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Overall
Objective
To develop the leadership skills required in the ongoing process of directing the activities of individuals and teams towards the achievement of agreed goals, which support the overall goals of the
organization.
Module Objectives
Agreeing Performance &
Development Expectations
How to agree Performance Expectations which combine the requirements of the job from the organisation's point of view and the individual's needs for challenge and growth opportunities.
Coaching
How to ensure the development and growth of individuals as they work towards achieving agreed expectations including giving guidance and direction, providing instruction and training, and working with individuals on how they can go about a certain objective or skill.
Feedback
How to communicate to a person how she or he is doing against specific objectives and performance standards (including acceptable
behaviour) with the objective of ensuring continuous learning and achievement of objectives
Reviewing
How to monitor performance against agreed expectations to provide information for use in recognising achievements, giving feedback and developing strategies to solve problems and to identify coaching opportunities.
The Continuous
Learning / Performance Leadership Link
Foundation
Skills
Communication consistently reveals itself as a core competency in the business of relationships. The ability to interact effectively is the cornerstone of effective Performance Leadership. The foundation skills for this workshop are the CLEAR Interactive Skills
CLEAR™ Core Interactive
Skills
There are 5 behavior clusters that we have identified as critical to
the success of any interaction. These clusters make up the CLEAR
Skills of:
 Clarifying
Providing overall direction for an interaction and developing a
clear understanding of the topic or issue being discussed.
Listening & Responding
Showing that you are actively listening to and understand the
concerns and feelings of individuals or the group.
Exploring
Generating ideas and suggestions on what and how to go about
something.
Actioning
Reaching agreement on the best solution and tying down the
details.
Reviewing
Reviewing the interaction, establishing follow-up and
ensuring implementation of agreed actions.
Each of the CLEAR Skills clusters are further broken down into
identifiable and easy to learn behaviors. We should also note that
these skills are used as and when necessary and should not be seen
as sequential.
CLEAR™ Collaborative Problem
Solving Process
 An
underlying objective of all our interactions should be to enhance
the relationships between those involved. The only successful
way to achieve this is to approach interactions in a collaborative /
win-win manner.
With few exceptions most business related interactions are
of problem solving nature. A sales call, for example, should
be viewed as a process of helping both parties solve their
respective "problems". The seller needs to
sell. Buyers make "buying decisions" based on
a desire / need to resolve dissatisfactions / problems. Sales people
help buyers in this decision making process.
The CLEAR Process Model provides you with a process against which to
plan and conduct your interactions. The
process "steps" are not necessarily sequential, but each
is, as with the CLEAR skills, essential if you are going to achieve
your objectives for that interaction.
Module Overviews
Introduction & Key Concepts
- Leadership and Organizational Sustainability
- Beyond the What and How - Care Why and Caring For
- Understanding Learning
- The link between Continuous Learning and Performance Leadership
- The Performance Leadership Process
- Why Performance Leadership Can and Does Fail
- Common Problems and Implications
Foundation Skills - Communicating for Success
- An Introduction
- Importance of Effective Communications
- Communication Defined
- Communication Problems & Implications
- The Communication Process
- Barriers to Effective Communication
- A Success Profile
- Guidelines for Effective Communication
- Effective vs Ineffective Interactive Skills
- The CLEAR Interactive Skills
- The CLEAR Interactive Process
- Skill Practice
- Personal Development Contract
Establishing and Agreeing Job Expectations
- Establishing Job Expectations - Problems and Implications
- Linking Organizational and Individual Job Goals
- Planning work
- Understanding the WHAT and the HOW of a Job
- Setting SMART Objectives
- Guidelines for Establishing and Agreeing Expectations
- The Paper System
- Application of the CLEAR Interactive Model
- Skill Practice
- Personal Development Contract
Coaching
- Introduction
- Coaching Defined
- Coaching Problems and Implications
- Characteristics of the Effective Coach
- Self Assessment
- Benefits of Coaching - for the Coach and the Individual
- Coaching Opportunities - Proactive and Reactive
- Coaching - Making the Difference
- Application of the CLEAR Interactive Model
- Skill Practice
- Personal Development Contract
Feedback
- What is Feedback?
- Feedback Defined
- The Purpose of Feedback
- Feedback Problems and Implications
- Common Problems & Pitfalls
- Guidelines for Effective Feedback
- Application of the CLEAR Interactive Model
- Skill Practice
- Personal Development Contract
Reviewing
- Introduction
- Reviewing defined - the Process and the Progress Review
- Reviewing problems and Implications
- Common Problems and Pitfalls
- Benefits of Effective Reviewing
- Reviewing Techniques
- Types of Information - WHAT and HOW
- Sources of Information
- Recording Information
- The WHO Concept - Behavioural Data
- Guidelines for Effective Reviewing
- The Progress Review
- Rating Performance against Agreed Expectations
- Preparing for the Progress Review
- Conducting the Progress Review
- Application of the CLEAR Interactive Model
- Skill Practice
- Personal Development Contract
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