One of the hardest moves to accomplish is the transition from being a team member to being a team leader Individuals in a supervisory role are no longer on equal terms with their peers and have to earn their respect, show authority and lead them, often having to make unpopular decisions. This programme is designed not only to show the newly appointed supervisor the problems and complexities of the supervisor’s role, but also the possibilities and potential, enabling them to lead by example and so gain the trust and respect of their team.

 

Performance Based Objectives
 
• Understand the roles played in teams
• Be able to handle delicate situations assertively
• Set SMART goals
• Understand leadership roles and know which style to use and when
• Use influence to succeed
• Understand what motivates people
• Be able to mentor new personnel and provide constructive feedback
 
Programme Developed For:

 
Newly appointed supervisors and team leaders or those about to be promoted to a supervisory role who have had no formal training.

Programme Focus

Introduction & Objectives

 

Team Roles
• What are they?
• Harnessing different types to create strong teams

 

Assertiveness
• Knowing the difference between assertiveness, aggressiveness and submissiveness
• Conducting meetings assertively
• Handling aggressive behaviour

 

Situational leadership
• Understand those factors which determine the most effective leadership style: whether to direct and tell, sell and coach, consult and facilitate or delegate and empower

 

Motivation
• Hertzberg, McLelland and Maslow
• What are the factors affecting motivation?
• What motivates us as individuals?
• What is our individual motivational style?

 

How to influence
• Building rapport
• Making your point
• Identifying your influencing style: Negotiation, vision, logic, people orientation and association

 

Setting goals
• Agreeing goals which are specific, measurable, achievable, realistic and time bounded

 

Giving feedback
• The importance of having a structure for giving feedback: gathering data, formulating an initial assessment, getting agreement to the assessment, exploring the reasons, agreeing an improvement plan
• The rules of giving feedback constructively

Mentoring
• The importance of new personnel reaching maximum performance as early as possible