Igniting Workplace Enthusiasm

Tuesday, 2017 February 7

Leaders Not Managers

Tuesday, 2017 February 7
18:30 - 21:55

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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.

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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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

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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

Register NOW
to ensure your place in the next programme

by clicking on the REGISTER button below

Recognising Human Potential