management & Leadership

Defining selection criteria, minimising bias when screening CVs, the structure of a good interview, understanding non-verbal behaviours, behavioural / competency based questioning techniques, maintaining the flow of the conversation, collating evidence 

Recognising the transition to manager and leader.  Influencing, and communicating effectively.  Building strong relationships with team members based on mutual respect. Personal responsibility and being a role model for your team.  

 Understanding the differences between leadership and management. The qualities and actions of leadership. Influencing and communicating effectively. The leadership mindset. Creating strong team relationships.   

Defining the benefits of proactive rather than reactive management. The goals we should set ourselves, the activities we need to prioritise, the structure and value of the one to one. The mindset of successful managers, recognising and overcoming limiting belief patterns.  

Recognising motivation and the link to high performance. Understanding the impact of extrinsic and intrinsic motivators. Defining the pillars of intrinsic motivation and how to incorporate these into everyday activities 

The link between objectives and motivation. Understanding when and how we can use objectives to manage more effectively. SMART, and how to avoid pitfalls in objective setting.  Recognising the importance of behaviours and culture in “success”.

 Self-awareness of natural approaches to delegation, overcoming limiting beliefs, investing time in developmental delegation, the delegation cycle, the skills vs will matrix.   

Accelerating development as one of the key impacts that a manager can have on their team members. Understanding development cycles and how people learn. Overcoming challenges and defining proactive plans for each team member.

Defining the point of feedback: what is to for and how can we judge when and how to deliver a developmental message? Recognising and tackling limiting beliefs both in managers and in their team members about “criticism.” 

Stepping up as a member of the senior team to manage difficult situations – absence, attitudes, poor conduct outside of work. HR processes. When to seek help and who to involve. 

What makes a high performing team; Lencioni’s high performing teams model, the performance wheel and action planning. 

Understanding the aims and benefits of the PDP.   Mapping the structure and process to support management goals. PDP delivery and follow up. 

 Re-defining stress; the stress/performance link; the stress bucket – what’s in yours? Physical and mental impacts of stress- symptoms as signs; defining balance; relaxation: a high-performance hack 

Managing with stress in mind:
- Normalising stress in the workplace
- Identifying stress in others; looking for signs
- Conversations about stress 

What is coaching and what are the benefits? When to use a coaching approach, structuring a coaching conversation, developing rapport, clever questions, active listening techniques, coaching practice

Practical refresher of core coaching skills, advanced non- verbal communication/sensory acuity, identifying & challenging limiting beliefs, using intuition in coaching  

What makes a leader? Role Modelling, Alignment, Strategy.  Characteristics and behaviours of a leaders.

What is vision and why do we need one?  Using vision as a motivational tool.  Embodying values and living them through the organisation 

There is no right way to be a leader; a robust understanding of leadership styles and their uses. Features and benefits of leadership styles.  Case studies and practice. 

Communicating as a leader, flexible communication skills, inspiring others and bringing them on a journey, communicating throughout the organisation, overcoming silos working.