Becoming a Bulletproof Leader: Sample Content


 

A World Class Me – It’s hard to lead others if you can’t lead yourself. This section helps managers identify their own unique style and how to excel in their jobs as well as modeling that behavior to their subordinates. Participants learn to:

– Find their strengths and weaknesses, building on one and eliminating the other

– Display the emotional intelligence competencies of a great leader

– Build a positive, professional image and pass it down

 

Mastering Workflow – Today, leaders have more work to do than they will ever get done. Priorities shift hourly, email comes in relentlessly and projects pile up weekly. There has got to be a better way than feeling overwhelmed all the time. And there is. Participants learn the keys to:

– Getting their “in-box” to empty

– Always knowing what to do next

– Never “drop the ball” or forget an engagement

 


 

Vision and Alignment – Good leaders have a vision for how things could be better. Great leaders inspire others to attain that vision. They do that by motivating subordinates with an exciting view of the possibilities and show how individual goals must align with corporate goals in order for all to succeed. During this part of the curriculum, leaders will:

– Discover their own unique ideas about making things work better

– Refine their vision into concrete terms (productivity, profitability, etc.)

– Craft a vision statement and other ways to get associates on board for positive change

 

Building Trust and Hi-Performance Teams – Jim Walton, chairman of Arvest Bank Group and one of the richest men in the world, once said that the single most important message he would like to get to his people is to find ways to “Build trust” with subordinates, peers, leaders and customers. He understands that trust is the foundation of all teamwork. After completion of this segment, participants will be able to:

– Build stronger relationships with almost anyone

– Determine the right fit in a given job and promote peer-to-peer accountability

– Build commitment beyond consensus to ensure success

 

Communicating Clear Expectations – One of the most common areas in which leaders fail is the responsibility to make certain each of their subordinates understands exactly what is expected of him or her at any given time. Following the “It’s not what you say, it’s what they hear!” concept, managers will learn:

– To precisely define and clearly communicate expectations

– Realistic delegation and what makes it work

– The secret ingredient in the empowerment process that ensures success

– Coaching methodology for getting the message across

 

Holding Others Accountable – It doesn’t matter how grand the vision or crystal clear the expectation, if no one is held accountable to do what they are supposed to do. Driven by a fear of conflict and an absence of skills, today’s managers are in desperate need of tools for having “those” conversations. Utilizing the bestselling “Crucial Confrontations” by Kerry Patterson as a core text, participants learn to:

– Quickly and decisively address bad behavior

– Resolve sensitive issues such as dress code or hygiene violations

– Successfully deal with difficult conversations of all types

– Improve both relationships and performance

 

Powering Performance Today - In every study ever conducted, an overwhelming percentage of associates report that the only time they ever hear from their boss is when they do something wrong. Conversely, successful leaders understand a powerful, no cost formula for driving performance – praise. You may be thinking “That isn’t exactly rocket science”, but our experience shows that most managers still don’t understand how to get the most from their people:

– The three elements that must be present for “Good job!” to be effective

– Different types of praise and how to know which one to give to whom

– Innovative ways to personalize rewards and reduce costs


 

Change Even When Change Is Hard – Whether it’s to stop smoking, lose weight or wear your PPE, some behaviors are just hard to change. But they are not impossible. This segment explores how to be successful when change seems unachievable. Following these principles, even the tallest barriers will fall as your folks learn to:

– Identify areas that desperately need change but are highly resistant

– Make 2 degree adjustments to personally get better every day

– Apply the top three keys to change under the most difficult circumstances

 

Continuous Improvement and Innovation – It is the kiss of death to any business when the manager decides that things are “good enough” – be it people or processes. Great leaders know there is no such thing as “staying the same” and that a constant eye for a better way is paramount if we are to compete. Participants will learn:

– To develop a culture of innovation

– To help people with Personal Development Plans

– To challenge the process and where to look for fresh ideas

– To understand the “failure factor” and what it can teach us

 

 

 

Secrets to Selection, Strengths, and Motivation – Once you know what you want to do, the next step is getting the right people involved. Once that’s accomplished, it’s about getting the very best they have to offer. Well guess what? We’ve been doing it all wrong!

This bonus segment teaches leaders how to decide who they really need on their team and then how to develop them into world-class performers. Participants learn:

– The four drives that motivate us and which ones matter most

– The difference between knowledge, skills and talents

– How marrying strengths with passion is the key to high performance

– What you can do tomorrow to take advantage of these insights