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      Moving from Technical Professional to Manager and Leader: Istanbul in Istanbul

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      October 3, 2019

      Thursday   9:00 AM

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      Moving from Technical Professional to Manager and Leader: Istanbul

      Course overview On completion of this highly interactive and practical workshop, delegates will be better able to move from a role as a technical professional into mid to senior management and leadership. They will be able to:• Understand the differences between management and leadership• Know what makes a successful manager or leader• Know what team members expect of their managers and leaders• Influence a wide variety of stakeholders, including their staff• Apply a variety of appropriate styles, tools and techniques to dramatically improvemanagement and leadership performance• Cope with change in an organisation during periods of either rapid expansion or economicuncertainty• Be better able to engage stakeholders The course is designed for Technical, engineering, scientific and other staff in specialised roles such as finance who need to positively influence others within or outside their organisations. Course objectives To enable delegates to: TRANSITION from being a technical professional to a highly effective manager and leader UNDERSTAND the difference between managing and leading APPRECIATE how personal style can impact on management and leadership success KNOW how to create and maintain high performing teams LEARN how to give useful feedback to team members DEAL with poor performing staff and low motivation Course outline Day 1 Introduction and background Introductions, outline of the course, safety, housekeeping,delegates’ individual objectives for aJending the workshop Defining ‘management’ and ‘leadership’. How are they different? What are the key aJributes of a good manager or leader? Great leaders in history - why were they successful? Their attributes, behaviours and skills? What do people expect of good managers and leaders? Individual exercises:a) What is the one thing you expect to take away from this workshop? (140 character tweet).b) What is your ultimate ambition? (140 character tweet). Managing people What do we mean by ‘management’? Who do we mean by people? (Your own line manager, their bosses, your own team) Managing the small team (direct contact with each individual) Managing a bigger team (via a group of supervisors and/or junior managers) Introduction to monitoring performance and delivering effective feedback Introduction to effective delegation Introduction to dealing with poor performance Stopping yourself micro managing Group teamwork exercise one and feedback Effective teams How do new teams develop? Joining an existing team as their new manager / leader The impact of personnel changes on a team The make-up of a successful team What roles are necessary in a successful team? Team role analysis Covering a missing role Group teamwork exercise two and feedback Leading, not managing Looking at attributes, skills and behaviours required of a leader Leadership styles The need to be flexible The leader as a role model - your own behaviour Setting out your vision and values - and living up to them Converting a vision into the business plan Communications Communication as the key to successful leadership Getting ideas accepted through influence, persuasion, and negotiation Emotional intelligence Communication style Chairing and participation in meetings Brainstorming and the creation of ideas Motivation Getting involvement and commitment ‘Hot buttons’ Absenteeism/staff turnover Incentives and rewards Satisfying the needs of the team Day 1 review Questions and answers Recap on the day - highs and lows Key lessons so far Homework for the evening Day 2 Review of Day One Key learning points ‘Homework’ feedback Questions from day one Outline of day two Engaging and Developing People The importance of coaching and mentoring Measuring performance The concept of the willing follower Group teamwork exercise four and feedback Leading a diverse workforce Defining ‘diversified’ Understanding the legal framework The emotional dimension Believability and sincerity Words versus body language Avoiding inadvertently giving offence Unconscious bias. Pairs exercise and feedback - reading body language and sincerity Dealing with conflict, poor performance and motivation Managing conflict - the Interest Based Relational Approach (IBRA) Managing poor performance Use of 180 and 360 degree reviews Setting short and medium term goals Knowing your team - the impact of outside life Managing work / life balance issues Trio exercise and feedback - using IBRA Whole group exercise and feedback - Project X Course round-up The good, the bad and the ugly - examples of excellence (and otherwise) Individual challenges and how to meet them Personal action plans Course recap Questions and answers Recap on the day - highs and lows Key lessons

      Categories: Business & Networking

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