Active Leadership for IT Professionals

Whether participants choose to participate in the face-to-face classroom, virtual classroom or the self-paced digital version of the course, the topics are the same. The approaches will vary to suit the learning modality.

1. The Context for Leadership

• Consider the balanced approach to leadership – Strategy, Systems, Social and Self
• Understand the business context for stronger leadership
• Reflect on the results of your leadership assessment (The Active Leadership Profile)
• Learn about KUBA – Know, Understand, Believe and Act

2. Introduction to the Active Leadership Model

• Learn and Ability and Motivation and the three Leadership Styles
• Apply the Active Leadership Model to two case studies
• Begin to consider your own team members and complete an assessment of their Ability and Motivation

3. The Power of Communication

• Essential communication factors for all people leaders
• Assess your own Personal Needs and the impact on others
• Assess others’ Personal Needs and identify implications to your leadership style
• Ask really good questions and listen actively
• Use facts, episodes, and feelings to appeal to others' long-term memory
• Assign tasks considering others’ Ability and Motivation and Personal Needs

4. Coaching

• Provide the time and attention required for team members to develop their skills in the jobs they do now
• Complete a coaching survey by rating the quality and quantity of the coaching you and your team members receive today
• Apply the Foundational Principles of Coaching
• Assess progress using the same combination of leadership styles as when the work was assigned

5. Provide Feedback

• Understand how/why both positive and constructive feedback are important motivators that enhance performance
• Use the four-step Feedback Loop to deliver positive or constructive feedback
• Apply the Principles of Recognition and Reward
• Clearly identify performance gaps and understand how to conduct difficult conversations

6. Making Choices

• Make commitments to what you will do next as a leader

7. The Coach's Toolkit

• The Active Leadership tools in review

Whether participants choose to participate in the face-to-face classroom, virtual classroom or the self-paced digital version of the course, the topics are the same. The approaches will vary to suit the learning modality.

1. The Context for Leadership

• Consider the balanced approach to leadership – Strategy, Systems, Social and Self
• Understand the business context for stronger leadership
• Reflect on the results of your leadership assessment (The Active Leadership Profile)
• Learn about KUBA – Know, Understand, Believe and Act

2. Introduction to the Active Leadership Model

• Learn and Ability and Motivation and the three Leadership Styles
• Apply the Active Leadership Model to two case studies
• Begin to consider your own team members and complete an assessment of their Ability and Motivation

3. The Power of Communication

• Essential communication factors for all people leaders
• Assess your own Personal Needs and the impact on others
• Assess others’ Personal Needs and identify implications to your leadership style
• Ask really good questions and listen actively
• Use facts, episodes, and feelings to appeal to others' long-term memory
• Assign tasks considering others’ Ability and Motivation and Personal Needs

4. Coaching

• Provide the time and attention required for team members to develop their skills in the jobs they do now
• Complete a coaching survey by rating the quality and quantity of the coaching you and your team members receive today
• Apply the Foundational Principles of Coaching
• Assess progress using the same combination of leadership styles as when the work was assigned

5. Provide Feedback

• Understand how/why both positive and constructive feedback are important motivators that enhance performance
• Use the four-step Feedback Loop to deliver positive or constructive feedback
• Apply the Principles of Recognition and Reward
• Clearly identify performance gaps and understand how to conduct difficult conversations

6. Making Choices

• Make commitments to what you will do next as a leader

7. The Coach's Toolkit

• The Active Leadership tools in review

Whether participants choose to participate in the face-to-face classroom, virtual classroom or the self-paced digital version of the course, the topics are the same. The approaches will vary to suit the learning modality.

1. The Context for Leadership

• Consider the balanced approach to leadership – Strategy, Systems, Social and Self
• Understand the business context for stronger leadership
• Reflect on the results of your leadership assessment (The Active Leadership Profile)
• Learn about KUBA – Know, Understand, Believe and Act

2. Introduction to the Active Leadership Model

• Learn and Ability and Motivation and the three Leadership Styles
• Apply the Active Leadership Model to two case studies
• Begin to consider your own team members and complete an assessment of their Ability and Motivation

3. The Power of Communication

• Essential communication factors for all people leaders
• Assess your own Personal Needs and the impact on others
• Assess others’ Personal Needs and identify implications to your leadership style
• Ask really good questions and listen actively
• Use facts, episodes, and feelings to appeal to others' long-term memory
• Assign tasks considering others’ Ability and Motivation and Personal Needs

4. Coaching

• Provide the time and attention required for team members to develop their skills in the jobs they do now
• Complete a coaching survey by rating the quality and quantity of the coaching you and your team members receive today
• Apply the Foundational Principles of Coaching
• Assess progress using the same combination of leadership styles as when the work was assigned

5. Provide Feedback

• Understand how/why both positive and constructive feedback are important motivators that enhance performance
• Use the four-step Feedback Loop to deliver positive or constructive feedback
• Apply the Principles of Recognition and Reward
• Clearly identify performance gaps and understand how to conduct difficult conversations

6. Making Choices

• Make commitments to what you will do next as a leader

7. The Coach's Toolkit

• The Active Leadership tools in review

Whether participants choose to participate in the face-to-face classroom, virtual classroom or the self-paced digital version of the course, the topics are the same. The approaches will vary to suit the learning modality.

1. The Context for Leadership

• Consider the balanced approach to leadership – Strategy, Systems, Social and Self
• Understand the business context for stronger leadership
• Reflect on the results of your leadership assessment (The Active Leadership Profile)
• Learn about KUBA – Know, Understand, Believe and Act

2. Introduction to the Active Leadership Model

• Learn and Ability and Motivation and the three Leadership Styles
• Apply the Active Leadership Model to two case studies
• Begin to consider your own team members and complete an assessment of their Ability and Motivation

3. The Power of Communication

• Essential communication factors for all people leaders
• Assess your own Personal Needs and the impact on others
• Assess others’ Personal Needs and identify implications to your leadership style
• Ask really good questions and listen actively
• Use facts, episodes, and feelings to appeal to others' long-term memory
• Assign tasks considering others’ Ability and Motivation and Personal Needs

4. Coaching

• Provide the time and attention required for team members to develop their skills in the jobs they do now
• Complete a coaching survey by rating the quality and quantity of the coaching you and your team members receive today
• Apply the Foundational Principles of Coaching
• Assess progress using the same combination of leadership styles as when the work was assigned

5. Provide Feedback

• Understand how/why both positive and constructive feedback are important motivators that enhance performance
• Use the four-step Feedback Loop to deliver positive or constructive feedback
• Apply the Principles of Recognition and Reward
• Clearly identify performance gaps and understand how to conduct difficult conversations

6. Making Choices

• Make commitments to what you will do next as a leader

7. The Coach's Toolkit

• The Active Leadership tools in review