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DAY ONE
Monday, 1st June 2009
Addressing the Role of the Manager
•Descriptions of the role of manager
•What do effective managers do?
Conquering Personality Challenges That May Influence the Efficiency of a New Manager
•Determining typical personality strengths of subordinate according to personality groups
•Stressing the personality danger areas, relating to the leadership position of new or potential managers
•Identifying all personality dangers areas of subordinates according to personality groups
Personality Type Indicators
•Individual profiling of each individual leader
•Identify personality leadership strengths of new managers
Selecting and Managing Effective Teams
•Understanding the importance of both HR and line management in attracting and retaining staff
•Identifying gaps in the teams strategic objectives and the implementation strategies
•Determining the effect of key personnel on strategic objectives
•Discussing techniques for new managers to discover the effect of their personality traits on their teams
•Highlighting phases of team development and leadership roles needed during different phases
•Discovering the effect of personality traits on performance and leadership in difficult situation
DAY TWO
Tuesday, 2nd June 2009
Strategies to Deal with Communication Barriers
•Focusing on leadership communication and the value of communication to potential and new managers
•Assessing the basics of the communication process
•Applying communication strengths based on personality traits
•Communication danger areas for leaders
•Identification of personal communication barriers
listening skills
non verbal communication
method and timing of communication
•Recognising subordinates communication strengths and weaknesses
•Overcoming communication barriers of subordinates
Dealing with Difficult People
•Identification of difficult employees/subordinates
•Handling of difficult employees by new managers
•Identification of performance indicator relating to difficult employees
Different Approaches to Handle Conflict Effectively
•Conflict management styles used in different situations
•Conflict management styles according to personality traits
•Conflict management styles and the effect thereof on performance
•Identification of personality traits inviting wrong conflict management styles in subordinates
•Predicting and understanding the use of conflict management styles used by subordinates
DAY THREE
Wednesday, 3rd June 2009
Situational Leadership and Application Thereof
•Addressing the basics of situational leadership for new managers
•Understanding the real life application of situational leadership
•Assessing performance models linked to leadership
•Categorising each subordinates leadership profile according to performance
Leadership Styles
•Strategising of leadership styles based on the individual profile of each subordinate
•Individual development and performance evaluation based on leadership
•Delegation and reprimanding as leadership styles
•Directing and praising as leadership style
•Coaching and support as leaderships style
•Case studies on most difficult employees
DAY FOUR
Thursday, 4th June 2009
Assisting New Managers in Identifying Main Motivational Factors in Their Department
•Motivation and leadership
•Retention and motivation vs. individual supervisory role
•Case study: motivation for new and confident managers
Linking Time Management and Leadership
•Time management pitfalls according to personality traits
•Strategising to assist time management pitfalls of subordinates
•Handling of late coming by new managers in the public sector
DAY FIVE
Friday, 5th June 2009
Stress Management and Leadership
•Handling of employment equity and the effect on teams and individuals
•The effect of recruitment on new leaders
•Main stress factors?
•Stress management principles - Basics for new managers
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