Dale Carnegie Training Leadership Training for Managers Syllabus V4.1 3 days 8 hours per day/ 7 sessions 3.5 hours per session

Transcription

1 Dale Carnegie Training Leadership Training for Managers Syllabus V4.1 3 days 8 hours per day/ 7 sessions 3.5 hours per session Program Objectives: 1. Discover how experiences, beliefs, and values shape our leadership style, and discover the impact of that style on the organization s environment and culture 2. Develop human potential and build relationships of mutual trust and respect 3. Create and maintain processes and procedures that drive innovation, plan and define performance goals, utilize time effectively, delegate, analyze problems, and make decisions 4. Develop leadership by demonstrating effective questioning and listening skills: one-onone, in small groups, and leading problem-solving meetings 5. Balance the desired outcomes of visions and plans with an accurate assessment of actual performance, and hold others accountable to predetermined results Materials Participant Manual Breakthrough Plan Pocket Reference booklet How to Win Friends and Influence People (HTWF&IP) text How to Stop Worrying and Start Living (HTSW&SL) text Leader to Leader journal Completion Criteria Complete 2.5 of 3 days/6 of 7 sessions Demonstrated visible improvement in program skills as indicated by oral reports Prepare a 3-month to 1 year organization, project or department plan. Develop a Performance Results Description to define accountability. Generate a creative cost reducing or revenue-generating innovation plan. 1

2 Pre-Training Assignments Purpose: Begin the training with a clear picture of how time is spent and the interactions we have with other people and departments. Complete time log Complete mind map How to Win Friends & Influence People: Chapters 1-3 Session 1A: Developing Personal Leadership Session 1B: Achieving Organization al Results Understand leadership and management and the related drivers for success Describe leadership experiences and values Conduct an Innerview to open the lines of communication and build trust Leadership qualities Values identification Strengthen Relationships principles Innerview process Set time utilization goals Chart organizational results and key relationships Create a personal leadership vision Time, cost, quality balance Tyranny of the urgent Time management tools Relationships map Initial Assessment (Breakthrough Plan) Interview key staff members Apply strengthen relationships principles Leader to Leader Journal: Leadership Starts with You Stand Up for Your Values The Leader as Capacity Builder H T W F & I P: Part 1 & 2 Part 1 Complete time log Block time 2

3 Session 2A Understanding the Innovation Session 2B: Demonstrating the Planning Become proactive instead of reactive in change management Recognize and encourage idea fluency Facilitate an Innovation for problem solving and continuous improvement Create a safe environment for the exchange and flow of ideas Idea Fluency Continuous improvement vs. breakthrough Green and red light thinking Innovation 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 First draft of planning process Begin Innovation project Leader to Leader Leading in the Innovation Zone Micro Strategies: The Key to Successful Planning in Uncertain Times Part 2 Begin planning process 3

4 Session 3A: Defining the Performance Session 3B: Appraisal Systems and the Coaching 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 measurable results Identify key result areas Define SMART performance standards Develop duties & activities and skills, knowledge & abilities Begin first draft of Position Results Description Conduct RAVE performance reviews Describe the Cycle of Growth and Change and how it relates to training Apply the steps of the Coaching to improve performance in others Performance appraisal guidelines Cycle of growth and change Coaching process Techniques to develop people Gain Willing Cooperation principles Begin PRD Create monthly project list Oh No! It s Performance Review Time Again H T W F & I P: Part 3 Part 3 Apply Gain Cooperation principles Apply coaching process 4

5 Session 4A: Problem Analysis and Decision Making Session 4B: Recognizing Human Potential 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 Problem analysis Decision making Stress management principles Midpoint assessment Examine your work environments and identify the current motivation levels Identify motivation factors and tools to increase motivation among their associates Apply Human Relations Principles to build effective relationships and commitment levels Accentuate the positive in specific, measurable terms Reasons for non-performance Motivation and manipulation What people want from their jobs Hierarchy of needs Recognition systems and application Apply problem analysis tools Apply decision making tools Apply stress principles Be Careful What You Reward You Might Get It Part 4 Apply recognition process 5

6 Session 5A: Implementing the Delegation 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 Delegation self assessment Six degrees of productivity Delegation process and practice Organization mapping and follow up Maintaining accountability Empowerment cycle and RAME Apply delegation process Apply accountability Conflict Competent Leadership H T W F & I P: Part 4 Part 5 & 6 Session 5B: 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 Reasonable Allowable Margin of Error The right approach to restore performance Be a Leader human relations principles Giving constructive feedback Case study Apply Be a Leader principles Conduct a constructive feedback conversation 6

7 Session 6A: Communicating to Lead Session 6B: Leading More Effective Meetings 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 Communication self-evaluation Linear and interactive communication Levels of listening and LADDER Building listening skills REALLY listening Sell innovation assignment 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 Meeting complexity and productivity Pre-meeting considerations and check list Post-meeting follow up Passive, aggressive, assertive Cushion to gain alignment Apply communications principles Prepare innovation presentation Developing Peripheral Vision, Part 7 Apply pre and post meeting concepts Practice cushion approach 7

8 Session 7A: Celebrating Success Session 7B: Committing to Continuous Improvement Post Training Assignments Sell a change to your organization as a result of the Innovation Demonstrate the ability to turn ideas into a plan of action Innovation project reporting Innovation project amount of money saved or generated Evaluate personal results of this training Present evidence of achievements Set measurable goals for future leadership development Wheel of life Major benefit reports to group Final Assessment (Breakthrough Plan) Complete Program Evaluation Activities: Conduct staff Innerviews Coach staff to complete their own PRDs Complete reading How to Win Friends and Influence People Complete reading Leader to Leader Final innovation project due Final planning project due Final PRD due Leading Your Total Life the Peter Drucker Way Part 8 Final Session Purpose: Implement the skills and knowledge acquired in this program to assure long term learning, application, and success 8