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Becoming Management Material
Session One: Course Overview
Session One: Course Overview
Learning Objectives
Pre-Assignment
Pre-Assignment
Pre-Assignment
Pre-Assignment
Pre-Assignment
Pre-Assignment
Pre-Course Assessment
Session Two: About the Learning Organization
Session Two: About the Learning Organization
What Is a Learning Organization?
Are You a Lifelong Learner?
Scoring
Session Three: Achieving Personal Mastery
Session Three: Achieving Personal Mastery
What Is Personal Mastery?
Your Personal Vision, Part One
Your Personal Vision, Part Two
Our Personal Vision and Our Values
Step One: Identify Your Values
Step Two: Define Your Values
Step Three: Put It All Together
Session Four: Analyzing Our Mental Models
Session Four: Analyzing Our Mental Models
Our Mental Models, Part One
Our Mental Models, Part Two
Mental Models in the Workplace
Strategies for Working with Mental Models
You Can Create New Mental Models!
The Ladder of Inference, Part One
The Ladder of Inference, Part Two
The Ladder of Inference, Part Three
The Ladder of Inference, Part Four
Reflection: Using Your Own Experiences as a Resource, Part One
Reflection: Using Your Own Experiences as a Resource, Part Two
Session Five: Achieving a Shared Vision
Session Five: Achieving a Shared Vision
What Is a Shared Vision?
Session Six: Team Learning
Session Six: Team Learning
Team Learning
Team Learning Diagram
Protocols for Skillful Discussion
Preparing the Ground for Skillful Discussion
Session Seven: Systems Thinking
Session Seven: Systems Thinking
Systems Thinking
Session Eight: Understanding Leadership
Session Eight: Understanding Leadership
About Leadership
Think About Your Leadership Style
Your Comfort Zone
Understanding Your Comfort Zone
Managing Performance, Part One
Managing Performance, Part Two
Servant Leadership
Onboarding and Orientation, Part One
Onboarding and Orientation, Part Two
Session Nine: Five Practices
Session Nine: Five Practices
Practices One: Challenge the Process
Practices Two: Inspire a Shared Vision
Practices Three: Enable Others to Act
Image Identification
Practice Four: Model the Way
Practice Five: Encourage the Heart
Practices in Practice
Session Ten: Building Trust
Session Ten: Building Trust
The Cycle of Trust and Performance
Trust Exercise
Session Eleven: Managing Change
Session Eleven: Managing Change
About Change
Making Connections
Key Factors in Successful Change: Empathy
Key Factors in Successful Change: Participation
Key Factors in Successful Change: Communication
A Step-by-Step Plan for Change
Case Study: Getting More From the Last Hour
Session Twelve: The Four Room Apartment
Session Twelve: The Four Room Apartment
The Four Room Apartment, Part One
The Four Room Apartment, Part Two
The Four Room Apartment, Part Three
The Four Room Apartment, Part Four
Session Thirteen: Time Management Tips and Tricks
Session Thirteen: Time Management Tips and Tricks
Getting Things in Order
Mastering E-mail, Part One
Mastering E-mail, Part Two
Mastering E-mail, Part Three
Time Management Tips
A Planning Checklist
Putting Plans into Action with Scheduling Aids
Organizing Your Work Area and Your Paperwork
Session Fourteen: Managers vs. Leaders
Session Fourteen: Managers vs. Leaders
Managers vs. Leaders, Part One
Managers vs. Leaders, Part Two
Session Fifteen: Learning and Thinking Styles
Session Fifteen: Learning and Thinking Styles
Learning Styles
Learning Styles Exercise
Thinking Styles
Learning and Thinking Styles Exercise
Session Sixteen: Influence Strategies
Session Sixteen: Influence Strategies
Common Influence Strategies, Part One
Common Influence Strategies, Part Two
Cialdini’s Six Strategies
Session Seventeen: Managing Relationships
Session Seventeen: Managing Relationships
The Relationship Cycle
Coaching Through Conflict, Part One
Coaching Through Conflict, Part Two
Coaching Through Conflict, Part Three
Preparing for Conflict, Part One
Preparing for Conflict, Part Two
Preparing for Conflict, Part Three
Managing Stress
The Positive Effect
Fifteen Steps for Dealing with Upset People
Five Tips for Dealing with Difficult People
Six Steps for Dealing with Angry People
Session Eighteen: A Simple Problem-Solving Process
Session Eighteen: A Simple Problem-Solving Process
Systematic Problem Solving
Personal Problems
Session Nineteen: Strategic Planning
Session Nineteen: Strategic Planning
SWOT Analysis
Individual Analyses
Session Twenty: Doing Delegation Right
Session Twenty: Doing Delegation Right
What Is Delegation?
Definitions
Levels of Delegation
Breaking Down the Model
Delegation Case Study: Delegator
Delegation Case Study: Delegatee
Session Twenty-One: Criteria for Useful Feedback
Session Twenty-One: Criteria for Useful Feedback
Giving Constructive Feedback, Part One
Giving Constructive Feedback, Part Two
Session Twenty-Two: Feedback Techniques
Session Twenty-Two: Feedback Techniques
Feedback Techniques, Part One
Feedback Techniques, Part Two
Case Study
Session Twenty-Three: Mastering Your Body Language
Session Twenty-Three: Mastering Your Body Language
Mastering Your Body Language, Part One
Mastering Your Body Language, Part Two
Session Twenty-Four: Meeting Management
Session Twenty-Four: Meeting Management
Preparing for Meetings
Reading the Reports
During the Meeting
Managing Meetings
Presentation Tips
Session Twenty-Five: Pumping up a Presentation
Session Twenty-Five: Pumping up a Presentation
Pumping up a Presentation
Session Twenty-Six: Personal Development
Session Twenty-Six: Personal Development
Personal Development Plan
Personal Action Plan
Personal Action Plan
Starting Point
Where I Want to Go
How I Will Get There
Course Summary
Course Summary
Recommended Reading List
Recommended Reading List
Post-Course Assessment
Post-Course Assessment
Course Completion
Course Completion
Session Two: About the Learning Organization
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