Leadership

➽ Acquire knowledge on transforming oneself as a leader.
➽ Learn how to tell, sell, participate and delegate duties amongst subordinates.
➽ Developing knowledge on setting expectations and goals as a leader.
➽ Identify areas to inspire and lead by example to gain mutual respect.
➽ Develop qualities as a leader and negotiator
➽ Use a simple technique to reinforce behaviour of team members
➽ Use the universal principles of influence and learn how to counteract them

➽ Acquire knowledge on transforming oneself as a leader.
➽ Learn how to tell, sell, participate and delegate duties amongst subordinates.
➽ Developing knowledge on setting expectations and goals as a leader.
➽ Sequence your statements efficiently to get maximum effect
➽ Develop qualities as a leader and negotiator
➽ Motivate individuals, reduce apathy and increase their confidence in themselves to achieve more than ever before
➽ Deliver your potentially negative message and get a good response
➽ Use a simple technique to reinforce behaviour of team members

➽ Coach colleagues with greater confidence and purpose
➽ Use the GROW model to coach, question and guide a coachee
➽ Motivate individuals, reduce apathy and increase their confidence in themselves to achieve more than ever before
➽ Deliver your potentially negative message and get a good response
➽ Use an effective technique to reinforce the behaviour of others in the direction of your choice
➽ Establishing trust among fellow employees and subordinates

➽ Acquire knowledge on setting expectations and goals as a leader.
➽ Learn how to delegate duties amongst subordinates.
➽ Schedule, breakdown tasks, brainstorm, identify risk and manage deliverables
➽ Maximise available time with proper time management skills.
➽ Identify root cause for conflicts and propose solutions for mutual gain.
➽ Develop qualities as a leader and negotiator.

➽ Acquire knowledge on transforming oneself as a leader.
➽ Learn how to tell, sell, participate and delegate duties amongst subordinates based on their characteristics.
➽ Identify skills required to stimulate a transformation to apply leadership models effectively.
➽ Sequence your statements efficiently to get maximum effect using the nine influential techniques.
➽ Coach colleagues with greater confidence and purpose.
➽ Use the GROW model to coach, question and guide a coachee
➽ Facilitate effective and productive coach-coachee meetings
➽ Deliver your potentially negative message and get a good response with a clear objective to change their behaviour.

➽ Performance management isn’t a score. It’s a frequent, ongoing coaching conversation.
➽ Performance management isn’t an annual meeting. It’s a development opportunity that occurs as necessary.
➽ Performance management isn’t bound by technology. It’s a behavioural attribute that puts the employee at the centre of his or her growth.
➽ Performance management isn’t to punish. It’s an opportunity to overcome an employee’s perceived weakness.
➽ Performance management isn’t managing performance. It’s the leader’s responsibility to help build up and then release the enhanced performance of an employee.

➽ Communicate success criteria and address performance gaps.
➽ Align and create smart goals for themselves and others.
➽ Delegate tasks with appropriate authority and responsibility.
➽ Use a systematic approach to solve and prevent problems.
➽ Provide constructive and timely feedback with suitable tools.
➽ Apply time management techniques and use a productivity journal.
➽ Follow a fair and diplomatic process to resolve conflicts.
➽ Stablish credibility and authority in different scenarios.
➽ Survive and thrive as a new engineer/supervisor with useful tips.