Emotional Intelligence & Leadership Training Course for Management

About the Course

Technical competence and high intelligence are no guarantee that a person will be successful in a management or leadership role.

Research suggests that it is people and interpersonal skills (emotional intelligence) rather than technical intelligence, which will result in success, where the management and leadership of people are important.

This course will help managers develop the knowledge, skills and confidence to fulfil the people management and leadership role effectively.

Course Outcomes

Participants will:

Develop new skills and knowledge, which allow them to work as competent managers and leaders of people, resources and tasks within the business. This in turn will impact on business performance.
Have been through a benchmark training program, which will allow the business to set standards of competence for managers and certainly manage management performance more effectively.
Think of themselves as part of management team, sharing ideas, managing upwards and helping move the overall business forward.
Have received individual coaching to address their particular issues, which may be better raised outside of the main group.
Have benefited from the opportunity to work with colleagues thereby strengthening internal networks and the management team as a whole.
Have a detailed personal development plan to use as a basis for on-going training and skills development.
Have increased their skills and awareness of themselves both as people and as business managers and leaders.

Course Outline

Section 1 - The Management and Leadership Role

We start with a broad overview of the management role, the leadership role and its implications for their day-to-day attitude and behaviour.

Technical expert as manager: why what you know technically will not help you manage and lead other people.
What does being a manager mean? Why is leadership different?
Is management and leadership activity really as important as your technical role? (Can I be a great creative person or strategist and a poor manager and be seen as successful?)
What is my management style? How do others perceive it?
What do my team want from me as a manager?

Section 2 - Decision Making and Styles of Management

How managers arrive at and make decisions is crucial to their effectiveness. If they are too autocratic in their decision-making they may risk alienating their team and not getting commitment to the decision. If they are too consultative, they risk a poor compromise solution, delays and appearing indecisive.

This module helps identify the range of decision making styles open to a manager from the highly directive and autocratic, to that of delegation and empowerment. It allows participants to decide which style is appropriate for which situation and which staff.

Case studies: some typical decisions that need to be made by agency managers. What course of action is correct and why?
What options does any manager have open to them?
What are the pros and con’s of each option?

Section 3 - Managing Staff Performance and Development

This is a key skill, given that nearly all the managers are having, or have had some difficulties managing their people. This module allows them to communicate roles and goals with clarity and to manage performance on a daily basis.

Understanding motivation for oneself and others and using this knowledge to set goals and manage performance.
How to set effective goals and objectives: use of the S.M.A.R.T. model.
Monitoring and reviewing performance: formal and informal appraisal and reviews.
Tackling under-performance – what options are available?
Maintaining high performance: what to do when everything is going well?

Section 4 - Coaching to Improve Performance

Coaching is one of the best ways to develop understanding and improve skills for any subject. It is the art of getting the staff member to come up with solutions rather than being spoon-fed the answer. It allows staff to participate in the process without feeling that they are being manipulated or told what to do. It raises their awareness of the problems they need to solve and gives them ownership of the solution.

The coaching concept – ask don’t tell.
When to coach – in what situations is coaching most effective?
How to coach – the process and structure to use when coaching.
Communication skills needed to make the structure work.

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