By the end of the workshop managers will be better able to:
Participants work in pairs on flip charts and then highlight the key tasks they spend their time on. This will lead us into identifying if they are spending enough time on management tasks.
Leadership
What is leadership and what is management? We will spend some time identifying the differentiators between the two terms. We will then identify specific areas where participants feel they should be performing but are not.
Matching leadership styles to organisational needs
This session will focus on different leadership styles and how these link to the culture of your organization and ways that participants can adapt their style to suit specific needs.
The psychological contract
What is the psychological contract and how does it impact the relationship between employee and employer? We will have a short discussion around this concept and its importance in the work context.
All the things they didn't tell you
Here we take a look at all the things the line manager is responsible for including all the extra things that come with the role but aren't necessarily in the job description!
Authority as a supervisor
What is it? How do you get it? We will have a bit of fun turning up and down authority, from none upwards - just to show it can be done and the effect it has.
Communication
Delegates create their view of communications and then we discuss the different stages and how to make them work for you. So often we assume that having delegated something to someone, we will be clearly understood, and can turn our attention to our next task. How wrong we are. More often than not, what we say and what we mean and what someone hears, and what they do, are actually quite different.
On this line management course, we use a simple model to follow through a communication cycle, showing how easily we can be misunderstood but how with care; we can put our attention where it is needed so that everyone is clear
Persuasion, motivation and inspiration
We ask the participants: What motivates/de-motivates you? What motivates others in your team?
This is a pairs/threes exercise on flipcharts, which examines the differences in what motivates and de-motivates each delegate and the people they manage. It is an awareness exercise, which then asks the question "Are you doing everything you could do to motivate your team?"
Setting targets
Line Management targets can motivate or de-motivate. Here we will look at how setting clear objectives, targets and expectations can motivate the team to want to achieve them all and more!
We compare aspirational targets with a baseline approach and how they translate into a sense of success or failure.
What message does a line manager want to send? What is important?
Managing performance
This line management exercise looks at some of the feelings that get in the way of people managing poor performance effectively and where that leads us.
Handling conflict
The other much avoided line management responsibility; Dealing with Conflict
We look at a series of short exercises for use when communication has got difficult and tensions are mounting. Many of these techniques can also be used to pre-empt difficulties before they escalate.
Here we use a technique that finds common ground when you are in the midst of an argument and need to have a calm discussion. The agreement is used to diffuse tensions and to allow people to feel heard and acknowledged.
Personal line management style
Participants will be asked to acknowledge what it is that they do well and will get feedback from their colleagues on what they see that works for them.
