This course is a tool for your leadership development. It is designed to help you create and accomplish your personal best, and to help you lead others to get extraordinary things done. At its core, leadership means setting goals, lighting a path, and persuading others to follow. But the responsibility entails much more. Leaders must get their message out in a way that inspires, make the most of their limited time, and build roads to precious resources. They must negotiate alliances, improve their colleagues, and align the ambitions of the many with the needs of the organization.

After you complete this course, you will be able to:

• Define your role as a manager and identify how that role differs from other roles you have had.
• Understand the management challenge and the new functions of management.
• Discover how you can prepare for and embrace the forces of change.
• Identify ways to get you and your workspace organized and get a jump on the next crisis.
• Identify your leadership profile and explore ways to use this knowledge to improve your success as a manager.
• Enhance your ability to communicate with others in meetings and through presentations.
• Create an action plan for managing your career success.

Course Topics:

Session One: Course Overview

• Learning Objectives 

Session Two: About the Learning Organization

• What Is a Learning Organization?
• Are You a Lifelong Learner?
• Scoring 

Session Three: Achieving Personal Mastery

• What Is Personal Mastery?
• Your Personal Vision, Part One
• Your Personal Vision, Part Two
• Our Personal Vision and Our Values
• Step One: Identify Your Values
• Step Two: Define Your Values
• Step Three: Put It All Together 

Session Four: Analyzing Our Mental Models

• Our Mental Models, Part One
• Our Mental Models, Part Two
• Mental Models in the Workplace
• Strategies for Working with Mental Models
• You Can Create New Mental Models!
• The Ladder of Inference, Part One
• The Ladder of Inference, Part Two
• The Ladder of Inference, Part Three
• The Ladder of Inference, Part Four
• Reflection: Using Your Own Experiences as a Resource, Part One
• Reflection: Using Your Own Experiences as a Resource, Part Two 

Session Five: Achieving a Shared Vision

• What Is a Shared Vision? 

Session Six: Team Learning

• Team Learning
• Team Learning Diagram
• Protocols for Skillful Discussion
• Preparing the Ground for Skillful Discussion 

Session Seven: Systems Thinking

• Systems Thinking 

Session Eight: Understanding Leadership

• About Leadership
• Think About Your Leadership Style
• Your Comfort Zone
• Understanding Your Comfort Zone
• Managing Performance, Part One
• Managing Performance, Part Two
• Servant Leadership
• Onboarding and Orientation, Part One
• Onboarding and Orientation, Part Two 

Session Nine: Five Practices

• Practices One: Challenge the Process
• Practices Two: Inspire a Shared Vision
• Practices Three: Enable Others to Act
• Image Identification
• Practice Four: Model the Way
• Practice Five: Encourage the Heart
• Practices in Practice 

Session Ten: Building Trust

• The Cycle of Trust and Performance
• Trust Exercise 

Session Eleven: Managing Change

• About Change
• Making Connections
• Key Factors in Successful Change: Empathy
• Key Factors in Successful Change: Participation
• Key Factors in Successful Change: Communication
• A Step-by-Step Plan for Change
• Case Study: Getting More From the Last Hour 

Session Twelve: The Four Room Apartment

• The Four Room Apartment, Part One
• The Four Room Apartment, Part Two
• The Four Room Apartment, Part Three
• The Four Room Apartment, Part Four 

Session Thirteen: Time Management Tips and Tricks

• Getting Things in Order
• Mastering E-mail, Part One
• Mastering E-mail, Part Two
• Mastering E-mail, Part Three
• Time Management Tips
• A Planning Checklist
• Putting Plans into Action with Scheduling Aids
• Organizing Your Work Area and Your Paperwork 

Session Fourteen: Managers vs. Leaders

• Managers vs. Leaders, Part One
• Managers vs. Leaders, Part Two 

Session Fifteen: Learning and Thinking Styles

• Learning Styles
• Learning Styles Exercise
• Thinking Styles
• Learning and Thinking Styles Exercise 

Session Sixteen: Influence Strategies

• Common Influence Strategies, Part One
• Common Influence Strategies, Part Two
• Cialdini’s Six Strategies 

Session Seventeen: Managing Relationships

• The Relationship Cycle
• Coaching Through Conflict, Part One
• Coaching Through Conflict, Part Two
• Coaching Through Conflict, Part Three
• Preparing for Conflict, Part One
• Preparing for Conflict, Part Two
• Preparing for Conflict, Part Three
• Managing Stress
• The Positive Effect
• Fifteen Steps for Dealing with Upset People
• Five Tips for Dealing with Difficult People
• Six Steps for Dealing with Angry People 

Session Eighteen: A Simple Problem-Solving Process

• Systematic Problem Solving
• Personal Problems 

Session Nineteen: Strategic Planning

• SWOT Analysis
• Individual Analyses 

Session Twenty: Doing Delegation Right

• What Is Delegation?
• Definitions
• Levels of Delegation
• Breaking Down the Model
• Delegation Case Study: Delegator
• Delegation Case Study: Delegatee 

Session Twenty-One: Criteria for Useful Feedback

• Giving Constructive Feedback, Part One
• Giving Constructive Feedback, Part Two 

Session Twenty-Two: Feedback Techniques

• Feedback Techniques, Part One
• Feedback Techniques, Part Two
• Case Study 

Session Twenty-Three: Mastering Your Body Language

• Mastering Your Body Language, Part One
• Mastering Your Body Language, Part Two 

Session Twenty-Four: Meeting Management

• Preparing for Meetings
• Reading the Reports
• During the Meeting
• Managing Meetings
• Presentation Tips
•  Session Twenty-Five: Pumping up a Presentation
• Pumping up a Presentation