WHY do people want to become more effective? It is quite natural for a person (or a manager in this case) to tell himself "Indeed I want to be more effective". But in practice, not all managers might
want or be prepared to make that extra effort to be more effective. It is not unusual to encounter a manager that simply prefers
to mark time until his retirement, while another could actually
be in the wrong place and at the wrong job so that any additional
involvement in his effort could be non-pleasing. Yet there
are managers that simply would be plain complacent and have
no inclination to discharge their utmost best in contributing
to whatever they could.
If a manager inspires to be
really that much more effective, they must have a mindset
to be truly sure and committed that they want to become effective.
Often managers fail to become more effective because the "spirit
is willing but the flesh is weak". A manager could become
more effective if he knows how to improve not only his own
effectiveness, but the effectiveness of (i)
his subordinates, (ii) his peers
or co-managers, as well as that of (iii)
his superiors.
The workshop accomplishes the
following learnings
Organisational growth by continually
increasing your team's levels of competency.
Understanding how your behavioral style
influences the actions of others.
Determining the key values that can
help you find ways to motivate people.
Dealing with conflict.
Knowing the behavioral indicators that
lead to effective team performance.
The transformational coach: creating
a learning partnership with your employees.
Learning how effective delegation benefits
the individual and the organization.
Improving your skills in managing and leading change.
Managing performance and growth: applying
the concepts you've learned to personal and professional
spheres.
