Learn to organize workflow, ensure employees understand their duties or delegated tasks, monitor employee productivity, provide constructive feedback and coaching, and set goals for performance and deadlines in ways that comply with the company’s vision.
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In Module One, you will learn leadership potential exists within each of us. External events can trigger that potential, or it can be learned by exploring ourselves. This training takes the latter approach. Once you learn true leadership techniques, you will build the confidence it takes to take the lead. The more experience you have acting as a genuine leader, the easier it will be for you. It is never easy to take the lead, as you will need to make decisions and face challenges, but it can become natural and rewarding.
Leadership is not telling others what to do. Leadership is inspiring others to do what needs to be done. Many people around the world who are in leadership positions are not leaders. Dictators call themselves leaders, but they are not – they are tyrants. There have been many presidents of the United States, but few were real leaders. Genuine leaders take a stand and motivate others to join them in a noble purpose. One such leader was Abraham Lincoln, who ended slavery in the United States. Another was John F. Kennedy, who inspired a nation to go to the moon within a decade, and it did. General Patton had a completely different but no less effective leadership style. What
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is it that makes a leader, and what separates the good from the great? This class will explore different leadership theories and examine what makes a great leader.
Influence is subtle yet incredibly powerful. You can order someone to do a task, but you cannot order them to do their best. It simply does not work and usually has the opposite effect. You can influence people to do their best by providing a powerful, motivating example in addition to positive reinforcement. Leadership addresses tasks, while influence addresses attitudes and awareness. Influence is the soul of leadership.
In Module Two, you will learn that the definitive leadership style research comes from Paul Hersey and Kenneth Blanchard, which they expressed in their Situational Leadership Model. The Hersey-Blanchard model addresses the key to practical leadership development: the attributes and styles of the followers.
Not everyone is on the same intellectual, maturity, compliance, or motivational level. Different people are motivated by different things, and this must be taken into account if one is to be a great leader. Communications experts consider it critical to tailor your message to your target audience. It is the followers you want to motivate, and you cannot do that if you do not know who you are trying to motivate or influence.
The importance of psychology in achieving and maintaining employee motivation is essential. A message can be repeated to a group of employees, but the words are empty unless they believe it and believe in it. In Module Three, you will learn some of the fundamental psychological theories that help employers produce a motivated workforce.
In 2002, Jossey Bass published a book by James Kouzes and Barry Posner called The Leadership Challenge. Building upon the Hersey-Blanchard model and other transformational leadership models, they went to the heart of what skills are required by the leader to stimulate such a transformation. In Module Four, you will learn how to influence your team and bring them to accept the leader’s vision as their own.
Remember, the best leaders exemplify what they want their team to be. George Washington rode into battle with his troops. You cannot lead from the rear, and sending your team out to take the heat and face the challenges while you remain in an ivory tower will eliminate any possibility of respect.
In Module Five, you will learn a leader is in the lead, right up front, ready to take the heat if something goes wrong. If something goes wrong, a true leader never blames his team even if they failed. A true leader takes the blame and then addresses how to correct the problems.
In Module Six, you will learn the key to true leadership is to inspire a shared vision among your team. Before you can convey a vision, you have to develop it. You must be clear in your vision, live it before others can see it, and model it from your behavior.
Far too often, we cling to what is familiar, even if what we cling to is known to be inadequate. The law of inertia governs most large groups: nothing will change if it takes effort to change something. In Module Seven, you will learn to search out opportunities to change, grow, innovate, and improve.
However, there is no reward without risk, so you must be willing to experiment, take risks, and learn from mistakes. Ask questions, even if you fear the answers. Start with the question, “Why?” Why are things the way they are? Why do we do things the way we do?
You cannot do your team’s work for them as mentioned before. Besides, if you do their work, why are they getting paid? You have your work to do. The Hersey-Blanchard Situational Leadership model’s ultimate goal is to develop your team to the point where you can delegate tasks without a lot of oversight.
In Module Eight, you will learn to be a true leader; you must enable others to act responsibly and not encourage bad worker habits by compensating or overlooking them. Simultaneously, you cannot criticize a follower for trying hard but making an honest mistake.
Employees, workers, and team members are not robots. Human beings have intellect and emotions. Failing to deal with them on those levels will ultimately backfire. You cannot program loyalty.
In Module Nine, you will learn if your team shares the work, make certain they share in the rewards. If you get a bonus for a successful task, share at least a portion of it with your team. More than one employee has felt betrayed by leadership when the boss gets a big bonus, and those who do all the work get nothing. You should throw them a party, provide a free lunch, or give everyone a pair of movie tickets or a lottery ticket, but do something to show they did not work hard, only to see you take all the credit.
In Module Ten, you will learn the best leaders can influence others to do something and think it was all their idea. Do not worry about taking credit for every good thing on your watch. As the leader, you get credit whenever your team succeed because you created the environment that allowed their success.
In Module Eleven, you will learn without a goal, your chances of successfully coaching your employee to better performance are low. Defining specific, measurable, attainable, realistic, and time-driven goals will plot a marker on the horizon that acts as your beacon. Without it, you are navigating blindly, causing frustration for both you and your employee because you never seem to make any improvement. It becomes a constant cycle of failing to meet the goal and talking to your employee.
