Soft leadership skills (WS25)


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A workshop on developing soft leadership skills in managers. Contributor: Sense Scotland.

Published in: Leadership & Management
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  • Leadership (2 Days)Define the term leadership and identify what makes it ‘effective’ in terms of leadership actions and behaviour.Identify a framework for understanding the concept of leadership as a fundamental and critical part of the manager’s role.Identify a range of leadership styles and their appropriateness to effective team performance in a variety of situations with a variety of tasks.Analyse your own approach to leadership in terms of style and behaviour and compare and contrast it with a wide range of research into what makes leadership effective.Define and understand the concept of motivation and its links with leadership and how the theories and research into these areas can be applied to the workgroup in order to sustain and/or improve performance. Building the Team (2 Days)1. Identify what makes a team ‘effective’ in terms of the characteristics of both the leader and the team members.2. Identify the key stages in a team’s development and how this can impact on team performance.3. Identify the actions required in order to build, develop and maintain a high performing team.4. Develop an awareness of your own strengths as a team leader and team member, as well as areas that might require further development.Managing Performance (1 Day)1. Explain the role of the Manager in Performance Management2. Set SMART targets for the team3. Set performance standards for the team using the process of delegation4. Explain how they would measure performance against agreed standards5. Select an example of under-performance in the workplace and explain using performance improvement technique how they would address this under-performance Managing Your Time (1 Day)1. Identify your own major time stealers and formulate action plans to overcome them.2. Recognise the value of effective time management to yourself and your organisation.3. Plan and prioritise your time in a more efficient and effective manner.4. Apply a wide range of tools and techniques to enable you to maximise the use of your time and become better organised in your job.5. Take positive steps to gain control of your time and reduce your stress. Problem Solving & Decision Making (1 Day)1. Understanding the nature, scope and impact of a problem. 2. Gathering and interpreting information to solve a problem.3. Decision-making techniques4. Implementing and communicating decisions.5. Evaluating the effectiveness of decisions. Planning & Managing Change (1 Day)1. Benefits of innovation and change2. Planning for change3. Barriers to change and ways of overcoming them.4. The importance of communication to the change process5. Human and financial effects of change on individuals, departments and the organisation.6. Implementing and managing change.7. Monitoring and controlling change. Managing Conflict in the Workplace (1 Day)1. Identify the causes of Conflict at work.2. The stages in the development of conflict.3. The effects of conflict on individuals and the team.4 . Techniques to minimise and resolve conflict.5. Create harmony and engender a positive atmosphere.
  • Soft leadership skills (WS25)

    1. 1. Sense Scotland Business School Developing our Leaders Andy Kerr, CEO Ian Noble, Head of Training and Learning
    2. 2. Why?• Started September 2011• Managers Conference 2011 – The deal• Management Survey• Staff Survey/Stress Survey• Internal candidates not getting promotion• Need for Better Leadership• Need for Culture Change• New Strategic Planning Process• Governance Review
    3. 3. Objectives• To support – Culture Change – Strategic Plan delivery – Quality Assurance Programme – New Supervision Arrangements – New Governance Arrangements – Staff • Skills Development • Retention • Value
    4. 4. Content Areas for support and development based on analysis of feedback from Managers’ conference: Communication Time management IT skills Business planning Feelings Managing change and conflict General management and leadership
    5. 5. Content…2• Discussion at LT and with the course tutors – Managers already hold registration qualifications – Underpinning knowledge input and discursive approach to learning – Content and delivery in line with NOS for Leadership and Management – A series of modules to study in groups – Opportunity for peer support
    6. 6. StyleParticipants wanted:• Interactive – peer support- looking at real issues together – not abstract- safe/confidentialWe also wanted:• pre and post module exercises – linking theory to practice• Follow up with line managers through support and supervision –bringing topics to life
    7. 7. The course• Leadership (2 Days)• Building the Team (2 Days)• Managing Performance (1 Day)• Managing Your Time (1 Day)• Problem Solving & Decision Making (1 Day)• Planning & Managing Change (1 Day)• Managing Conflict in the Workplace (1 Day)
    8. 8. FeedbackParticipants’ comments:• Linking theories to practice made me think about why things work the way they do… keen to get feedback form staff via evaluations and set my own objectives and areas of development• I will be asking staff to appraise my performance so I can improve• It was useful to see that certain patterns of team behaviour may have developed as a result of certain previous leadership styles• Need to think more about the motivational factors for staff• How my approach will affect the responses I get from the team• I need to put my head above the parapet sometimes• Has helped me to think about what I need from my employer to enable me!• Better understanding of why some team members behave the way they do in group situations• Training like this makes you think about how you work with people… need to get my managers together as a group more often
    9. 9. Feedback…2• Importance of analysing and reflecting… looking at how I can bring my team together more• Sometimes, as managers, we strive for harmony – overlooking the fact that constructive conflict can be useful.• You get better results from a team than from an individual• Team dynamics – are we who we think we are?• Hope to promote a more effective team through better delegation and performance management• Discussion around barriers to good performance was really valuable – accountability and trust are both relevant issues.• Time stealers - exercise and solutions was really valuable• Good time management techniques will help reduce the additional hours I work some days• Has helped identify some of the main reasons why we don’t us our time as well as we should – and the reason why we get stressed• Need to consider ramifications of poor time management for whole organisation – to become a more effective manager by organising my time and setting achievable goals and tasks
    10. 10. Feedback…3End of course presentation to peers and LTrepresentatives –• What were the key learning points for you?• What did you do with new ideas?• What difference has it made?
    11. 11. How many?• 90 staff• seven sessions over nine days plus feedback event• Achievement recognised at annual Staff Awards event
    12. 12. Outcomes• Better understanding of roles• Better understanding of expectations• Final presentations from managers
    13. 13. Further informationPlease contact:Andy Kerr Noble