A two-module programme introducing participants to the leadership and influencing skills inherent in both the role of line management and contributing to the business in a professional capacity.

Overview

In many instances people find themselves appointed to their first line management role because they have performed well in whatever discipline it is that they work – they are good ‘doers’. Line management requires a new and differing skill set, being a good accountant, engineer, operator or whatever, does not mean one is automatically equipped to successfully lead and manage others.

The Prescience Introduction to Leadership programme equips participants making the transition to their first line management role with the insight, skills and confidence to succeed.

Programme Outline

Pre- work

• Completion of a self-assessment management questionnaire
• Discussion of individual programme goals and work based application project with participant’s line manager

Module 1 (2 days)

Day 1

Welcome, overview and programme objectives

Management, leadership and influencing

• Criteria for effective leadership and management, and identification of the required balance of activities in the participants’ roles
• Learning and skill development in management, leadership and influencing (Kolb and development states)

Functions of Management

• Input and discussion on the function and activities of management: Planning/Organising, Communicating, Monitoring, Motivating, Co-ordinating
• Review of pre-attendance questionnaire and personal learning objectives

Introduction to Influencing and Communication Skills

• Influencing exercise and review
• Impact of communication balance and behaviours in influencing situations and implications for engaging others
• Completion of personal communications style questionnaire and review

Problem solving skills

• Practical exercise; review and discussions on the problem solving cycle.
• Eisenhower urgent/important matrix; the role of planning and prioritising in management.

Day 2

Structuring and Leading Effective Meetings

• Criteria for effective meetings:
  • Before and Set-up
  • During and Structure
  • After and follow-up
  • Leading/chairing skills
• Application exercise and review and peer feedback

Communicating Meeting Outputs

• The 4-“P’s” of communication framework for communicating meeting outcomes

Action planning and next steps

Inter – module work

• Line manager progress review meeting
• Preparation notes for module 2 practical work

Module 2 (2 days)

Day 1

Module 2 welcome & Action Group progress review

Further developing communication and interaction skills

• Mapping communication effectiveness – the Johari Window and practical pairs exercise
• Mapping interactions and Transactional Analysis
• Practical real-time exercise and links to Johari Window and Transactional Analysis

Communication, Interaction and Conflict Management

• The role / nature of conflict management in managing and influencing
• Participant conflict mode assessment and implications in the context of their work roles

Introduction to Performance management

• Performance management in the context of learning and improvement, and the performance management cycle

Day 2

Performance management and motivation

• Motivational factors from personal experience and the Maslow hierarchy
• Intrinsic and extrinsic motivational factors and impact on performance and contribution

Performance management practical skills exercises

• Participant performance discussion skills practice and review using prepared scenarios

Application exercise

• Participants undertake a complex task to enable application of the principles addressed throughout the programme

Final action planning, programme review and feedback