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MANAGER AS SKILLED COMMUNICATOR

‘An effective leader sees the vision, communicates its possibilities, believes its achievements, inspires others to contribute their best and motivates others to dream too.’ (Robert Cooper, Executive EQ)

COURSE TIMINGS • One to two facilitators, depending on size of group • 2 consecutive day course • One to one coaching • Space of a month/ six weeks • One day course • Space of a month/ six weeks • One day course • Space of a month/ six weeks • Half Day refresher and review

WHO WOULD BENEFIT?

This course is for managers at all levels who want to strengthen their leadership capability by acquiring new communication tools and strategies, thus becoming more self aware and sharpening existing talents.

COURSE AIMS AND OBJECTIVES

We are often made managers because we are highly skilled at our jobs. Yet we also know through experience as managers, our technical skill becomes less important than our ability to communicate effectively with those we manage. The managers who are ‘skilled communicators' can:

• Lead authentically • Develop a coaching environment • Run productive and inspiring meetings • Encourage the skills and talents of those they lead • Inspire confidence and trust in those they are leading • Deal effectively with conflict within their team • Create vision • Navigate a team through times of uncertainty and change • Create strong boundaries

This is achieved through the development of EQ (emotional intelligence) and efficacy.

Emotional Intelligence – the ability to understand and control your emotions, and recognise and respond to those of others – is emerging as the single most important and effective business and personal skill for managers.

Efficacy - the awareness and use of our skills, our knowledge, and the extent of our capabilities. It is the belief that no matter what comes our way, we can adapt, adjust and develop a strategy to respond.

The course aims to provide managers with the ability to make more conscious choices and actions based on the use of all their capacities rather than acting out of routine. This will be supported by creating a ‘peer support’ coaching system, which will continue hopefully long after the course has finished.

BASIC THEORY AND MODELS USED

TRANSACTIONAL ANALYSIS (TA) is a simple yet profound psychological and communication theory that is widely used in a variety of organisations for a manager’s personal and professional development. It gives managers an invaluable insight into different leadership styles, the patterns they fall into when they communicate and provides practical resources to develop people’s communication range. Milly Sinclair has used her unique approach to TA with many different client groups, including senior managers, head teachers and teachers.

COACHING
Developing practical coaching skills and creating a peer-to-peer coaching framework is key to this course. One-to-one coaching with a facilitator will help imbed learning and develop a personal development plan. Coaching pairs will be created to run in between the courses, providing ongoing, practical support. Ideas will be given to establish a peer coaching culture within the organisation as a whole.

MANAGER AS EFFECTIVE COMMUNICATOR
COURSE OVERVIEW

DAY ONE:
THE FLEXIBLE MANAGER

• Introduction to transactional analysis and leadership styles
• Exploration of power dynamics in manager/team relationships
• Define personal areas of competence and areas of avoidance through TA questionnaire
• Experiment with alternative ways of leading
• Understand the difference between ‘reflective’ and ‘reactive’ communication

DAY TWO:
MANAGING IN A COACHING STYLE
Building your own peer support coaching network

Building on the awareness of the different leadership styles, day two focuses on developing the skills necessary to manage in a coaching style, more specifically:
• understand what coaching is and what it is not
• reflect on when coaching skills are best used for developing your team
• review key coaching skills
• coaching practice and review
• Applying the GROW model

OUTCOMES

• Understanding and practice of coaching skills
• Creation of a personal development plan
• Creation of a peer coaching framework

AFTER COURSE WORK

• Meet with facilitator for an hour of one-to-one coaching to discuss personal development plan
• Meeting up with peer coach once a week.
• Write personal development journal.

DAY THREE:
CONFLICT AND CHANGE

NATURE OF CONFLICT

• Explore the differences between constructive and destructive conflict
• Learn assertion skills. Have deeper understanding of the difference between assertive and aggressive behaviours.
• Assumptions and conflict

CONFLICT WITHIN TEAMS

• How to mediate in conflict between team members/clients.
• How to allow for open debate and constructive discontent to be voiced within a team
• How to use a ‘contract’ or working agreement with a team to keep disagreements constructive rather than aggressive
• How to use the tension of opposites and healthy debate as a fuel for great ideas and creativity
• How to deal with grievance & discipline effectively

CASE STUDIES

• Learn from individuals experiences in dealing with conflict
• Learn from real scenarios from the facilitator around conflict
• Coaching each other using real scenarios

AFTER COURSE WORK

• Meet up with peer coach once a week
• Write personal development journal.
• Course reflection

DAY 4:
AUTHENTIC LEADERSHIP: LEADING OUT OF WHO YOU ARE

• Develop an ‘authentic’ leadership style
• Lead out of your core values
• Learn how to see problems systemically
• Find systemic solutions
• Create a ‘thinking environment,’ within team meetings
• Develop trust in your team
• The impact of stress on communication
• Stress management techniques for self and others

AFTER COURSE WORK

• Meet up with peer support coach once a week
• Stress management journal

DAY 5: HALF DAY REFRESHER

• Reviewing previous courses.
• Review of coaching partnerships.
• Coaching each other using real scenarios
• TA reflection
• Personal development plan

WHAT DELEGATES HAVE SAID AFTER THIS COURSE • 'It can be a lonely business being a manager. It was wonderful to be given space to think and reflect with my colleagues; I found it both helpful and encouraging. Meeting up with my ‘coaching buddy’ has been a real life saver some times – stops me going mad!' • 'The facilitators were both knowledgeable and approachable. I particularly found the TA a helpful and easy to remember model' • 'Learning to coach my team has been really useful' • 'The one to one coaching with Milly really helped me make the course material very relevant to me. I manage a large team which can feel overwhelming, but I now have a better grasp of the situation' • 'It’s really hard to recollect a better course! Excellent…' • 'So useful and thought provoking – a lot of material was covered so it should have been exhausting – but Milly brought all the material to life with her energy and enthusiasm'

“The potential of the Human Spirit is absolutely unlimited. All you need to know is how to tap into that well.”

(Jack Welsh, CEO, General Electric)

"Complex concepts, delivered in a fun way that makes them real!"

(Chris Goscombe, Director of Human Resourses, Easyjet)

Please contact Milly Sinclair
creativeedgeuk@aol.com 07703 181 630