How to become a leader who knows how to manage and lead people to results or common goals

PURPOSE

When does a group of people come together as a team that will enthusiastically and responsibly achieve the set goals? What do the individual and the entire group need? What is the role of the leader in this respect?

We face such and similar questions when we want to create a good and effective team that can solve complex problems, make better decisions, and achieve common goals faster and with more enthusiasm.

Individual team members are, of course, different, so the leader needs different management styles. Some may still require directing, some may collaborate successfully, and others may be trusted with delegated tasks. It is important that the leader knows the management styles and chooses the right one for the situation.

Furthermore, in management by objectives, the leader will need different management styles for the whole team – depending on the level of the team. What does a good leader need? How to become a leader who will be trusted, respected, and followed by the team to achieve goals together while respecting the basic steps: planning and involving employees, monitoring the results (by team and individuals), improving work processes with them, and providing feedback to help them monitor and achieve their goals?

CONTENT

1. 1. POWER AND POTENTIAL OF THE TEAM

• What is a group of people, and what is a team?
• Criteria of a successful team (quality of the result, parallelism, orientation and motivation, exploitation of advantages or common strengths, structuring, development of affiliation).

1. 2. DEVELOPMENT OF THE TEAM

• Stages of development (orientation, dissatisfaction, production, and resolution).
• How to identify the stage of development of the team (team diagnosis)?
• Team characteristics (clear purpose, goals and vision, interpersonal relationships and effective communication, joint problem solving – how these characteristics manifest at each stage of development).
• What is the role of the leader at each stage – how does the leader manage the content and process at each stage of development?
• What are the duties of the individual and the team as a whole at each stage of development?

1. 3. MANAGEMENT BY OBJECTIVES

• Methods, strategies, and tools of management by objectives for employees in teams.
• Setting goals, assigning work tasks and monitoring progress at specific stages of development of the team.

1. 4. HOW TO LINK MANAGEMENT BY OBJECTIVES AND SITUATIONAL LEADERSHIP

• What are directing (S1), persuading (S2), collaborating (S3), and delegating (S4)?
• How to link leadership styles to the development stage of the team; how should the leader know which leadership style to choose at each stage of development?
• How and when to develop responsibility; when is the leader responsible for the results, when are both the employee and the leader responsible for the results, and when should the leader assign the responsibility to the employee (according to leadership styles and the stage of development of the team)?
• When should the leader start delegating?
• How to explain, persevere and implement the organisational vision and strategy?

1. 5. HOW TO LINK SITUATIONAL LEADERSHIP WITH EFFECTIVE COMMUNICATION

• Which communication tools do we need for directing (S1) and persuading (S2)?
• How can we communicate with individuals in collaborating (S3) and delegating (S4)?
• Why must the leader choose so-called non-defensive behaviour that will motivate people; individuals will feel connected and will be able to develop a sense of belonging and a desire to achieve the set goals together?
• How can we develop decisiveness, assertiveness, and effectiveness in leadership?

1. 6. HOW TO MONITOR RESULTS AND GUIDE OR LEAD EMPLOYEES TO THE GOAL

• How can we react when interlocutors object, do not carry out their tasks, or do not want to accept tasks (unjustified and justified reasons)?
• How can we provide feedback (without judgement) and how to accept it (how to express criticism and accept criticism) at all stages of the development of the team?

GOALS – Benefits for participants

• At the workshop, you will check the strength of the team you lead. You will also look for any opportunities to make your team even more effective.
• You will exactly determine the stage of development of your team. You will create tools to help your team successfully reach the fourth stage of development.
• You will discover ways or tools to help the individuals and the team focus on results while still maintaining (or improving) relationships.
• You will examine how you successfully choose the right leadership style in specific situations to achieve changes more easily in daily practice and guide individuals to results.
• You will practice how to react in situations when individuals do not want to follow the goal – whether they have concerns, resist, or lose motivation, are overwhelmed, may not be willing to invest the extra energy and time to achieve the set goals, and similar.

WORKSHOP

The workshop is organised in person or on-line using various platforms (Zoom, MS Teams). The number of hours per meeting is determined by agreement with the customer.

WORK METHOD

Workshops and training sessions consist of: short input sessions, discussions, individual, pair, and group work.

The techniques I employ aim to encourage participants to immediately apply what they have learned to their daily routine.

DURATION

Our basic programmes comprise 16 academic hours, while shorter programmes last 8 academic hours (these programmes involve fewer exercises and practical examples). We recommend a minimum of 24 academic hours if you seek to train your employees thoroughly.

NUMBER OF PARTICIPANTS

The recommended number of participants per workshop is 20; and 10 per training session. The client may, of course, opt for a larger number of participants. In this case, a training session becomes a workshop, and a workshop becomes a seminar/lecture (over 25 participants).

PRICE

The prices of workshops, training sessions, seminars/lectures depend on their duration, the number of participants, and additional preparation time (i.e., analysing participants’ level of proficiency, designing customised solutions, etc.). The final price is always agreed upon in advance with the client.