L3 Team Leader Apprenticeship

Transcription

1 Programme Management and Support L3 Team Leader Apprenticeship Element Launch 1 day Content Apprentice on-boarding Management engagement aims, expectations, roles, risks Training and Workshops 11 days Being a Leader (1) Managing Performance (2) Influencing Others (1) Communications and EI (1) Presenting (1) Coaching for Performance (0.5) Organisation Culture (0.5) Delegation (0.5) Managing Change (1.5) Operational/Project/Finance Management (1) Personal Development (1) Action Learning 3 days shared Assessment 1 day Action Learning to support application and prepare for Assessment Aim to develop outstanding Team Leaders who improve quickly and who regularly go beyond expectations Knowledge Test 30% Competency-based interview 30% Evidence Portfolio 20% Professional Discussion of CPD Activity 20% Notes: (1) Aligned to Trailblazer Standard ST0384/01 EXCEPT FOR Company specific HR Systems and Processes linked to legal requirements and Absence Management (2) Not including CMI/ILM Qualification but this can be added to assessment if required (3) 20% OTJ time per Apprentice over months

2 Being a Leader What is the difference between leading and managing? How to get the best from my team How does my behaviour impact on business performance? The importance of building trust How to bring the team with you during times of change The role of the manager Using structure and authority The difference between leading and managing Action Centred Leadership Understanding your natural management style Kurt Lewin s three management styles What is a team Tuckman s stages of team development Building trust to ensure team success Managing Performance What is Performance Management? The importance of defining clear objectives How to motivate others How to give effective feedback on performance Dealing with poor performance What is performance management The performance management cycle Setting goals and objectives What s the difference between goals and targets What is feedback Preparing for and giving effective feedback What motivates me General motivators of people (Maslow and Herzberg) Adapting your leadership style to meet the needs of the individuals in the team Managing poor performance Informal v formal approaches Dealing with formal discussions / disciplinary meetings 2

3 Influencing Others Understand what we mean by persuasion, influencing, manipulation and coercion Understand the benefits and when to use each style How to approach an influencing situation How to put together and deliver a compelling case How to use influencing tools in real life scenarios Influencing strategies and tactics Traits that are shared by influential people Steps of effective influencing Levels of influencing Skills to support influencing (listening, questioning and assertiveness) Ethos, Pathos, Logos The psychology of persuasion Making your case Influencing without authority Managing conflict situations Communication and EI Identify your own preferred communication style Consider the preferred style of other people you work with Adapt your communications to get onto other people s wavelengths What are the characteristics of great communicators? The communication process How to communicate effectively with people at work The advantages and disadvantages of different communication channels Adapting your approach to support different communication preferences (VAK) Adapting your style to support different personalities What makes a bad meeting Managing meetings to achieve outcomes What is Emotional Intelligence (EI) How to use EI in your role when working with others 3

4 Presenting The essential foundations for strong presentations Developing the skills to present with confidence Giving strong and engaging presentations What makes a good presenter? Preparing your Presentation the key steps Purpose, Objectives, Ideas, Content, Structure, Notes and Aids Delivering your presentation Hooks Stunning Starts and Fascinating Finishes Considering your audience Emphasising your key messages Managing nerves Personal impact the 3 Vs Handling questions Coaching for performance Understand how learning and development styles support the coaching and mentoring practice Be able to develop skills as a manager in coaching and mentoring Be able to articulate and develop a coherent ethical framework to support coaching and mentoring within an organisation What is coaching Where coaching and mentoring fit in best Key coaching and mentoring skills (Questioning, Listening, Summarising, Objective Setting, Feedback, Observation, Judgement) Using the GROW model to support your coaching practice Preparing for great coaching 4

5 Organisation culture How organisational culture can impact on organisational behaviour The relationship between organisational culture, strategy and performance The personal impact that you can have as a Leader in defining and influencing the culture What is organisational culture Two models to define the culture of your business Manager The competing values framework (looking for balance) Developing your leadership skills to influence the culture Delegation The benefits of delegation The link between delegation and motivation Delegation and management styles How to delegate a detailed structure What do we mean by delegation What should we retain when delegating to others The process steps of effective delegation Delegation within the leadership continuum 5

6 Personal Development Understand your current competence levels Define your future requirements and identify where the gaps are Develop a plan to close the gaps Operational/Finance/ Project Mgt Explore why the Organisational Strategy is so important and how to support it in your role How to manage projects to achieve project aims How to deliver value for money within the team Taking responsibility for personal development Analysing my current competence levels The power of getting feedback from others The requirements of a personal development plan Setting goals and objectives to ensure success (SMART) Understanding my learning style Developing a personal development plan Creating a business case to gain support Assessing how you use your time Strategies to manage your time and prioritise your activities Understanding the impact of personality on time management and making progress What is the Organisational Strategy and how does it affect me? Ensuring alignment of departmental and individual objectives through effective communication Planning for efficient delivery Using data to support your decisions Managing projects through the project lifecycle (set up, delivery, monitoring and control) Identification and management of risks Problem solving techniques to support decision making Using simple project management tools to support your activity Gannt charts, Work Breakdown Structures, Critical Path Analysis Managing budgets to ensure efficiency Maximising value add and eliminating waste 6

7 Managing Change The role of the change leader in engaging others with the change agenda How to use a simple model to manage sustainable change How to communicate with others to gain buy in and support How to manage resistance to change and achieve positive influence in multiple directions Defining your personal experience of change Reasons change programmes fail What makes change successful The emotional cycle of change Managing the hygiene factors Choosing a leadership style to support others through change The power of empowerment to achieve results 7

8 HR Systems and Processes The role of the team leader in supporting equality, diversity and inclusion How to use HR Systems and processes to ensure legal requirements Using the formal procedures for Absence Management Delivering a formal appraisal Discipline and grievance procedures 8

9 L3 Team Leader Apprenticeship Business Benefits What can you expect to gain? Increased staff morale and retention that comes from: Feeling more confident and capable Being able to deal with issues swiftly, competently and positively Investment in training and development Increased efficiency, output and performance that comes from: Managing own and other s time more effectively Communicating and presenting more concisely Delegating and managing performance more effectively Improved delivery of business objectives that comes from: Managing budgets and projects more confidently Influencing, motivating and coaching more competently Engaging with Change more readily 5-10% improvement in overall efficiency of your most expensive resource 9