Uncertainty seems like the normal state of affairs in 2020, and 2021 doesn't look any more certain.  Times of uncertainty demand more of leaders.  Leaders and managers must keep growing their skills and abilities if they're going to be able to lead their organizations and people through times of unpredictability.  

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Every business has been affected by economic changes, demographic changes, and challenges brought on by Covid-19.  We are seeing business being forced to change their business model, increase their efficiencies,   quality, customer service and their production levels in order to survive in a changing environment.

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Leadership plays a key role in businesses being able to provide stable jobs, quality products and service and opportunities for people to grow in their roles, advance in their careers, and contribute to the success of the organizations they are a part of.

 

                                                                       Course Breakdown

 

 

 

1. Effective Communication

 

What is effective communication?

A 2-way passing of information so that both parties understand the same things the same way. Multiplying this by the number of people you need to communicate with will begin to show you the number of challenges to effective communication.

 

Effective communication is not an option for a business that will be able to survive and ultimately grow through the months and years ahead.  When our people are unsure and times are uncertain, there is no better tool than being able to effectively communicate with the people who are so vital to business strength.

 

We cover 4 components necessary for effectively communicating with our employees, our managers, and our customers:

Technical – Words – the words we use carry significant meaning – how to choose the right ones

Tone – We can say what we think without even using words – being deliberate with our tone

Body Language – How the way we carry ourselves, sit, stand, and hold ourselves can enhance or inhibit effective communication

Tools – We have myriad of communication tools available to us today, but how do we best put each one to use? 

 

 

Projected Learning Outcomes:

1. Leaders/managers will gain the tools and skills that will enable them to communicate pertinent information, vision, direction, objectives and purpose with employees and coworkers effectively, especially during times of challenge to the business and personal uncertainty.

2. That participants understand the value and use of each type of communication – word, tone, body language and how to effectively choose and implement each into their communication moving forward.

3. Leaders/managers able to communicate in a way to lead others through challenging times and situations that are potentially often loaded with emotional distractions.

 

 

 

 

 

 

 

 

   2. Leading Productive Conflict

 

Common views of and responses to conflict:

            It’s scary

            It’s unpredictable

            It’s damaging

            Avoid it at all costs

            Prevent it whenever possible

            It tears teams apart

We examine why the common views and responses are not only incorrect, but dangerous to a team that wants to become a high performing team.

Example of a baseball/fastball team – from outside the team it sounds like they’re chirping at each other. From within the team, it’s team members challenging each other to do their best, to get better. It’s a form of conflict.

Productive conflict should make everyone better.

Leaders must ensure that conflict is productive, not simply ensure that conflict happens.

Here are 5 of the 15 Rules of Productive Conflict

1. UNDERSTANDING CONFLICT

2. EMPATHY

3. STICK TO THE FACTS

4. KNOW WHAT YOU WANT

5. KEEP RECORDS

 

 

Projected Learning Outcomes:

 

1. To give the leaders/managers the tools and skills to confidently and successfully lead themselves and others through productive conflict situations in the workplace and in personal situations.

2. That each manager/leader will be able to initiate and participate in productive conflict in order to reach better solutions, during meetings with other leaders and their teams.

 

 

 

 

 

3. How to Set and Measure Clear Expectations

 

“I told the employees what to do, they just didn’t care enough to do it right!” – maybe and maybe not!

One of the most identifiable reasons for employees to fail in their roles is the lack of clear expectations and true accountability based on these expectations.
 

This module helps any leader and/or manager lay out clear expectations:

                1. What do we expect to get done?

                2. When do we expect it done?

                3. How do we expect it done?

                4. Who do we expect to do it?

 

But that’s not the end because expectations are 2-way:

1. What is the pay scale for an employee’s role? What is the criteria they need to fulfill in order to receive a raise in pay?

2. What is the direction of promotion within the company? What skills, aptitudes, attitudes, and responsibilities do they need to master so they can “move up” in the company.

3. What is the disciplinary process? Everyone needs to know this, and most people want to understand how this works. Clarity is the key word here. It doesn’t have to be a prolonged explanation, just clear. Example: verbal warning (2), written warning (1), suspension, termination. What actions or attitudes will result in the initiation of this process?

4. How do evaluations work, when do they happen, and who will conduct them? What is the purpose of evaluations in your company? Most people want to know how they are doing in their role, so they can get better at it. The better, and more regular this information is available to people, the better they can adjust and respond. 

 

We’ll walk through an example of laying out clear expectations for an actual position in a company for the purpose of being able to measure clear expectations.  We provide a template to use to measure your employee’s performance relative to the expectations of their role that you’ve laid out.

 

                Projected Learning Outcomes:

 

1. Management will have the understanding and tools to lay out clear and measurable expectations for the people they supervise.

2. Employees will understand why expectations matter, how they are arrived at, and how they will be held accountable

 

 

 

 

 

 

 

 

4. Helping Employees Understand Their Value and Cost

 

Mistrust, conflict, or frustration between management and employees is never a good thing.  But today it signals the death knell of almost any business.  “Employees just don’t understand” is something I hear regularly, and they’re right!  Many times employees don’t understand the costs associated with running a business, of keeping people employed, or the challenges of finding more work in times of decreasing customer demand. 

 

So then, why aren’t we helping them understand some of these challenges.  In Saskatchewan many employees still, at least partially, embrace the idea that if you own or run a company, money is constantly flowing into your personal bank account.  You and I know this isn’t the truth, so it’s up to us to help employees understand why they are valuable to a business, but also what the cost of having employees actually is.

 

The more people understand, the better they can do.  In this module, the leader can learn how to help their employees understand:

• the difference between the top line and the bottom line for a business – gross revenue is far different from net profit.   The difference efficiencies make for everyone can be understood to a much greater degree when employees grasp the expenses that are a part of everyday business.

• What actually makes an employee valuable to an organization – it’s not about just putting in time.

• How much does a $20/hour employee actually cost their employer?  As we both know, it’s a lot more than $20.

• How do employee mistakes cost an employer?

• How much does poor customer service cost an employer?

 

      We can build greater trust the more we can bring a better understanding between our  

      employees and management.  Keeping that in mind, we also cover how to engage employees

      and hear what it’s actually like to work for us.  Leaders/managers can easily forget what it was

      like to be an employee, so it’s also critical for us to hear from those we employ what it’s like to

      be an employee. 

 

                Projected Learning Outcomes:

 

1. Management and employees will gain a clear understanding of the value of what they do and how they approach their job.

2. A clearer understanding of what the cost of an employee is to a company.  Why do profit, efficiencies, productivity, safety, quality all matter will also be understood with greater clarity.

 

 

 

 

 

5.  Clarifying Organizational Values and Purpose

 

Focus.  It’s what separates the “also-ran” from the ones who succeed.  Coming out of business shut-downs and a significantly challenging future, the ability of a business to focus itself and its people will often spell the difference between a company that tried but just couldn’t pull it off, and a company that survives and even has the potential to create growth.

 

This module digs into how do we focus.  Identifying and bringing our people around a common purpose creates focus.  Bringing people around a common purpose gives us the opportunity for straightforward conversations, productive conflict, getting to the best ideas and business practices with out the all-to-common damaged egos and hurt feelings.

 

It sounds easy, but how do we craft a purpose?  How do we make it a central component to how our business operates?  That’s what we cover in the first part of this module.

 

The second component to this module is how to identify organizational values.  These values are the things that determine every decision we make – if in doubt about a decision or action – refer to our values.  Whether you include integrity, growth, profit, or whatever you and your team bring together, these values will change how your organization functions and how you interact in your pursuit of your common purpose. 

 

Again, it sounds like this should be easy and relatively straightforward.  It is, but it isn’t.  We will walk you through the process of leading your team into a values-based future. 

 

 

Projected Learning Outcomes:

 

1. Management and employees will have started the process of establishing values and a common purpose, with the necessary tools accessible to complete the process.

 

 

 

  

6.  Organization Skills for those of us who aren’t Naturally Organized

 

Why this is a “do – or – die” issue for leaders

            What does this look like when it’s practiced in real life?

                        Freedom – not a cage

                        You decide what you accomplish and how your time is valued

                        Less stress and less pressure

                        You get the important things done when they need to be done

                        You communicate that you are an organized professional

                        You are rarely caught off guard

 

            How does this tool affect your career?

                        Sets you apart as a professional

                        You are more relaxed and can make better decisions

                        You achieve higher levels of quality, safety and production

                        You have the time to notice the details

                        You are prepared ahead so you can respond with thought to a crisis

                       

           

Tools we use to establish control

                        Planner – daily, weekly, monthly

                        Running List – keep track of everything you need to remember, so you need to

                                                 remember almost nothing

                        Prioritizing tool – what you need to do and what you can simply ignore

                        Interruption prevention tools

 

            Challenges we face and how to counteract them

                       

            Where and how to start, and how to make it into a habit!

 

Projected Learning Outcomes:

Using the tools provided in the course, individuals will have the ability to:

1. Control information flow

2. Determine their priorities

3. Control their schedule

4. Determine the usage of their time to accomplish their objectives and responsibilities

 

 

 

7.  Don’t Just React to Change: Lead it!

 

Beware of the “Black Swans”

 

Views of change we need to master:

1. Anticipate it

2. Do what it takes to be prepared

3. See change as opportunity wrapped up like a challenge

4. We need to lead BETTER during change

5. Change is potentially devastating

 

How a leader needs to respond during change:

1. Prepare for the unexpected

2. Lead

3. Keep your head up

4. Practice clear communication

5. Solve problems as a team – this is a prime time to build a strong team

6. Remember: Leadership isn’t easy!

 

If this sounds too simple…. It is because this is just the beginning, we cover much more in the module.  Join us to change from reacting to change to leading it!

 

 

Projected Learning Objectives:

 

1. Management and employees can anticipate change

2. The ability to plan for change – leading to the opportunity to respond to change rather than simply react.

3. Understand the difference between various types of change

4. Understand how to approach change in reference to the different responses they will observe in different people.

 

 

 

   

 

8.  Inspiring confidence and courage in those you lead

 

The last 6 months have revealed a surprising level of fear among many of the people in our province.  The challenge for a leader during this time is how do we inspire confidence and courage in the people around us during the months and years to come.

When people focus on fear and anxiety, they can’t make the best decisions, they end up in flight or fight mode much of the time and logic and rational thinking goes out the window.  As a leader/manager, you cannot afford to have crucial decisions being made by people who are lacking confidence and courage.  What do you do about it?

This module takes us through the tools and skills we need to implement if we are to inspire the people around us so that in times of fear and uncertainty, we can help people make wise, thoughtful decisions in our organizations.  Mistakes are costly and poor decisions are the largest culprit.  Confidence and courage mitigate the risk of fear-based decisions and actions by the people we lead.

 

Projected Learning Outcomes:

 

1. Creating a sense of confidence and courage in the leaders

2. The managers/leaders will have the tools to create a sense of confidence in the environments they lead in and pass this on to the people they lead.

3. The ability to confront fear in those they lead while instilling a sense of calm.

 

 

 

 

 

  

 

9. Thinking positive isn’t enough: Emotional Intelligence for Leaders

 

“Just think positive, it will all work out if it’s meant to be”.  Sorry, this doesn’t actually work in the real world where you and I conduct our business.  Being positive is right at some times, but we also need to face the challenges head on and with honesty.  But, just “shooting from the hip” isn’t likely the best approach either.

How do we learn to “read” where people are at, how they are likely to respond to challenges, to pressure, to opportunities?  We can increase our Emotional Intelligence and learn to lead people more effectively regardless of the situation we find ourselves in.

There are 5 key components to EI and we illuminate each of them in a way that makes sense for real life:

1. Self – awareness – being able to step back from yourself and evaluate how you are coming across, what is driving your responses, and gain control over how you respond.

2. Self- Control or Regulation – EI is more than just being able to understand how we’re coming across and our responses, it’s also about being able to regulate those responses.

3. Intrinsic Motivation – Being able to motivate ourselves without external rewards.

4. Empathy – Being able to put ourselves into the shoes of others.  This doesn’t mean we agree with them, it just means we can understand where they are coming from and what might be their motivation.

5. Relational Skills – being able to create and foster relationships, build real rapport with people – new and old acquaintances.  How do we influence others when we’re not in a position of leadership, and how do we influence those who supervise us? 

We ‘re heading into some uncertain and challenging economic times. The better we can interact with and influence others, while staying in control of our own responses, the better we will be able to face and overcome whatever problems come at us.

 

Projected Learning Outcomes:

1. Practical tools for reading their own emotions, controlling them and channeling them to create desired outcomes.

2. Being able to be aware of other’s emotions, helping them control and channel the to create desired outcomes.

 

 

 

 

10.  Execution: Making sure the important things get done right

    

 

Definition: Consistently getting the right things done, in the right way, at the right time

 

Why does it matter?  Because without execution everything is just theory

 

What happens when we don’t execute:

1. Guilt

2. Cynicism

3. We stagnate

4. Everyone pays a price

 

Why don’t we always execute?

1. The fear of failing

2. We don’t want to lose control

3. Lack of accountability

4. We lack the right tools

 

Here are 3 of the 10 tools for executing consistently:

1. Set clear goals

2. Set measurable deadlines

3. Turn execution into a habit

 

 

 

Projected Learning Outcomes:

 

1. The tools and some basic skills to identify priorities

2. Access to the tools to ensure the right things get done in the right way, at the right time, by the right people.

 

 

 

 

 

 

 

11. Production/Quality/Safety/Customer Service:  The 4 legs of a successful business

 

“Safety is our priority” – it might sound right.  It might seem the trendy thing to repeat, but is it right?  Yes and no.  It is, but it isn’t.

Safety matters.  But so do productivity, quality and customer service.  In fact, they all matter, a lot.  Any business looking to come through the results of our response to the virus will need all 4 of these “legs” to be operating in overall balance. 

Why do each of the 4 legs matter to your business?

How do the 4 legs compliment each other?  What are the challenges to keeping all the legs operating successfully?  How do you overcome these challenges?

What you can expect when production, quality, safety and customer service work in tandem.

 

Projected Learning Outcomes:

1. A clearer understanding of how the 4 legs of a successful business all matter and how they build on each other to create success for everyone.

2. The ability to help the people they supervise understand the points from #1

 

 

 

  

 

 12. Creating Clarity in your culture, results, goals, strategy 

 

An organization’s culture is simply the way they do things.  A culture of productivity means that the people in a company are productive just because it’s a part of who they are as an organization.  How do we create the culture we need to be successful?  How do we create a culture where people go above and beyond in their roles and responsibility – consistently? 

How do we create the results we’re needing?  How do we set and reach meaningful and challenging goals? 

We have all heard a ton about strategic planning, being strategic, and how important a strategy is, but in this module we don’t just talk about theories, we give you practical tools for creating the culture, results, goals and strategy that are important to your business and to you and your people.

 

          Projected Learning Outcomes:

 

1. An understanding that culture, results, goals and strategies need to be deliberately crafted

2. The tools and ability to participate in creating clarity around these key items in their organization.

The ability to lead others in the process of creating clarity in their departments

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Each of the courses is between 2-4 hours in length, depending on the needs and desires of the particular organization and employees.  

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The training will take place in either a group setting, a one-on-one situation, or a combination of the two.  In person-live or online-live are options for how the training will be delivered.  This is dependent on the organizational needs, health regulations, and location of trainees.

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The training costs range from $85-95/hour per trainee.  Cost of the training manual is above the tuition costs.

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