Team Leader Programme - Workshop 2: Enabling Performance

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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.