The Performance Driven Leadership Course
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The Performance Driven Leadership Course |
What
makes this course important and different?
The Performance Driven Leadership Course is designed for the organizational leader from any level who is charged with very high accomplishment goals under a limited time and resource condition. Whether a CEO, City Manager, or administrator, it combines the best techniques of performance management with the leadership techniques that have sustained effective change for centuries.
It is a course that provides not just great ideas
but the tools to make leading change successful. Some of these tools
participants will leave with include ·
the performance focusing inversion technique ·
building your leadership style around the needs of those to be led ·
constructing a job performance amoeba to see if you are really getting great
performance or just a substitution ·
how to learn the “DNA” of the group you are charged with leading to
effectively build your leadership “theme” for group motivation ·
how to use a three dimensional format to construct a vision toward your
people’s achievable destiny ·
a personal checklist of the Eight Ways
Leaders (like you) Change the World.
Many of the tools and techniques are unique to this course and the final leadership week of American Management Association International’s highly regarded Four-Week Management Course. No other Program offers this exceptional combination of both the theory and the practical tools of leadership with a high performance focus.
The Course Experience:
The Performance Driven Leadership Course can be provided as a full two and ½ day program or in specially assembled components that pack a glistening array of learning and practice techniques using cutting-edge program presentation technology. These include not just great visual effects but the faces and sounds of the real voices that have build our times. Examples of the men and women from business, history, politics, military and science who have used the Eight Ways of the Leader effectively will be brought into the total program experience in order to find each course participant “where they live”.
1.
Facing Change: How the Leader Deals
Effectively with the Needs of the Now
2.
The Leader Finds and Deals with People
“Where they Live”
3.
The Performance-Driven Leader Focuses the
Energies of People on the Critical Few High Pay-Off Areas
4.
The Performance-Driven Leader Hears the
Cares and Aspirations of the Others
5.
Performance Driven Leaders Develop their
People’s Performance Potential
6.
The Performance-Driven Leader is Seen as
a Person of the People
7.
The Performance Driven Leader Paints the
Vision and Marks the Place between What Was and What Will Be
8.
The Performance Driven Leader
Communicates Achievement and Models the Way
1. Facing Change: How the Leader Deals Effectively with the Needs of the Now
Module Overview
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Provides an initial model of the contrast between leadership and management and how this is reflected in understanding It selects and focuses upon the special skills leaders will require in their quest for effectiveness as a Performance Driven Leader. The module will include examples of leadership as reflected by both the dark side and ideal qualities of leaders. Designed to familiarize participants with the first two roles of the leader then, as leaders to analyze their view of change.
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Learning Objectives |
· Understand today’s leadership needs that are responsive to global trends in technology, competition, work forces and people. ·
How these changes affect course participants.
Ways that the participant will need to
respond to the environment, intuition, flexibility, responsiveness,
informed, analytical, creative. · To exchange views, ideas and experiences with other participants and the course leader on challenges facing today’s leaders and what they must do to not only survive but to prevail. The differences between managing and leading, · What is a direct vs. non-direct leader and why it matters. · Detecting symptoms from the “Dark Side” of leadership to be avoided. · What are the eight ways that successful leaders have used to “Transform” their world? Decide whether leaders make the times or times make the leader. · Rate your knowledge of how to lead and manage change. · To compare your views on managing change with your group and determine if approaches need some re-thinking. · Practice your change management skills and knowledge.
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Topical and Process Content |
A. The major classes of change to which leaders must be responsive. B. The speed of change as it affects the leaders and the people C. Leading vs. Managing: The Critical Differences D. Current Leadership Challenges · Leadership skills required to meet base level challenges. · Leadership talents needed to excel and prevail in the 21st Century E. Individual introductions and group reports.. F. When leadership goes wrong: Detecting the “Dark Side of Leadership” G. Eight ways leaders have changed their world H. Group sessions: Deciding the key challenges to leading your organization in the 21st Century. Group reports and discussion |
Module overview |
Session designed to provide participants with the development of the leadership models of today and what their individual primary and secondary leadership styles mean. The session will conclude with an application session. |
Learning Objectives |
· Learn the two major considerations a leader must utilize to be effective. · Understand how leadership principles were formed in North America. · Find out your primary and back-up leadership styles. · Uncover if your leadership preferences reflect the needs of your group or only yourself. · See how Situational Leadership and Transformational leadership models complement each other.
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Topical and Process Content |
A. Introduction to the Leader Roles #1&2: Understanding the Needs of the Now and Hearing the cares and aspirations of the people. B. A brief history of motivational and leadership studies in North America. C.
Completion
of LEAD instrument D. Description of LEAD categories and follower maturity or readiness. E. Scoring of individual results F. Analysis of results G. Work session on LEAD application or Video H. Individual reflection and improvement planning on personal style and potential problem areas. |
3.
The Performance-Driven Leader Focuses the
Energies of People on the Critical Few High Pay-Off Areas
Module Overview |
The performance driven leader knows that for the people resources to excel, they cannot be squandered upon time consuming activities which do not focus upon the vision, mission and strategic objectives of the organization. Avoiding non-related case studies, in this module the Circuit Breaker or Inversion Technique is tested upon real-life, on-the-job examples of the course participants. The result: an inversion technique usable for a lifetime of decision-making.
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Learning Objectives |
· Find out the three critical factors composing the high performance triangle. · Learn how the Unit President Technique provides job freedom while clarifying natural boundaries. · See the way to get the results you want by using the “Incompetence Criteria”. · Write an “Instant Job Mission Statement” clearly and concisely in just minutes. · Why top performers avoid the “ing” words. · Take back to the job the Laws of Performance Management and the Four Levels of Performance Authority.
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Topical and Process Contents |
A. An introduction to leading the performance management processes. B. Selection of a real-life candidate from an on-the-job situation to use as a test for focusing energies and results. C.
Completion
of the Job Definition Worksheet to establish the critical few results the
job was invented to deliver. D. Filling the “buckets” of Outputs, Crises and Constituents. E. Substituting results for activities. F. Capturing the vital essence of the job. G. Defining Key Result Areas H. The six ways to describe the critical results required. I. Constructing the “Instant” Job Mission Statement. J. Group analysis and feedback. |
Module Overview
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To be effective as a performance-driven leader, one must not only understand the cares and concerns of others, but must first understand her or himself. This module taps the base sources of behavior and motivation and provides each participant with a template to gauge their own behaviors as leaders as well as the techniques desirable to motivate their people to an achievable destiny.
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Learning Objectives |
· How the way in which you handle favorable or adverse situations reflects your personality. · Learn to identify the individual differences in others, which provide guidance to you as coach, teacher and mentor. · Detect ways to find the “Individual Motivational Handles” for each of your colleagues, superiors and subordinates. · Practice your knowledge of human behavior in small group sessions.
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Topical and Process Contents |
A. What are the timeless factors, which describe human behavior? B. Is it Nature or Nurture; how much of behavior is learned and how much “Came in your package”? C. Gaining insights to people by how they present themselves in terms of aggressive and passive behavior. D.
Completion
of Motivational Self Analysis Questionnaire E. Analysis of individual results F. Group projects to apply behavioral-motivational concepts. |
5.
Performance Driven Leaders Develop their
People’s Performance Potential
Module Overview |
In this module, the Performance Characteristics Analysis technique will be applied to actual employees who need to meet the needs of the organization as well as to improve their professional effectiveness. The session will conclude with the contrasting of the ideal vs. current leadership role profiles, which take the form of amoeba shapes. The results of this exercise will bring to a conjunction the lessons learned in the first 2 Modules.
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Learning Objectives |
· How to direct and focus both transactional and transformational leadership talents in others. · Learn how your leadership style can be focused in the key performance areas of the 8 Performance Role “Zodiac”. · See how you can identify the most important performance roles an actual person you know plays on the job . . . then develop your strategies to transform them to the ideal. · Find out how to prioritize the critical few behaviors and practices for leadership and employee success. · Practice with your group how to close the gap between organizational leadership priorities and employee aspirations.
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Topical and Process Contents |
A.
Completion
of the three part Performance Characteristics Analysis for a selected
subordinate or associate. B. Determination of the critical few transactional and transformational leadership roles for the target individual. C. Understanding the “foot prints” of performance. D. What behaviors and practices must the leader inspire? E. What should be the primary performance roles which the leader must focus upon and guide the performer? F. What are the telltale gaps between the leadership performance needed v. currently delivered. G. Individual and group problem solving on closing the leadership performance gap ameba for selected individuals. H. Your role as teacher, mentor and coach in leadership development. I. What creative, intellectual stimulation can be used to bring this person forward to a high level of accomplishment? J. Group reports and discussion. |
Module Overview |
The performance driven leader must find common ground, purpose and cause for employees with diverse backgrounds. This module provides an important insight into the critical nature of organizational culture and values and the part they play in fusing different people toward uncommon achievement.
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Learning Objectives |
· Experience how different personalities and beliefs deal with problem solving · Learn the eight universal values common to diverse people and groups. · Determine your organization’s “DNA” and how it is used as a tool by visionary leaders. · See how differing international and organizational cultures affect behavior and leadership styles.
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Topical and Process Content |
A. Examine how decision-making and behavior under pressure provides insights into the enormous influence of values on behavior. B. Personal values check list and analysis: Discovering those values one would embrace even if they became a disadvantage. C. Analysis of individual organizational values. D.
Development
of the Zigzag pattern of your organization’s “DNA”. E. Selection of the most critical concerns and values. F. Cultural considerations and applications project. |
7.
The Performance Driven Leader Paints the
Vision and Marks the Place between What Was and What Will Be
Module Overview |
This module provides the process for the identification of the three building blocks of vision and the methodology to make it provide direction, inspiration and hope for the people.
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Learning Objectives |
· Establish the critical components of visionary leadership. · How and when to use frontwards v. backwards visioning. · Use the template leaders construct instinctively to present their “story” of values and achievement in action. · Understand techniques to powerfully convey your message. · How to establish a theme or “war-cry” to reinforce the theme.
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Topical and Process Content |
A. Video: “The Power of Vision” B. The “Time Machine” exercise C. The components of vision D. Forwards visioning Analysis of the “I Have a Dream” speech. E. Backwards visioning Analysis of “King Henry V” speech. F. Key techniques to use to convince others to support your vision. G. Deciding the constituency you wish to impact H. Determining the “Focal Length” of their vision. I.
Building
your vision scenario, delivery and theme. J. Determining your “Symbolic Act”: the memorable marker between the past and the future. |
Module Overview |
In this final module of The Performance Driven Leadership Course, objectives are melded with the values, focal length, leadership style and communication techniques to form each individuals vision scenario. This vision story will be designed to anneal the direction and motivation of participant’s back-home team. Implementation information and a final class assignment will follow this.
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Learning Objectives |
· Practice your ability as a performance driven leader to tell the visionary story of achievable destiny. · Build confidence in both your visionary theme and plan execution. · See the importance of risking a symbolic act to separate the past from a transformed future. · Determine how you will model the meaning of your visionary leadership style.
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Topical and Process Content |
A. Group vision scenario exchanges among pairs and or triads. B. Establishing the vision action plans. C. How can the power of the symbolic act be used? D. Class discussion on individual vision scenarios and action plans. E. Being the model for others to emulate. F. Class closing project: The “Meaning and Implementation ” of The Performance Driven Leadership Course G. Final “Gallery of Leaders” of The Performance Driven Leadership Course. |