LEADERSHIP DEVELOPMENT PROGRAM

Transcription

1 EDUCATIONAL FACILITIES MANAGERS ASSOCIATION LEADERSHIP DEVELOPMENT PROGRAM

2 PART ONE: MANAGING YOURSELF Date: November 7 and 8, 2016 Location: Richmond Intended Learning Outcome their self-awareness their understanding of habits that contribute to personal, professional and organizational effectiveness their capacity for organization and time management.! identify their basic personal style of responding to people and tasks! better understand and accept themselves and others! identify the consequences of their interpersonal style when relating with others! identify their typical reactions to stress and pressure! compensate for their weaknesses! understand the style tendencies of others and how to interact more effectively! ease tension and promote harmony in relationships! develop a plan for increasing style flexibility and effectiveness! facilitate team development by assessing individual member strengths! appreciate the power of perception! understand how habits can facilitate or impair effectiveness! develop the freedom to choose their response! differentiate between their circles of concern, influence and control! clarify their core purpose, guiding principles and key priorities! identify objectives and strategies for personal and/or professional growth! assess their current capacity for organization! differentiate between being efficient and being effective! use additional techniques for managing time and themselves! prioritize their schedule and schedule their priorities! make meetings more effective! assess the extent to which they are driven by urgency or importance! understand why certain people and organizations are more effective! outline the habits for interdependence and collaboration! appreciate the power of thinking win/win! employ techniques for empathetic listening! use synergy to generate creative alternatives and to transform relationships! plan for personal and organizational renewal.

3 PART TWO: LEADING OTHERS Date: January 16 and 17, 2017 Location: Richmond Intended Learning Outcomes their understanding of human motivation their ability to delegate authority and to hold others accountable their capacity to lead followers at different developmental levels their skills in negotiations and conflict resolution.! define leadership! distinguish between administration, management and leadership! become aware of the four key functions of leadership! appreciate the types and hierarchy of human needs! understand the factors that influence job satisfaction and job dissatisfaction! analyze problems in staff morale! distinguish between different types of organizational compliance: coercive, contractual, covenantal! delegate more effectively! use techniques for providing positive feedback, correction and discipline! understand that followers have different needs at various stages of development! match their leadership style to follower needs! outline the types of conflict that occurs in relationships! appreciate the different sources of power! manage conflict through an understanding of the anger and arousal cycle! describe the five styles of dealing with conflict! understand their preferred styles for dealing with conflict! develop their skills in seeking collaborative solutions! use strategies of principled negotiation! deal with others who are using non-collaborative approaches.

4 PART THREE: LEADING HIGH PERFORMING ORGANIZATIONS Date: March 13 and 14, 2017 Location: Richmond Intended Learning Outcomes their understanding of the dimensions of organizational success their ability to create and support high performing teams their capacity to appraise and inspire individual and organizational performance.! appreciate that quality performance is never an accident! describe the characteristics of high performing organizations! become aware of the key leadership skills for creating high performance! articulate the four dimensions of success for any organization! implement a structured process for continuous improvement and adaptation! employ strategies for getting results! use techniques for results-oriented supervision and for rewarding and celebrating! describe the characteristics of high performing teams! understand that teams have different needs at various stages of development! match their leadership style to team needs! apply an approach to eliminating unnecessary bureaucracy in organizations.

5 PART FOUR: LEADING CHANGE Date: May 29 and 30, 2017 Location: Penticton Intended Learning Outcomes their understanding of change their own ability to respond effectively to change their capacity to lead organizations in changing times.! appreciate and accept the increasing impact of change! become aware of the three dimensions of change! describe the process of change! understand the cycles of positive and negative response to change! appreciate the impact of various changes on individuals! become aware of the maxims of change! understand the common mistakes made in the change process! outline the key roles in the change process! describe the costs and risks of failure! appreciate the inevitability and importance of resistance to change! outline four predictable effects of change! employ techniques for unfreezing! describe the lifecycles of organizations! understand the five disciplines of learning organizations! describe the features of learning communities! employ strategies for organizational renewal! understand the importance of continuous improvement and of constant adaptation! use tools for planning organizational change.

6 Reference List Part 1.0 Stephen R. Covey, The Seven Habits of Highly Effective People Stephen R. Covey, First Things First Stephanie Winston, The Organized Executive Part 2.0 Warren Bennis, On Becoming a Leader Peter Block, Stewardship Kenneth Blanchard and Spencer Johnson, The One Minute Manager Kenneth Blanchard, Patricia Zigarmi and Drea Zigarmi, Leadership and the One Minute Manager Roger Fisher and William Ury, Getting to Yes Part 3.0 Ichak Adizes, Corporate Lifecycles Kenneth Blanchard, Donald Carew and Eunice Parisi-Carew, The One Minute Manager Builds High Performing Teams John Carver, Boards That Make A Difference Craig Hickman and Michael Silva, Creating Excellence Michael LeBoeuf, The Greatest Management Principle in the World David Osborne and Ted Gaebler, Reinventing Government David Osborne and Peter Plastrik, Banishing Bureaucracy Tom Peters and Robert Waterman, In Search of Excellence Part 4.0 Kenneth Blanchard and Terry Waghorn, Mission Possible Richard Dufour and Robert Eaker, Professional Learning Communities at Work John Naisbitt and Patricia Aburdene, Re-inventing the Corporation Peter Senge, The Fifth Discipline Robert Waterman, The Renewal Factor