FACILITATIVE LEADERSHIP TRAINING
IMPROVE YOUR LEADERSHIP SKILLS NOW
- Facilitative Leadership Training working professionals will learn exceptional leadership is an individual-centered process of developing and supporting a culture at work that promotes goal achievement through effective relational methods. Facilitative leadership is essential to effective group processes, teamwork, workplace culture, and change management.
- Receive training from a management professional with 30+ years of experience.
- Four ways to learn: public class, webinar, self-study, or on-site training.
- Public class and webinar limited to four students for maximum learning.
- Certificate issued on completion.
- Cost: Three-day class $1999.00. Available Discounts.
- Public Class and Webinar Schedule is in the right column.
Facilitative Leadership Training Course Description
Students will learn to get results and to do it in a way that makes your organization a great place to work!
Working professionals will learn how to:
- use everyone and their time as a resource.
- give clear and consistent expectations about responsibilities and goals, and monitor progress without micromanaging.
- demonstrate concern for their subordinates, value their unique qualities, and encourage and support their growth and development.
- create a climate in which employees participate freely offering their creativity and expertise by asking for their input in decisions that directly affect them.
- explore alternatives thoroughly before making decisions, both in content and in process, and be clear about the decision process, who is making the decision, and how others will be involved.
- lead by continually asking questions and then genuinely listening to the answers.
- encourage self–critique and improvement.
- keep group discussions, and interactions focused, clear, and productive to ensure clarity of expectations, in terms of goals, roles, and decisions to promote a positive impact on relationships and productivity. Encourage and examine differences in opinion, build agreement and solutions that capitalize on the group’s best thinking. Secure commitment and buy-in for projects and decisions.
- create a balance between getting results and how you get them.
In the Leadership modules, working professionals will learn to organize workflow and ensure employees understand their duties or delegated tasks, monitor employee productivity and provide constructive feedback and coaching, set goals for performance and deadlines in ways that comply with the company’s plans and vision.
An effective leader motivates, inspires people, coaches, and builds a team to accomplish that portion of the company’s mission for which they are responsible. This class will provide you with the tools necessary to be an effective leader.
In the Meeting Management modules, students will learn to plan and prepare for a meeting, identify the meeting participants, choose the time and place, create the agenda, set up the meeting space, incorporate electronic options, identify meeting roles and responsibilities, use an agenda, chair a meeting, deal with disruptions, professionally deal with personality conflicts, take minutes, and make the most of your meeting using games, activities, and prizes.
In the Time Management modules, students will learn the process of organizing and planning the best way to divide their time between specific tasks and responsibilities. Students will be able to work smarter, not harder, so they get more done in less time improving efficiency and reducing stress not only in their employment but also in their family, personal, and social life.
Time management skills are essential for professional success in any workplace. Those able to successfully implement time management strategies can control their workload rather than spend each day in a frenzy of activity reacting to crisis after crisis…stress declines and personal productivity soars! These highly effective individuals can focus on the tasks with the great
In the Change Management modules, students will learn the processes, tools, and techniques to manage change to achieve the required business outcomes when the organization changes how work will be done focusing on how to help employees embrace, adapt, and utilize a change in their day-to-day work. Projects with excellent change management are six times more likely to meet the company’s objectives. Managing change is often the most challenging and critical component of an organizational transformation.
Employees participating in the change will make a difference. Change may require everyone to perform differently, and it is how well you prepare them for the change that will influence how they change their behaviors and processes that will make or break the innovations.
Managing change can prevent:
- declines in productivity
- the unwillingness of managers to devote the time or resources needed to support the change
- avoidance of meetings
- projects suffering due to missed deadlines, overrun budgets, and unexpected and unnecessary rework to get the effort back on track
- suppliers feeling the impact and disruption caused by the change
- customers, being negatively impacted
- employee morale suffering, stress, confusion, and fatigue
- the abandonment of the project after large investments of capital and time which can have a severe financial impact on the health and morale of the organization and the project
We know organizations are more effective and successful when they build change management into their company culture. Students will learn to effectively lead their people through change by being an active sponsor of the change(s) and demonstrating their own, as well as the organization’s commitment to the change. Change management involves communication, training, managing resistance, and following a structured process to drive successful individual and organizational change.
Why do we want to employ effective change management? We need to understand organizational change happens one person at a time, poorly managing change is costly, and effective change management increases success. Successful individual change is necessary if the organizational change is to be successful. If individuals don’t make changes to their day-to-day work, an organizational transformation effort will not deliver results.
In the Critical Thinking modules, students will learn:
- the components of critical thinking
- to utilize non-linear thinking
- to use logical reasoning
- to recognize what it means to be a critical thinker
- to evaluate information using critical thinking skills
- to Identify the benefits of critical thinking
- to revise perspective, when necessary
- to comprehend problem-solving abilities
Critical thinking is similar to the study of logic. Critical thinking relates to how we make decisions and use our judgment. Critical thinking is more than just thinking about thinking or metacognition. It is also about how we take action. Critical thinking involves many components, and we will address some unique elements in these modules.
Overwhelmed and don’t know where to start?
If you are experiencing problems with any of the following, we can help:
- unprecedented growth
- supply chain issues
- cash management issues
- introduction of new technologies
- development of a company mission statement or S&OP
- poor customer service
- poor internal training development
- declining or stagnant sales
- high employee turn-over
- no accountability for managers
Our account managers can work with you to improve the performance of your workforce in two ways:
- Our account managers can help you put together a comprehensive employee training program proven to be one of the best returns on investment there is.
- A business consultant to provide expert advice in a particular area such as management and leadership, accountancy, human resources, customer service, finance, or supply chain management.
Facilitative Leadership Training Course Outline
Days One and Two: Leadership Skills
Module One: The Evolution of Leadership
Characteristics of a Leader
A Brief History of Leadership
The Great Man Theory
The Trait Theory
Module Two: Situational Leadership
Situational Leadership: Telling
Situational Leadership: Selling
Situational Leadership: Participating
Situational Leadership: Delegating
Module Three: A Personal Inventory
An Introduction to Kouzes and Posner
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
A Personal Inventory
Creating an Action Plan
Set Leadership Goals
Address the Goals
Choose a Role Model
Create a Personal Mission Statement
Module Four: Modeling the Way
Determining Your Way
Being an Inspirational Role Model
Influencing Others’ Perspectives
Module Five: Inspiring a Shared Vision
Choosing Your Vision
Communicating Your Vision
Identifying the Benefit for Others
Module Six: Challenging the Process
Developing Your Inner Innovator
Seeing Room for Improvement
Lobbying for Change
Module Seven: Enabling Others to Act
Encouraging Growth in Others
Creating Mutual Respect
The Importance of Trust
Module Eight: Encouraging the Heart
Making Celebration Part of Your Culture
Module Nine: Basic Influencing Skills
The Art of Persuasion
The Principles of Influence
Creating an Impact
Module Ten: Setting Goals
Setting SMART Goals
Creating a Long-Term Plan
Creating a Support System
Day Three: Meeting Management
Module One: Planning and Preparing
Identifying the Participants
Choosing the Time and Place
Creating the Agenda
Making Logistical Arrangements
Module Two: Setting up the Meeting Space
The Basic Essentials
The Extra Touches
Choosing a Physical Arrangement
Module Three: Electronic Options
Overview of Choices Available
Things to Consider
Making a Final Decision
Module Four: Meeting Roles and Responsibilities
The Minute Taker
Variations for Large and Small Meetings
Module Five: Chairing a Meeting
Getting Off on the Right Foot
The Role of the Agenda
Using a Parking Lot
Keeping the Meeting on Track
Dealing with Overtime
Holding Participants Accountable
Module Six: Dealing with Disruptions
Running in and Out
Cell Phone and PDA Ringing
Off on a Tangent
Module Seven: Taking Minutes
What are Minutes?
What do I Record?
A Take-Home Template
Module Eight: Making the Most of Your Meeting
The 50 Minute Meeting
Module Nine: Writing Meeting Agendas
The Basic Structure
Choosing a Format
Writing the Agenda
Module Ten: Creating Fantastic Flip Charts
The Advantages of Pre-Writing
Using Colors Appropriately
Flip Chart Usage
Module Eleven: Creating Compelling PowerPoint Presentations
Creating Your Presentation
Preparing for Your Presentation
Delivering Your Presentation
Module Twelve: Wow ‘Em with the Whiteboard
Traditional and Electronic Whiteboards
Using Colors Appropriately
Module Thirteen: Vibrant Videos and Amazing Audio
Tips and Tricks
Module One: Goal Setting
The Three P’s
Prioritizing Your Goals
Module Two: Prioritizing Your Time
The 80/20 Rule
The Urgent Versus Important Matrix
Module Three: Planning Wisely
Creating Your Productivity Journal
Maximizing the Power of Your Productivity Journal
The Glass Jar: Rocks, Pebbles, Sand, and Water
Chunk, Block, and Tackle
Ready, Fire, Aim!
Module Four: Tackling
Why We Procrastinate
Nine Ways to Overcome Procrastination
Eat That Frog!
Module Five: Crisis Management
When the Storm Hits
Creating a Plan
Executing the Plan
Module Six: Organizing Your Workspace
Dealing with E-mail
Module Seven: Delegating Made Easy
When to Delegate
To Whom Should You Delegate?
How Should You Delegate
The Importance of Full Acceptance
Module Eight: Setting a Ritual
What is a Ritual?
Ritualizing Sleep, Meals, Exercise
Examples of Rituals
Using Rituals to Maximize Time
Module Nine: Meeting Management
Deciding if a Meeting is Necessary
Using the PAT Approach
Building the Agenda
Keeping Things on Track
Making Sure the Meeting Was Worthwhile
Module Ten: Alternatives to Meetings
Instant Messaging and Chat Rooms
E-mail Lists and Online Groups
Day Four: Change Management
Module One: Preparing for Change
Defining Your Strategy
Building the Team
Module Two: Identifying the WIFM
What’s in it for Me?
Module Three: Understanding Change
Influences on Change
Common Reactions to Change
Tools to Help the Change Process
Module Four: Leading and Managing the Change
Preparing and Planning
Keep the Lines of Communication Open
Coping with Pushback
Module Five: Gaining Support
Addressing Concerns and Issues
Evaluating and Adapting
Module Six: Making it All Worthwhile
Leading Status Meetings
Sharing the Results and Benefits
Module Seven: Using Appreciative Inquiry
The Four Stages
The Purposes of Appreciative Inquiry
Examples and Case Studies
Module Eight: Bringing People to Your Side
A Dash of Emotion
Plenty of Facts
Module Nine: Building Resiliency
What is Resiliency?
Why is It Important?
Five Easy Steps for the Leader and the Individual
Module Ten: Building Flexibility
What is Flexibility?
Why is it Important?
Five Easy Steps for the Leader and the Individual
Module One: Components of Critical Thinking
Module Two: Non-Linear Thinking
Step Out of Your Comfort Zone
Don’t Jump to Conclusions
Expect and Initiate Change
Being Ready to Adapt
Module Three: Logical Thinking
Ask the Right Questions
Organize the Data
Evaluate the Information
Module Four: Critical Thinkers
Seeing the Big Picture
Using Your Emotions
Module Five: Evaluate the Information
Watch out for the Bias
Ask Clarifying Questions
Module Six: Benefits of Critical Thinking
Being More Persuasive
Better Problem Solving
Increased Emotional Intelligence
Module Seven: Changing Your Perspective
Limitations of Your Point of View
Considering Others Viewpoint
Influences on Bias
When New Information Arrives
Module Eight: Problem Solving
Trust Your Instincts
Evaluate the Solution(s)
Module Nine: Putting It All Together
Retaining Your New Skills
Reflect and Learn From Mistakes
Always Ask Questions
Practicing Critical Thinking
Day 5: Coaching and Mentoring
Module One: Motivation Theories
Using Reinforcement Theory
Using Expectancy Theory
Personality’s Role in Motivation
A Personal Toolbox
Motivation on the Job
Addressing Specific Morale Issues
Module Two: Setting Goals
Introducing the G.R.O.W. Model
Setting SMART Goals
Goals and Motivation
Evaluating and Adapting
Module Three: Understanding the Realities
Getting a Picture of Where You Are
Exploring the Past
Module Four: Developing Options
Choosing Your Final Approach
Structuring a Plan
Module Five: Wrapping it All Up
Creating the Final Plan
Identifying the First Step
Module Six: The Importance of Trust
What is Trust?
Trust and Coaching
Module Seven: Providing Feedback
The Feedback Sandwich
Encouraging Growth and Development
360 Degree Feedback
Module Eight: Overcoming Roadblocks
Focusing on Progress
Module Nine: Reaching the End
How to Know When You’ve Achieved Success
Transitioning the Coachee
Wrapping it All Up
Module Ten: How Mentoring Differs from Coaching
The Basic Differences
Blending the Two Models
Adapting the GROW Model for Mentoring
Focusing on the Relationship
What Facilitative Leadership Training Course Students Are Saying...
San Francisco, CA
Videos, examples, and group exercises helped me correct my mistakes.
San Francisco, CA.
Instructor had a lot of background and valuable experience..
T. L. .
D. R. .
Instructor was very knowledgable on all topics. Kept the students involved in each topic.
R. B. .
San Francisco, CA.
It really provides a platform for improvement.
A. G. R. .
Great class! I’ll be a better leader for it.
M. R. .
Valencia, CA .
Very good ideas on improvement.
J. R. .
San Francisco, CA.
Made me aware of different issues that apply to learning/managing.
T. F. .
San Francisco, CA.
The instructor asked challenging questions.
S. P. .
San Francisco, CA.
Overall, very good course. Nice tools we can implement for 2017.
A. J. .
San Francisco, CA.
Facilitative Leadership Training Course Public Class and Webinar Schedule
Monday-Friday, August 19 – 23, 2019
Monday-Friday, August 26 – 30, 2019 Full
Monday-Friday, September 23 – 27, 2019 Full
Monday-Friday, October 21 – 25, 2019
Monday-Friday, November 18 – 22, 2019
Monday-Friday, December 16 – 20, 2019
Scheduled dates don’t work for you? Schedule your own start date (subject to availability). Contact customer service to check date availability at firstname.lastname@example.org.
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Each Student Receives:
- A student manual or textbook for use during and after the class.
- Instruction from an experienced business professional (minimum of 30 years) with at least five years in a corporate senior management position (CEO, President, COO, Vice President, CFO).
- Real life exercises to support training materials.
- Individual attention (classes are limited to four students).
- Personalized Certificate of Completion.
RESOLVE TO BE AN EXCEPTIONAL LEADER
By Mark Fleming, Executive Director, Academy of Business Training
We have seem significant reduction in business taxes and I want you to think about the best way to invest those savings. Responsible companies think of their employees and want to do something for them. Bonuses are good, pay raises even better but much like the saying, “Give a man a fish, and you feed him for a day; teach a man to fish, and you feed him for a lifetime.” the benefits of bonuses and pay raises can be short-lived.
In this article, I want to discuss how to apply those savings to create loyalty through exceptional leadership. The kind of leadership I’m talking about engenders the kind of loyalty in a person that they would willingly follow you into a situation that could cost them their life. I realize in business this is rarely the case, but if you study the leadership techniques of organizations that ask that of the men and women they lead you can learn these exceptional leadership skills. The organizations I’m referring to are the U. S. military.
There is no organization in this country that has more experience in training leaders than the U.S. Army. These leaders, along with those of the other branches of service, are responsible for helping this country become the dominant world power, but how do they do it? Business managers are happy if people just show up on time and do an acceptable job. How do you engender the kind of loyalty in a person that they would willingly follow you into a situation that could cost them their life? That’s the kind of leadership the military must produce, so how do they do it?
In this article, I cannot go into the details of leadership, which can take years to perfect, but I can provide you with the foundational elements essential to the success of any organization.
In military leadership, you learn your first duty is to accomplish your unit’s mission or in business terms the goals of the organization. The senior management of most business organizations stop here and fail to understand the second duty of a leader…the welfare of those under you. Unfortunately, these managers view employees as a commodity; you buy them with an hourly wage or salary, and they’re yours to do with as you please. What happens to employees after they leave the workplace is of no concern to this type of manager. The military is keenly aware loyalty is a two-way street. You cannot expect a person to give their all when those responsible for their well-being view them as an expendable commodity.
What do we mean when we say the welfare of those under you? It’s meeting the basic needs of every human being (for a better understanding of how motivation and a person’s needs being met go hand-in-hand see Herzberg’s Theory of Motivation and Maslow’s Hierarchy of Needs). This starts with paying a livable wage. You cannot expect a person to be dependable and do a good job if they’re worried about how they’re going to pay the rent, how they’re going to get to work when they don’t have dependable transportation, or how they’re going to pay the medical bills of the sick child.
Usually, at this point in our leadership class, someone will comment that their company does pay a livable wage, but it’s not their responsibility to watch over employees to make sure they spend their money wisely. I tell that person. actually, it is if you want the kind of loyalty to the organization I’ve been talking about. You must reduce the stress caused by the day to day pressures of life so your employees can focus on their job and realize their success is tied directly to the company’s success.
Quality medical care is paramount. Everyone in the military is well aware of the medical care they receive is second to none. Care enough about your people to provide the best medical coverage you can afford.
Safe, comfortable housing and dependable transportation are essential to the well being of your employees, especially your hourly workers. I am not suggesting you buy your employees a house and car, but you can negotiate with dealerships to provide the lowest price possible. In the company I was privileged to be president of for over 22 years, our employees would find a vehicle they wanted and negotiate what they were told was the best price. We then sent in our vice president, who was a pit bull when it came to negotiating, who would get the price reduced another 2 – 4 thousand dollars. We did the same thing when an employee wanted to buy a house by helping them save for the down payment and then negotiate the lowest purchase price and interest rate.
One thing I discovered early in my career was hourly employees when faced with a situation they did not know how to handle would adopt the attitude that if they ignore it long enough, it will go away. Of course, when it comes to legal matters this is always disastrous, but if they know they can talk with an attorney at no cost to understand what is about to happen and then make arrangements for legal representation at their expense they are much more likely to deal with the problem.
There are numerous free public services available to your employees. Services like financial management, parenting classes, English as a second language, mental health counseling, and educational loan assistance are offered in most communities. Take the time to compile a list of these services in your area and make that information easily accessible to your employees.
So what can you do to promote the kind of loyalty I speak of? For large companies, I would encourage you to create a Director of Employee Services. This person would be responsible for the creation and administration of the employee loyalty program. The position can be under you HR Director, but the employee services director should have direct access to the CEO.
For smaller companies, like the one I was president of, the duties can be split among your senior managers. If your company is reluctant to adopt an employee loyalty program, then do what you can yourself. Maintain a binder with community services, so you are familiar with where to send someone when they are experiencing life’s little road bumps.
Through the wise use of your resources, you can create an environment of trust with your employees. When employees know the company cares about their well-being, you will engender the kind of trust necessary for extraordinary growth and profitability.