Are you asking, “What content should I include in my frontline leadership training program?” The following topics were included in the two-day leadership class I taught this week. It was awesome!

Day 1

·       Simulation: Going From Individual Contributor to Supervisor

·       Organizational Values

·       Everything DiSC Workplace®:  My Style, People Reading, and Communication

·       Communication: Listening and Asking Questions

·       Giving Feedback

 Day 2

·       Giving Feedback, continued

·       Creating Accountability in Others

·       Managing Conflict

Understanding DiSC styles and a discussion of organizational values were part of each module. Listening and asking questions were integrated as skills to support each topic. We kept it active with simulations, partner and trio discussions, role plays, application, and self-reflection.

Does your organization need a leadership curriculum? Choose from 20 courses with options for licensing agreements.

•     Accountability
•    Be a THINKing Partner
•    Career Development
•     Communicate with Clarity
•     Conflict Management
•     Delegation
•    Emotional Intelligence
•     Feedback
•     Hiring
•     Personal Leadership & Influence
•     Leading Meetings
•     Mentoring
•     Performance Management
•     Quarterly Conversations
•     Presentation Skills
•     Problem Solving
•     Stress Management
•     Time Management
•     Unconscious Bias
•     Unlocking Innovative Thinking

Learn more at http://www.2waycommunications.net/license-agreements/

#leadershipdevelopment #professionaldevelopment #leadershipcurriculum #leadershipcontent #licensingagreements #EverythingDiSC #organizationalvalues

We often think of performance management as the year-end performance review. It is much more than that. Performance management starts with objective setting, followed by 365 days of dialogue, feedback, and coaching. Then, we have the year-end formal review that summarizes the objectives’ accomplishments.

“It is the leader’s job to assist his/her team members in attaining their goals and to provide the necessary direction and support to ensure that their goals are compatible with the overall objectives of the group or organization.” — Path-Goal motivational theory originated by Robert House

The reality is that if we don’t set objectives at the start of the year, we will have a difficult time assisting, providing direction, and tracking progress during the year and talking about achievements at the end of the year.

Below is a list of areas to set objectives:

·        Performance

·        Development

·        Roles and Responsibilities

·        Projects

·        Leadership skills

·        Team-building skills

·        Technical skills

·        Relationship skills

If you need to align leadership actions around performance management, 2-Way Communications, LLC provides a training course and facilitation that will support that need.  

View the performance management outline at http://www.2waycommunications.net/course-outlines/performance-management/

It’s your chance to advance.

1. Ask for feedback. 

Feedback is information you can use to understand how someone perceives your work, to change behavior, and to develop your skills. Receiving feedback, especially the constructive type, isn’t always easy. However, think about what would happen if you never received feedback that what you were doing was ineffective. What would be the impact? If you know someone who is disappointed about his/her career status, very likely no one gave that individual feedback to help change a behavior. Or perhaps he/she didn’t listen to the feedback that was given.

2. Communicate your development needs.

Communicating with a manager about skills you want to develop or situations you want to experience can appear risky, because it requires vulnerability. You are trusting that your boss will not think you are being too bold or too weak. You can minimize your feelings of vulnerability by preparing to have the conversation in a way that is confident and clear about what you want. Think about the language you will use to confidently and clearly communicate your thoughts and feelings, and then schedule a meeting to have the conversation.

3. Be trustworthy when completing delegated work.

Delegatees, you might be interested to know that most managers struggle with delegation. Delegating is often an act of bravery for the manager. If you step into your manager’s shoes, you might understand the risk the manager is taking by giving you an assignment for which he or she is accountable. With the act of delegation, your manager is trusting you with his/her reputation. You might love your manager, or you might have little love for him/her. Either way, he/she is the manager. It is important for your career and reputation that you receive delegated assignments respectfully and in a way that builds trust.