Course Code: LDP205

COURSE OVERVIEW

This short course explores the critical success factors required, including how to adapt your approach to suit different situations and team needs. You’ll learn how to translate organizational vision into goals that motivate and inspire your team and discover the positive impact of involving team members in a collaborative decision-making process. If you are a supervisor or team leader looking to develop your team leadership profile, this course will teach you the skills and knowledge you need to be an effective frontline leader.

LEARNING OUTCOMES

Upon completion of this course, you’ll be able to:

  • Model high standards of leadership performance and behavior while establishing key performance indicators to meet your organization’s goals and objectives
  • Support team members to develop, use and share their skills
  • Support team members to resolve conflict and other issues that affect performance
  • Use participative decision-making in developing, implementing and reviewing the work of your team
  • Use coaching and feedback to motivate and inspire a high-performance team

COURSE CONTENT

  • Expectations of a Frontline Leader
  • The leader’s role in achieving the desired results while maximizing employee involvement.
  • Your role in the organization’s leadership team – why leaders often feel caught in the middle between management expectations and the needs of front-line employees.
  • Why you should own your message with your team instead of blaming HR or Senior Management.
  • How to be consciously competent in your leadership role.
  • Leading By Example
  • The shortage of great leaders.
  • Characteristics of leaders, including a self-assessment of your leadership effectiveness.
  • Getting feedback from your team on your leadership approach.
  • How to lead by example.
  • The impact of leadership style on productivity and employee satisfaction.
  • Creating a vision for your team to be more productive and less reactive.
  • Avoiding the leadership trap by getting employees to think for themselves and be accountable.
  • Balancing leadership and friendship.
  • Motivating and Engaging Employees
  • Reflecting on when you were the most motivated and whether you are providing these opportunities to your team.
  • How your beliefs about others influences their behavior and performance.
  • How workgroup behavior and performance are a reflection of the leader.
  • Reasons employees don’t perform and how to correct and prevent them.
  • Motivating factors: The three most important actions a leader can do to create a motivational climate.
  • Different types of motivation – fear, incentive and attitude.
  • Effective Communication
  • Thinking before you speak – what you want to communicate.
  • The impact of what you say, how you say it and your body language.
  • How to be more persuasive and influential.
  • How to communicate with your manager.
  • Improving your listening skills.
  • How to prepare for and conduct a challenging conversation.
  • Leading Change
  • Why, as the leader, you need to buy into change first.
  • Understanding resistance to change and how to overcome it.
  • How change can be a positive motivator.
  • How to simplify the change, encourage the team and make it easier to change.
  • Correcting Unacceptable Behavior and Performance
  • Understanding your role in the coaching, confronting and correcting process.
  • Why it is important to say something when you see something.
  • How to comment on a performance, safety or quality issue.
  • How to address difficult situations and unacceptable behaviors.
  • When to involve your supervisor or manager.
  • Empowerment, Accountability and Training
  • Why most employees rely on their leader to make every decision, answer every question and solve every problem instead of being more self-sufficient.
  • How to get employees to take ownership of their work by clarifying expectations and applying positive and corrective consequences.
  • Six steps to more effective on-the-job training.
  • Managing Conflict
  • Recognizing that conflict is necessary and expected when implementing change.
  • Understanding that conflict, change and continuous improvement often co-exist.
  • Understanding your own conflict style and recognizing that different situations may require a different approach.
  • Remaining constructive when dealing with passive or aggressive employees and peers.
  • How to mediate conflict between two employees

Target Audience

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