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Tuesday, 2017 June 13

Leaders Not Managers

Tuesday, 2017 June 13
18:30 - 21:55

Registration End Date: Monday, 2017 June 12, 00:00

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Course Information

Managers Are An Unaffordable Luxury

 

Leadership Training for Managers

Doing more, better, faster, with less is driving global business.  A cadre of professional managers running organisations is going the way of the typing pool.

Organisations can’t afford managers to simply manage anymore - they need them to be leaders as well.  The solution is our Leadership Training for Managers Course.  Before we go too much further, what is the difference between a manager and a leader.  Simply put, leaders build people and manage processes.  Managers just manage processes.



Language: Japanese

 

Registration End Date: Monday, 2017 June 12, 00:00

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Country Location Date    
Japan [Japanese]Tokyo, Minato-ku Tuesday, 2017 October 24
18:30 - 21:55
Tuesdays (7 sessions)
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Location

High Performance Center Akasaka - Mochizuki Room
Akasaka 2-Chome Annex 5F
Akasaka 2-19-8
【Japanese】Fully booked, Contact for waiting list 107-0052
Japan
+ 81 3 4520 5470
Tokyo metro Namboku Line/ Ginza Line "Tameike-sanno" station Exit 12 (2 min) Tokyo metro Namboku Line "Roppongi 1-Chome" station Exit 3 (4 min).
 

Who Should Attend

This is not the course for beginner managers – you need to have suffered as a manager first!!!  Real world experience with how tough it is to get people to do what they should do, will help you to understand how this Course makes your life so much easier.  There is no great job security or promotion potential in just managing.  Organisations are desperate to develop people who can leverage the abilities of others and amplify the results, 1 + 1 = 5 style.  Managers who want to become more valuable to their organisations should take this course and get their careers moving.
 

Outline

How To Be A Real Leader, Not Just A Manager
Japan needs leaders now more than ever. The speed and complexity of business means we have to rely more on the quality of our people. The leaders job is different from the manager. Our managers take care of managing processes. The leader does that too, but additionally builds our people. If you can afford to hire nothing but geniuses, that is great and hats off to you. If like the rest of us, you have to create high quality staff, then you need to have leaders who understand their role properly. On The Job Training has run out of gas. Is this all your are pinning your future success on? The supremely mediocre themselves trained by their mediocre sempai or seniors, now leading the charge and responsible for your business edge through developing the quality of your team versus the competition.

 
How To Be A More Effective Leader
Time is the most crucial resource of any leader. Why do so many leaders squander their time? They are spending the majority of their day doing low value tasks, when they should be concentrating on the things which only they can do. Delegation works but only when it is done correctly. Because they can't delegate, they have no time available to coach their people. How can we correctly educate the next generation of leaders if there is insufficient coaching going on? Communication skills are one of the keys to leadership effectiveness. You have to wonder then, why are so many leaders hopeless speakers? How can we fix these problems? This video has the answers.
 
 
 
How To Master The Keys To Leadership
What should leaders be good at? There are many things to do as a leader, but are we concentrating on the areas where we can get the greatest leverage and lift? We need to be better with our Self Direction, People Skills, Process Skills, Communication and Accountability. How can we do all that? This video explains the way forward.
 
 
 
 

Credits

We are not saying managers are not important - we need them to run the place properly.  We are just pointing out we need more from them!  The organisation has various processes which must be completed efficiently, completely and reliably.  This is the classic "getting the paperwork" sorted. Attention to detail is paramount.  Multi-tasking, time management, personal effectiveness all contribute to process success.  The manager must make sure these activities are being carried out correctly and so the supervision of staff is a key role.  If the operation is not coordinated, then there is potential for chaos.  Usually though, it is more likely we are dealing with inefficiencies and

costly delays.

The manager has to monitor people’s activities to ensure the priorities are properly prioritised, the urgent is done first, the details are correct, the sequence is in proper play and the people are working correctly.  The "mice" on the treadmill need to be present and correct.  All this activity has to add up to planned outcomes.  These could be numbers around revenue, production volumes, quality milestones, speed of delivery, consistency etc.  The manager has to tally the score against the score sheet, note discrepancies and get these attended to promptly.

Whether new or mature organisations, the goal is to get to an equilibrium between competing demands, such that the whole organisation moves forward in a planned, expected manner.  Maintenance of systems is the goal.  The manager is the maintainer.

All of this sounds wonderful. Yes, we want our brand to be safeguarded by ensuring everything is working properly.  We want our salaries paid on time, thank you very much.  The question to ask though is whether just managing well is enough?   

 

We need our managers to be able to do all of this and more.  The ability to handle people is a critical skill in getting everyone doing what they should be doing, when they should be doing it, in the way they should be doing it.  The managerial role may seem mechanical but those pesky people keep popping up in the system and they resist mechanisation.  They have personalities, ambitions, biases, demands, failings and strengths.  A big confusing mess of humanity under the manager’s control and they need to be led as well as managed.  They are not a process!

 

Supervision is one level of interaction but this is inherently backward looking and historical in nature. Leaders are thinking about motivating people and looking forward.  Leaders are trying to understand what makes each person in the team tick.  They are trying to align the goals of the organisation with the inherent motivations of the individuals in their team, rather than trying the "inject the motivation syringe into their heads" approach.  Leaders need to have a reservoir of trust to make that work and that needs good human relations skills.

Leaders are pointing people toward the future not just reviewing the past.  They are working with the team to create a vision.  This may be a sub-vision of how to execute the organisation’s broader vision, itself perhaps designed on high during a directors’ offsite.  The section leader can’t change this lofty vision but they can lead the team to conjure up how to make it come to life.  

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to ensure your place in the next programme 

by clicking on the REGISTER button below

 

Even with the vision a given, there is still an opportunity to have the team design a mini-vision for their section or department, that sits under the umbrella of the big picture. The point is to lead people, using an innovation  methodology, to an outcome where there is shared ownership of what was created.  Leaders always keep in mind that people "own the world they create",so getting the team involved is a critical skill.

 

Leaders are not able to function in stasis.  They know the competition never sleeps.  They know this is one marketplace and its name is "global".  The leader knows that incremental improvements may not be enough.  Breakthroughs are needed and these come from the people who work for us.  Does anyone remember this great thing in Japan called i-mode?  Gone!  Steve Jobs leading the team at Apple killed it off with an innovation.  Breakthroughs count and innovation is how to produce them.

Richard Branson has remarked that on April 1st, 1986 as a practical joke he announced a hoax that Virgin had created a supercomputer called Music Box that would let anyone, anywhere download any music they want.  Steve Jobs told him later that idea inspired him and Apple ultimately created iTunes, which would put a big hole in music store business and directly impact Branson’s own Virgin Megastores.  Virgin store managers "managing" a better process didn’t help, when leaders somewhere in California put Virgin’s music business to the sword.  Innovation counts and this requires the leader to tap into the full power of the team.

Change in organisations doesn’t happen by itself.  The leaders must get busy coaching their people, ensuring their skills are constantly evolving.  They are challenging them to go faster, further, higher.  This is not simply managing a process, this is igniting workplace enthusiasm to ensure the team themselves want to be better.

The typists have all departed the typing pool and moved on.  Managers who can only manage process are going the same way. The modern business requirement is to be able to both manage process and build your people.  Businesses slow to recognise this will be eating the dust of their competitors and wondering what happened.

This issue of leading versus managing is not new, just more urgent today.  The Leadership Training for Managers Course is powerful – a game changer for organisations.  It is available in both English and Japanese, both as a Public Course or an In-House offering.

It was developed originally in New York by Dale Carnegie in the 1950s and has been undergoing constant kaizen and refinement ever since 

It is permanently being tested in more than 90 countries and 30 languages around the world 

In the last five years in Japan, this course has achieved an average "exceeded my expectations" rating of 78.7%

This is the Highest Standard of Leadership Training, based on proven methods that work, taught by professionals

 

 

The Leadership Training for Managers Course curriculum is comprehensive.  At the end of the training the participants will :

Discover how our experiences, beliefs and values shape our leadership style and discover the impact of that style on our organisation’s environment and culture

Develop human potential and build relationships of mutual trust and respect

Create and maintain processes and procedures that drive innovation, plan and define performance goals, utilise time effectively, delegate, analyse problems and make decisions

Develop leadership by demonstrating effective questioning and listening skills: one-on-one, in small groups and leading problem solving meetings

Balance the desired outcomes of visions and plans with an accurate assessment of actual performance and holding others accountable to predetermined results

 

The Leadership Training for Managers Course is a complete solution for organisations and covers the following curriculum:

Developing Personal Leadership
Understand leadership and management and the related 5 drivers for success
 
➢ Self-direction
 
➢ People skills
 
➢ Process skills
 
➢ Communication
 
➢ Accountability
Describe leadership experiences and values
Conduct an "Innerview" to open the lines of communication and build trust
 
Achieving Organisational Results
Set time utlisation goals
Chart organisational results and key relationships                                      
Create a personal leadership vision

 

Understanding The Innovation Process

 
Become proactive instead of reactive in change management
Recognise and encourage idea fluency
Facilitate an innovation process for problem solving and continuous improvement
Create a safe environment for the exchange and flow of ideas

 

Demonstrate The Planning Process

Describe a vision in clear, specific, compelling terms
Identify the steps necessary to transform the vision into action                 
Implement a plan with clearly defined communication goals

 

Defining The Performance Process

Create a picture of what their job looks like when it is being done well
Write a document that defines performance expectations
Identify key skills, knowledge and abilities essential to job performance
Translate business objectives into daily activities with measureable results 

 

Appraisal Systems And The Coaching Process

Conduct "RAVE" performance reviews
Describe the Cycle of Growth and Change and how it relates to training
Apply the steps of the Coaching Process to improve performance in others 

 

Problem Analysis And Decision-Making

Use defined processes to solve challenging problems
Apply decision-making techniques to reach more sound decisions
Apply principles of controlling stress and worry in making decisions and solving problems

 

Recognising Human Potential

Examine your work environments and identify the current motivation levels
Identify motivation factors and tools to increase motivation among associates
Apply Human Relations principles to build effective relationships and commitment levels
Accentuate the positive in specific, measurable terms

 

Implementing The Delegation Process 

 
Delegate tasks and responsibilities to develop and train others
Plan and prepare for a delegation meeting
Communicate clear performance standards for follow-up and accountability                         
Understand the Empowerment Cycle

 

Handling Mistakes

● 
Effectively handle mistakes using a Human Relations Approach 
Refer to the problem or situation in a professional way to more consistently retain valuable people and team empowerment
● 
Maintain control by managing RAME (Reasonable, Allowable Margin of Error)

 

Communicate To Lead

 
 Create opportunities for feedback to close the communication loop
 
 Demonstrate effective questioning and listening skills that strengthen relationships
 
 Consider various forms of communication and their impact

 

Leading More Effective Meetings

Generate participation in meetings by applying Human Relations Principles
Discover ways to build cooperation and positive results in meetings
Consider guidelines for meeting effectiveness before, during and after

 

Celebrating Success

Sell a change to your organization as a result of the Innovation Process
Demonstrate the ability to turn ideas into a plan of action

 

Committing To Continuous Improvement

Evaluate personal results of this training
Present evidence of achievements
Set measurable goals for future leadership development                      
 

The Leadership Training for Managers Course is a must for those who want to be successful. 

If there was NO RISK to taking this training, because of a 100% satisfaction or your money back guarantee, wouldn’t this make the decision to start now a lot easier?

 

Register NOW 
to ensure your place in the next programme 

by clicking on the REGISTER button below

We Have Removed The RISK

If you complete this course and 
are not 100% satisfied with this programme, 
you will have your investment refunded immediately

The Leadership Training for Managers Course is delivered in three parts: 

Part One: there is a 30 minute TeleCoaching session before the course, to explore the areas where you see the greatest benefit in developing further.  

Part Two: a Time-Spaced seven week programme of 3.5 hour sessions.  In Week Eight, you will present your Innovation Project to your boss. 

Time spaced has been shown to be a highly effective learning technology, because it allows the participants to immediately try what they have learnt between sessions and then return the next week and share their experiences with their peers and their instructors.  

Part Three: following the seven  3.5 hour sessions, there are two 2 hour follow-up sessions for those completing the Public Programme.  Separately, there is a half-day session 6 months later, for those completing the programme, when delivered as In-House sessions.
 
 
 

Akasaka 2-chome Annex #501, 2-19-8 Akasaka, Minato-ku, Tokyo, - 107-0052, JP
P: +81 3 45205470

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