Leadership Skills

Now, and some say as never before in our leadership skills have taken on a new meaning. We focus on business leadership skills that truly establish one as a leader through:

• Trust
• Postive results
• Credibility
• Business acumen
• Concern for the individual
• Ability to articulate a vision
• Identify and support 3-4 key priorities

In the workplace we have know for years that to have credibility as a leader one must stir the emotions so that others will take action focused on a common goal or target.

Leadership skills include the ability to:

• Articulate and arouse enthusiasm for a shared vision and mission.
• Communicate in a simple, non-ambiguous style so that people clearly understand the expectations.
• Step forward to take a position - Courage.
• Guide the performance of others while holding them accountable.
• Establish trust and relationships that lead to conversations of action.
• Demonstrate high ability in the attributes of emotional intelligence: self-awareness, self-control, empathy, motivation and social skills.

Here is a list of the core courses we offer to help develop these critical leadership skills. We can customize any of the following for you!

Leadership Skills:
Apply Emotional Intelligence in the Workplace

• Understand what causes their thoughts and feelings.
• Recognize their emotional arousal points (angry, sad, despondent, anxious) and what to do about it.
• Manage their emotions.
• Identify "automatic" self-talk messages that produce that first emotional response.
• Communicate "passion" for a project without being stubborn.
• Deal with setbacks.
• Use Emotional Intelligence to neutralize the other person's emotional reaction.
• Help others act and respond in an emotionally intelligent way.

     Application

Leadership. Of the three areas of competency; cognitive skills, expertise and Emotional Intelligence, emotional intelligence is deemed to account for 80-90% of what differentiates managers and leaders.
Diversity. Understanding of E.I. takes diversity past the tolerance stage to one of enhanced creativity: using all of your human capital.
Persuading and Influencing. Anyone attempting to convince, argue, negotiate, or lead a team uses Emotional Intelligence. How well they employ E.I. will be a deciding factor in performance.

This workshop focuses on addressing the systemic issues that are impeding action

Today businesses are awash with information. Employees are learning constantly with information from: the Internet, CRM programs, data mining reports, benchmarking analysis and continuous contact via wireless data systems and cell phones. Employees have vast knowledge resources to tap into when they run into trouble, yet in spite of knowing so much, many employees don't act on their knowledge. Surprisingly few are able to translate their knowledge about how to enhance organizational performance into practice. The problem isn't just inaction. It is often worse than that. Many employees know what to do, but their organizations keep doing things that make it difficult for them to "just do it."
Jeffrey Pfeffer and Robert I. Sutton, both professors at Stanford University, refer to the dangerous gulf that exists between what executives/managers/supervisors know should happen and what actually does in their book The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action, the duo argue that merely knowing what to do is not enough. What separates successful companies from the rest is their ability to put their knowledge to work. In other words, deficient practices, not people, are to blame for the gap between understanding what to do and execution.

This workshop focuses on addressing the systemic issues that are impeding action.

Coaching for Performance Improvement addresses individual performance issues when the organization barriers have or in the process of being removed.

• Creating authentic vision and mission statements.
• Trust: the key to leadership. How can you be a leader if no one trusts you enough to follow?
• Integrity
• Business acumen: how to simplify the business so everyone understands.
• Aligning personal and organizational missions and visions.

• Leadership skills for SPHR and PHR certified practitioners.
• Pro active vs. reactive behavior: the future of H.R.
• Trust and credibility - how to establish and maintain.
• Business acumen - H.R. value to the organization.
• H.R. seven-step consultancy model.