Introduction to Leadership
April 3, 2012 - April 24, 2012
Faculty: H. Graham Dail, M.Ed., CHCM and Marilyn Honeycutt, SPHR
For any new manager, the transition to a leadership position is often the most difficult and the least often guided. We will help you explore your leadership style, discuss perceptions of others and develop a plan to effectively grow in this new role. Focus will be on influence, communication, time management, team building/development, delegation and conflict resolution.
This series will provide foundational skills and information to help new managers operate effectively as a leader/manager and will help existing managers refresh their skills. Having completed this seminar, managers will understand how to handle difficult situations and how to hold productive conversations with individuals and the team in order to maintain a productive work environment. This series is a great jump start for new or inexperienced managers or as refresher training for existing managers.
Classes will be half-day, 8:00 AM - 12:00 PM, at The HRG Academy, 216-3 S. Swing Rd., Greensboro, NC.
April 3 Transitioning Into a Leadership Role
In this introductory session, participants will learn the definition of leadership and the attributes of a good leader. The class opens with the EVERYTHING DiSC WORKPLACETM which allows leaders to "know themselves" and how they tend to lead as well as understand that their subordinates are not like them and how they respond to others. It emphasizes the changes necessary when moving from a job where they are comfortable and effective into a leadership role and are faced with different relationships with co-workers and having to deal with a different set of problems. The class works on techniques for self motivation, staying motivated, connecting with the workforce and building trust.
April 10 Effective Communications
Supervisors need to learn communication techniques to be effective leaders. As with most interactions, one size does not fit all. This session examines effective communications in key situations, how communications affects work relationships, communicating with difficult people and the influence of personality on communications styles. This session introduces the concepts of managing conflict and delegation.
April 17 Managing Performance, Time, and Feedback
Supervisors are regularly required to give and receive feedback, both "on the job" on a daily basis and in more formal situations, such as performing performance reviews. Giving and receiving feedback are learned skills. Effective supervisors learn how to give feedback effectively and receive feedback without becoming defensive, angry or up tight. They must learn to manage their own time and that of their employees, identify time wasters, set priorities, adjust to changing priorities, when and how to ask for help and home/work life balance.
April 24 Developing Others Through Coaching, Motivation, and Effective Conflict Management
This module will enable participants to understand when coaching is appropriate and when a higher level of discipline is indicated. Building relationships and establishing trust are critical components of coaching relationships and are effective techniques for correcting behavior. A critical component of managing others is when and how to impose discipline and understand their organizations' disciplinary procedures. A key component of motivation is obtaining employee buy-in and recognizing how their actions will impact their associates.