ASSURING THE ABILITY TO DEAL WITH
PEOPLE BOTH EXTERNALLY AND INTERNALLY.
GOALS AND VALUES AS A BASE.
IDEAL MOTIVATION AND PRODUCTIVITY.
PRACTICAL TOOLS FOR DAILY TASKS.

Successful Leadership –
Productivity and Motivation

• PERSONAL GOALS AND RESULTS

  For several years now, the focus of organizations has gradually shifted from productivity and the company itself, to dealing with people who create, sell and buy the product.

  This means that in addition to performing their own professional roles, executives also have to focus on the leadership skills of their employees.
  How managers deal with their employees and partners is crucial to a company’s success.

  Goals must be made in consultation with both employees and partners.
  Then a business culture with a clearly defined division of duties can emerge, assuring a competent leadership where employees are engaged, motivated and productive.

  This seminar helps goal-driven participants develop tools for practical use in daily tasks.

• METHOD

  Small groups of at most twelve participants. Following twenty minutes of theory, twenty minutes of teamwork and exercises manifest the lesson learned. The trainee is now able to adapt and refresh his studied knowledge at anytime.

• PROGRAM CONTENT
  1. Your questions and situations
  2. The basic abilities and duties of an executive: dealing with people, conceptual skills and functional skills. Emphasis of these three exercises’ interaction, in relation to the management level and the professional development
  3. How to act as a leader:
     analysis of your management style
  4. Employees don’t have a post, a job or a “position”; they have skills, and therefore different levels of development
  5. Theory X and Theory Y (McGregor):
     the five most common causes of decreased motivation and decayed performance
  6. Leadership: natural talent or learned trade?
  7. Leadership skills
  8. What is leadership?
     Management styles adapted to the stage of development.
     Feedback from the analysis of your management styles.
  9. Delegation: theory and praxis
     – Bill Smith: teamwork stressing delegation and leadership
     – Matchmaker: a game to exercise management styles
  10. The third leg of situational leadership
      (Dr. K.Blanchard)
      Introducing changes
  11. Criticism and praise
  12. Coherency and motivation as a result of good
      leadership