Day 1
Day 2
Workplace application - read and practice the "gaining commitment" skills. Facilitator and line manager sign off. Hand in portfolio.
Double Loop Learning
Facilitator giving feedback to the TL and to the Line Manager
Workshop 3: Reviewing Performance
Employee Relations
Graphic facilitation: draw what you are taking out of the workshop. Send to them after worshop.
End worshop with recap on journey of leadership: circles, continuous perfromance, perfromance ppor and top perf, ER.
Link back to people management - when do I take the ER / disciplinary rout? (Reviewing Performance)
Poor performance
Skills Practice (Video): apply CLEAR in poor performance scenario
Link back to people management - when do I follow the poor performance process? (Reviewing Performance)
Situational Leadership
Support, Coach, Delegate and Direct
We spoke about building relationships and leading others. We enable performance through coaching, but we also need to consider the individual and the situation.
Skills Practice: Gaining Commitment (Effective meetings)
Gaining commitment skills
Skills Practice: Gaining Commitment (Performance contracting)
In the previous workshop we looked at leading the team (People Management). To enable the performance of your team, we focused on the contracting of performance. In the contracting conversation you need to gain commitment from a team member. We will now practice getting buy-in by using the gaining commitment skills.
Conflict
What to consider to determine your approach to conflict...
Conflict questionnaire that you completed - what is my style? Reflecting on the most appropriate style for different situations.
Red/Blue simulation
In building relationships - good communication is important. Will get disagreements.
Introduction & Workplace application
Konsentriese circles. Glue that holds the circles together is communication. EQ is the basis. Continuous improvement. Position perfromance. below. top. Sit lead.
In building relationships you could have differences of opinion or disagreements. Also when we review performance, you could have disagreements.
Recap on what we have covered: If you look at the circles - we looked at inter (the self), intra (others), the team and organisation. Self leadership - we looked at the pillars. Leading others - we looked at building relationships.
TL Presentation: workplace application feedback
Prep:
Workplace application
What did they implement from workshop 1 in terms of their development plan (POE). Prepare short presentation.
Conflict questionnaire
When completing the questionnzire - pointers e.g. as honestly as possible, dont follow trends, no right style etc. Faith fatima - ask how they position it.
In workbook
Self-awareness Questionnaire completed by team
Insigts questions - feedback to the TL
On Learning Hub. Send their report before or in workshop.
Read up on Insights, Jung, Johari, CLEAR etc - in workbook / C-Net for preparation to workshop.
Use CLEAR info from FIRM
Insights Profile debriefed
3 hours session with Liana or Claudia.
Insigts profile done
Day 3
Team Leader Programme - Workshop 2: Enabling Performance
Video Skills practice: Coaching scenario
Assessment template e.g. behavioural tick sheet.
Debrief
Video Role Play: Contracting coversation
Assessment template: for feedback
Role play debrief
Apply the CLEAR skills
People Management
Contracting for performance: MOS
Performance management process: link to POLC
Performance management cycle
CLEAR Skills
Deepen the understanding of CLEAR
Communication
Engagement - talking tough, talking nice. Equals / rankism. We need to influence people - to influence people we need to get buy in....
Recap on the communication process
In order to build relationships, you need to communicate effectively
5) Leading others: Building relationships
5) Building relationships - it is about my own communication and how I treat others. In other words my leadership approach. What is it? It will depend on your world view...
What is Capitec Bank's leadership approach?
BSC focus: Transformational leadership
Consider how individuals in your team are motivated. Measuring people's perfomance (Rewards).
Link to intrinsic and extrinsic motivation (leading self) - motivating others.
We will now look at the BSC leadership focus: Self-motivation, creativity, energy and trust. Engagement.
We looked at the Capitec Bank leadership approach - Company.
push ------- pull
Worldview - my world view
Control / influence
Living systems
Mechanistic approach
Leading Self: The 5 pillars of EQ
4) Empathy
3) Self-motivation
Extrinsic motivation
Intrinsic motivation
2) Self Control
Include Goldman videos (but not for every section)
Power of choice model
Circels of concern and influence
1) Self - awareness
Use Insights questionnaire from team: How does the team experience you, how does this relate to your profile? Consider the impact on the team. In order to be more effective, what do I need to focus on? What do i need to do more of and what do I need to do less of?
Johari window
We first need to understand how to lead the self, before we can lead others.
Workplace Application Review
Circles: lets look at the self firt - Iceberg model: Thats who I am. How can i use it. Raise awareness about the colours - exercise about other colours. Icebreaker -Revision.
TLs provide feedback on workplace implementation. 1) What did you implement, 2) what did you achieve 3) what are the challenges.
Introduction - link to previous workshop
In Workshop 1 we looked at POLC. We will look at the L- specifically looking at Leading the self and leading others. To enable your team's performance.
