles depending on individual skills and abilities

3. Interpersonal Communications Skills

• The communications model
• How team communication breaks down
• The role of the manager when it comes to listening and communication
• Effective interpersonal communication

4. Effective Listening

• Learn a listening skills toolbox of six skills
• When should you actively listen?
• The benefits of listening with understanding

5. Performance Management

• How to give effective feedback
• Negotiating coaching plans with each employee
• Principles of performance appraisals
• Steps in progressive discipline

6. Myers-Briggs Personality Type Indicator

• The 16 different types and what that means to your team
• Personality types and conflict

7. Dealing with Conflict

• Positive and negative conflict
• Understanding conflict
• Controlled, expressed, and irrational anger
• A three-step model for dealing with conflict on the team

8. The Six Most Difficult Types of People and How to Deal with Them

9. Creating and Managing Effective Teams

• Definition of an effective team
• Advantages and disadvantages of working in teams
• Effective and ineffective teams
• Team rules, roles, and behaviors
• The six characteristics of effective teams
• What to do with a dysfunctional team
• Phases of team development

10. Motivation

• Traditional motivation models
• Motivating your under-performers
• How to create a motivating team environment
• Find the right reward for each team member

11. Delegation

• Delegate menial tasks so they get done
• Delegate more difficult jobs to ensure they are done right the first time

12. Time Management and Priority Setting

• Setting effective priorities with your team
• Dealing with e-mail, interruptions, and meetings
• Negotiating priorities with your boss
• Learning to negotiate 'no'

13. Stress Management

• Recognizing the signs and symptoms of stress
• Build a stress plan for work
• The physiological symptoms and impacts of stress
• What is distress?
• Seven steps to take in times of stress

Hands-on Case Study Exercises

This course is written around an evolving and challenging case study. The previous team leader has left the project in a mess. Your job is to fix it, while creating a unified, motivated team. On day one, you'll take over the project with your eight remote team members. There will be language, culture, and time barriers. You will face conflict, poor performance, miscommunication, unclear priorities, and stress. You will apply the skills learned in the class to overcome the problems and meet the project deadline.

Case Study 1: Roles and Responsibilities of a Manager

• Exercise: Management Skills Self-Assessment

Case Study 2: Leadership

• Exercise 1: Leadership Orientation
• Exercise 2: Leadership Effectiveness
• Exercise 3: Preparing a Status Report
• Exercise 4: Leadership

Case Study 3: Management Situations

Case Study 4: Interpersonal Gap

• Exercise 1: Interpersonal Gap Exercise and What That Means to the Team
• Exercise 2: Your Own Gap
• Exercise 3: Interpersonal Communication Skills

Case Study 5: Effective Listening

• Exercise: Active Listening Quiz

Case Study 6: Performance Management

• Exercise 1: Performance Management Feedback with a Poor Performer
• Exercise 2: Performance Management Feedback with a Top Performer
• Exercise 3: Coaching #1: Developing an Employee Who Wants More Responsibility
• Exercise 4: Coaching #2: Dealing with a Difficult Employee Who Is a Problem
• Exercise 5: Performance Reviews and How to Prepare and Present Them

Case Study 7: Motivation

• Exercise 1: Motivational Self-Assessment
• Exercise 2: Motivation

Case Study 8: Myers-Briggs Personality Type Indicator

• Exercise: Myers-Briggs Type Indicator

Case Study 9: Creating and Managing Effective Teams

• Exercise 1: Managing Teams
• Exercise 2: Wilderness Survival Case Study
• Exercise 3: Integrity Team Breakdown

Case Study 10: Dealing with Conflict

• Exercise: Conflict Management

Case Study 11: Dealing with Difficult People

• Exercise: Difficult People

Case Study 12: Time Management and Priority Setting

• Exercise 1: Time Temperaments
• Exercise 1 (cont.): Scoring Analysis to Time Temperaments
• Exercise 2: Managing Time Wasters
• Exercise 3: Time Management In-Basket
• Exercise 4: Time Management Chart

Case Study 13: Delegation

• Exercise 1: Delegation Case Study
• Exercise 2: Do You Need to Delegate More?

Case Study 14: Review

• Exercise 1: Back to Work Action Plans

Classroom Dates and Locations

Date	Location Details
Mar 2 - 5, 2010	Morristown, NJ	Register
Mar 9 - 12, 2010	Orlando, FL	Register
Mar 15 - 18, 2010	Toronto, ON	Register
Mar 16 - 19, 2010	Chicago (Schaumburg), IL	Register
Mar 23 - 26, 2010	Raleigh, NC	Register
Mar 30 - Apr 2, 2010	Washington, DC	Register
Apr 6 - 9, 2010	Atlanta, GA	Register
Apr 13 - 16, 2010	San Jose, CA	Register
Apr 20 - 23, 2010	Boston, MA	Register
May 3 - 6, 2010	Los Angeles, CA	Register
Jun 14 - 17, 2010	New York, NY	Register
Jun 22 - 25, 2010	Dallas, TX	Register
Jul 6 - 9, 2010	Chicago (Schaumburg), IL	Register
Jul 13 - 16, 2010	Houston, TX	Register
Jul 20 - 23, 2010	Raleigh, NC	Register
Jul 27 - 30, 2010	Washington, DC	Register
Aug 31 - Sep 3, 2010	Morristown, NJ	Register
Sep 14 - 17, 2010	Orlando, FL	Register

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