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LeadingasaManagerFacilitatorsGuideandProgramInstructionsAnIMPACT60LearningSystemsWorkshopforManagers LeadingasaManagerFacilitatorsGuideandProgramInstructionsA60MinutesforIMPACTWorkshop2010byIMPACT60LearningSystemsLLC.Allrightsreserved.ExceptasspecificallyallowedhereinnopartofthisdocumentmaybereproducedstoredinaretrievalsystemortransmittedinanyformorbyanymeanselectronicmechanicalphotocopyingscanningrecordingorotherwisewithoutwrittenpermissionofIMPACT60LearningSystemsLLC.SAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage2LeadingasaManagerWelcometoIMPACT60LearningSystemsrevolutionarytrainingplatformthe60MINUTESforIMPACTworkshops.Youwillfinduniqueandappealingcharacteristicswhendeliveringour60MINUTESforIMPACTworkshops.Mostobviousistheirshortduration60minutes.Additionallythefocusofeachworkshopisonteachingparticipantsoneskillatatimeoronesub-setofaskilldependingonthesubjectmatter.Finallyourworkshopsdonotrelyonthedisseminationofstaticinformationbythefacilitatorbutratheronthefacilitatorsguidingtheparticipantsself-discoveryofthesubjectmatterprincipallythroughinteractivecollaborativediscussionsandexperientiallearningactivities.ThisFacilitatorsGuidewithitscomprehensiveinstructionsandworkshopmaterialswillenableyoutoprepareforimplementandfacilitatethisLeadingasaManagerworkshop.Ithasbeendesignedtoempoweryoutoguideparticipantsthroughtheworkshopusinginteractivecollaborativediscussions.Theintentistosteertheparticipantstodiscoverkeyconceptsanddrawupontheircollectiveexperienceswhilechallengingthemtoapplywhattheylearninpracticalandexperientially-basedsituations.Theappendicesofthisguidecontaincopiesofallassignmentshandoutsworksheetsjobaidsandorotherprogrammaterialsyouwillneedtoconducttheworkshop.Theirusewillaidyouinfacilitatingtheworkshopgiveparticipantsameanstomaximizethepost-workshopimplementationofthekeylearningconceptsandprovideyouandorthecompanyfeedbackontheimpactofthetraining.LetsgetstartedSAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage3A.WorkshopObjectivesThepurposeofthisworkshopistoprovidemanagersfront-linetomid-levelanunderstandingoftheskillsnecessarytoenhancetheirleadershipcapabilitiestowardbecominghighlyeffectivemanagers.TheintentinthisLeadingasaManagerworkshopisnottogiveparticipantsalltheskillsnecessarytobecomeexpertleadersbutrathertomakethemawareofgeneralleadershippracticesandtofocusspecificallyonrelatedbehavioralindicatorsofleadershipthattheycanrealisticallyemployonthejob.Wewillaccomplishthisprimarilybyusinginteractivecollaborativediscussionsandexperientialactivitiesempoweringthemtoapplyskillslearnedintheworkshopimmediatelyuponreturningtotheirjobs.B.LearningObjectivesUponcompletionofthisworkshopparticipantswillbeabletoRecognizethefourfunctionsofmanagementKnowtheimportanceofleadershiptotheorganizationsmanagersApplyleadershipcharacteristicsandbehaviorsintheirmanagementstyleSAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage4C.FacilitatorFacilitiesandParticipantPreparationsAsthefacilitatoryoushouldreadthisguideinitsentiretytomakeyourselffullyfamiliarwiththeworkshopscontentlayoutandflow.Additionallyyoushouldpracticetheworkshopsdeliveryasoftenasneededtoensureyoucanachieveaprofessionalandunhurriedguidedfacilitationintheallotted60-minutetimeframe.Thefollowingtablesummarizesthefacilitiesandfacilitatorpreparationsthatareneededpriortoconductingtheworkshop.SetupMaterialsNeededInstructionsRoomSetupTwotablessuitablefor4-6attendeeseachFlipChartsMarkersHandoutsTheidealclasssizeis8-12participants.Seatthemintablegroupsof4-6participants.Provideeachtablegroupwithaflipchartandmarkers.PrintduplicateandormakeavailablecopiesoftheParticipantWorkbookforeachattendee.Providepadspensandothersuppliesasnecessary.AVSetupProjectorProjectionScreen6x6minThePowerPointdeckincludedwiththisworkshopisintendedtoaddavisualelementtosomeofthecorecontentandactivities.Itshouldnothoweverbethefocusoftheworkshop.Thisworkshoputilizesinteractivecollaborativediscussionsandexperientialactivitiesformostofitsconduct.CoreContentThisFacilitatorsGuidePowerPointDeckAllItemsintheAppendicesThecorelearningcontentandkeylearningpointsarecontainedinthisFacilitatorsGuideandtheaccompanyingworkshophandoutsandactivities.WhereneededfurthercontenttofurtherclarifyworkshopmaterialsandjobaidsisfoundintheAppendices.Asthefacilitatoryoumustbefullyfamiliarwiththecorecontentfoundinthismaterial.Theprovidedfacilitatorinstructionswillgiveyoutheabilitytocraftyoursessioninaconversationalengagingandinteractivemanner.ItisvitaltothesuccessofthisworkshopandtheparticipantslearningthatyoufollowthestatedLearningObjectivesandtheprovidedpathwaytotheirachievementasshownintheseinstructions.Pleaserehearseeachsectionitscontentandtheactivitiespriortoconductingtheworkshop.Thiswillallowyoutomovethroughthecontentinarelaxedconversationalmanner.SAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage5SetupMaterialsNeededInstructionsTheworkshopitselfconsistsoffivesectionsIntroductionCoreConceptsPresentationInteractiveCollaborativeDiscussionApplicationExerciseandSummaryNextStepsClose.SectionGWorkshopFlowAgendaandContentispresentedinatable.Foreachsectionyouwillfindwhattopresenti.e.CoreLearningContentandhowtodeliverthecontenti.e.FacilitatorInstructions.Readallsectionshandoutsandjobaidsfullytogainanunderstandingofthecorelearningcontent.PreWorkshopSampleRegistrationResponseLetterApre-workshopassignmentfortheparticipantstocompletepriortothisworkshopisincludedasAppendix1inthisguide.Sendthepre-workshopassignmentwiththeregistrationletter.Attendeeswillparticipateinaninteractivediscussionaboutleadingasamanager.Assuchitissuggestedtheybeaskedtospendafewminutespreparingforthisdiscussionbygatheringthoughtsonwhymanagersshouldalsobeleaders.SectionDSampleRegistrationResponseLetterisprovided.Wesuggestthatyourespondtoeachparticipantsregistrationwiththisletter.Pleaseeditthelettertoaddtheprogramtimedatelocationandotherlogisticalinformation.Moreoverusethisletterasanopportunitytosettheexpectationthatparticipantscomepreparedtoactivelyparticipateandcontributetotheinteractivecollaborativenatureoftheworkshop.SAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage6D.SampleRegistrationResponseLetterFacilitatorNoteEditthegreyshadedtexttoreflectspecificlogisticsDearInsertParticipantsNameThankyouforregisteringfortheLeadingasaManagerworkshop.Yourworkshopwillbeheldattheconferenceroomtrainingroombuildinglocationandoraddresswhereworkshopwillbeheldondayworkshopwillbehelddateforworkshopfromworkshopsstart-timetoworkshopsend-time.Wewillbeginpromptlyatstart-timeagainandconcludepromptlyatend-timeagain.Youwillfindthisworkshophasuniqueandappealingcharacteristics.Mostobviousisitsshortduration60minutes.Additionallythefocusofthisworkshopisonteachingyouonekeycompetencyandafewrelatedimportantbehaviorsthatyoucanrealisticallyemployimmediatelyuponreturningtoyourjob.Finallythisworkshopdoesnotrelyonthedisseminationofstaticinformationbythefacilitatorbutratheronyouforself-discoveryofthesubjectmatterprincipallythroughinteractivecollaborativediscussionsandexperientiallearningactivitieswithfellowparticipants.ThatsaidtogainthemostbenefitoutofthisworkshopyouareencouragedtoCompletethepreworkshopassignmentthatisincludedwiththiswelcomeletter.ReporttotheworkshopbyfiveminutespriortostarttimeCometotheworkshoppreparedtoactivelyparticipateandcontributetoitsinteractivecollaborativeplatformfortheentire60minutesandBeginthinkingnowaboutwhymanagersshouldleadandidentifywaysthatyouleadasamanager.ThankyouagainforregisteringfortheLeadingasaManagerworkshop.Iorwehereasappropriatelookforwardtoyourhavinganenlighteningandhighlyrelevantandbeneficiallearningexperience.SincerelyDesignatedSignatorySAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage7E.ParticipantResourcesTheParticipantsWorkbookisthevehicleusedtointroduceandguidelearnersthroughtheprogram.Itisyouroptionwhethertoprovideittoregisteredparticipantspriortotheprogramortodistributeitthedayyourprogramisconducted.ItcontainsthefollowingWelcomeLetterWorkshopPurposeandObjectivesWorkshopmaterialshandoutsandjobaidsPostworkshopsupervisorsevaluationTheParticipantsWorkbookisprovidedseparatelyfromthisFacilitatorsGuide.F.SupervisorsCoachingGuideTheSupervisorsCoachingGuideisavalue-addedresourcethatmaybeutilizedshouldyouandoryourorganizationdesiretoformallyengageparticipantssupervisorsinthepostworkshopsupportofthetraining.Notethatparticipantswillhaveallthesameresourcesintheirworkbooksandwillbeencouragedtoengagetheirsupervisorsdirectly.HoweveritmaybedesirabletoformallyenlistsupervisorsinvolvementandshouldthatbethecaseitisrecommendedthatthisSupervisorsCoachingGuidebeutilized.ItcontainsthefollowingAllparticipantjobaidsPostworkshopsupervisorsevaluationTheSupervisorsCoachingGuideisprovidedseparatelyfromthisFacilitatorsGuide.SAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage8G.WorkshopFlowAgendaandConductVisualsandTimingFacilitatorInstructionsCoreLearningContent1.IntroductionLearningObjectivesDiscussion5Min.MaximumDisplaySlide1Welcomeparticipantsintroduceyourselfifappropriateandstatethepurposefortheworkshop.Ifthisisthefirstmeetingofagrouphaveallparticipantsbrieflyintroducethemselves.StateWorkshopPurposeThepurposeofthisworkshopistoprovideyoutheskillsnecessarytoenhanceyourleadershipcapabilitiestowardbecomingahighlyeffectivemanager.OptionInlieuofintroductionsconductanicebreakerexerciseofyourchoosinge.g.Useanopen-endedquestiontogetparticipantstobeginsharingideas.Askavolunteertorespond.Allownomorethan30secondsforeachresponse.Askanothervolunteeriftimepermits.Basedupontheresponsesleadparticipantsinseeinghowtheorganizationreliesontheworkshoptopictomovetheorganizationforward.ExampleIceBreakerQuestionWhydoyouthinkeffectiveleadershipisimportanttotheorganizationSAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage9VisualsandTimingFacilitatorInstructionsCoreLearningContentDisplaySlide2ReviewLearningObjectivesAskavolunteertoreadeachobjectiveandthankthemfortheirdoingso.TransitiontoCoreConcepts.ShowtheContentonSlide2andSayPleasereadaloudfortheclassthethreeLearningObjectiveswewillbefocusingontoday.2.CoreConceptsPresentation15Min.MaximumSectionOverviewThecorecontentofthisworkshopisfullypresentedinAppendix2and3.WhiletheCoreLearningContentisprovidedbelowinsummarybulletpointsyoumustbefullyfamiliarwiththeconceptsaspresentedintheseappendices.Readreviewandfamiliarizeyourselfwiththecontentsoyoucanconductthesessioninarelaxedconversationalmanner.NeededfacilitationinstructionsareprovidedbelowunderFacilitatorInstructions.Followingthepromptsandexplanationsprovidedwillaidyouinyourfacilitation.Provideanoverviewofthedifferencesbetweensimplemanagementandleadership.ReferparticipantstothechartprovidedinAppendix2CompareandContrast.ExplainGoodmanagementskillsareessentialtooperatingefficienteffectiveorganizations.SAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage10VisualsandTimingFacilitatorInstructionsCoreLearningContentLeadershiphasprofoundeffectsontheindividualtheteamandtheorganization.Ahighlyeffectivemanagerpossessesbothleadershipandmanagerialabilitieswhichtheyapplyasthesituationwarrants.DisplaySlide3AskforvolunteersfromtheclasstogiveyoutheirinterpretationofDr.Bennissquote.Pauseforaresponse.Lead2or3participantstoelaborateontheirdistinctionbetweenleadingandmanagingProbeforresponsesindicatingtheleaderfocusingontheindividualcaringabouttheemployeegivingmeaningorpurposetothejob.AskAVolunteerfromtheClassWhatdoesthisquotemeantoyouNextAskAVolunteerfromtheClassInyourmindwhatistheessentialdifferencebetweenamanagerandaleaderDisplaySlide4Explainthefourfunctionsofmanagementusingastoolanalogy.ExplainThefoundationalprinciplesofmanagementareoPlanningoOrganizationoControlWhileofferingarathersolidfoundationthesethreemanagementprinciplescanattimesbealittleunstableespeciallyindifficultsituations.SAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage11VisualsandTimingFacilitatorInstructionsCoreLearningContentAfourthprinciplelikeaddingafourthlegtothestoolsotospeakistheadditionofappliedleadershipbehaviorsthusprovidinggreaterstabilitytothemanagerialfunction.Transformsthetraditionalmanagertoahighlyeffectivemanager.Continuethediscussionbycomparingandcontrastingtheleadershipcomponentofthemanagementfunction.Makethepointsshowntotheright.ExplainThetraditionalmanageristask-andprocess-oriented.Allmanagerialtaskshavealeadershipelement.Managementplusleadershipequalshighlyeffectivemanagement.Thehighlyeffectivemanagerhasapeopleandpurposeorientation.Discusswhymanagersfailtobecometransformationalleaders.Seetheappendixforfullcontextofthistopic.ExplainManagersfailtobecometransformationalleadersforseveralreasonsNevertrainedtoleadTopdownorganizationalcultureEnvironmentalpressureimmediateneedsofdailyroutinealterfocustotasksandtacticsSAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage12VisualsandTimingFacilitatorInstructionsCoreLearningContentDiscusstheneedfortheorganizationalcultureneedtosupporttheapplicationofleadershippracticesfromthebottomup.ExplainLeadershipisnotatop-downconceptbutrathermuststartfromthebottomupbyfirstlinemanagement.LeadershipbehaviorsimplementedthroughoutanorganizationprovidesoAmorefocusedandenergizedeffortoAhigherlevelofcommitmentandmoraleoAmoreproductiveworkplaceDiscusshowtobecomeahighlyeffectivetransformationalmanager.ExplainAlteryourapproachfromtasksandtacticstothatoffocusingonindividualemployees.Practiceleadershipbehaviorsdailyasthefoundationofyourmanagerialstyle.Dedicateyourpersonaldevelopmenttoimplementingonenewbehavioratatime.MargaretsStoryAllowparticipants2minutestoreadMargaretsstoryprovidedintheappendixorprovideyourownstory.Thisstoryprovidesavisualimageofhowtheabsenceofleadershipskillsimpactstheworkgroup.StateTakeamomenttoreadMargaretsStorytoyourself.SAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage13VisualsandTimingFacilitatorInstructionsCoreLearningContentConductashort2-3minutepairsactivitybyhavingparticipantsanalyzeMargaretsleadershipbehaviors.Drawresponsesfrom3-4attendeesuntiltheyidentifyMargaretsmiscuesinherbriefingsuchasNoconcernforthefeelingsofotherpeopleNobigpictureviewofwhytheorganizationwaschangingdirectionNoattempttogetemployeestobuy-intotheirnewassignmentsNoattempttoprovidereasonsandorpurposeforherdecisionsAllowonly1-2minutesfortheresponses.ExplainPairupwiththeindividualonyourimmediateleftanddiscussthefollowingquestionsfor1to2minutes.AskWhatdoyousupposearethemainpointsoftheconversationatJoesPauseforaCoupleofResponses.ThenAskWhatLeadeshipbehaviorslookatyourhandoutcouldMargarethavebetterimplementedorappliedtohandlethissituationClosethesegmentwiththissummarystatementandtransitiontotheQAsegment.StateImplementingsoundleadershipprinciplesFundamentallytransformstheviewyoursubordinateshaveofyouasamanagerandasaleader.Thedailygrindcangetyousotiedupinimmediatedetailsthatyouseldomhavetimetothinkaboutyourleadershiprole.Youhavetoapplysomeconsciousthoughtonhowyoucanbeabetterleader.Nextwelldigdeeperintothisconceptandtrytorelateittomanagersandleadersyouhavebeenassociatedwithinyourcareer.SAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage14VisualsandTimingFacilitatorInstructionsCoreLearningContent3.InteractiveCollaborativeQADiscussion20Min.MaximumSectionOverviewThepurposeofthisQAsessionistoleadparticipantstoself-realizationofthekeyconceptstaughtinthisworkshop.Itiscriticaltofullyengageparticipantsduringthisdiscussion.Thisisaccomplishedbyutilizingprovocativequestionsoneswhichchallengeparticipantstothinkandorcauseanemotionalreactionsuchasexcitementfascinationinterestfrustrationanxietyetc.butnotembarrassmentetc.andevocativequestionsoneswhichhelpparticipantstoseethingsfromtheirownperspectiveapplysubjecttotheirownsituationsetc.Yourobjectiveistogetthemtocontemplatepreviousexperiencesgoodandbadtofullyexploreandrelatetothesubjectmatter.QuestionslistedunderCoreLearningContentaresuggestive.Usethemtoguideparticipantsthrougharobustbutbriefdiscussion.DONOTgetboggeddowninameaningless20questionsexerciseChoosequestionsandfilterresponsestoachievetheaboveobjective.DisplaySide5BegintheQAbyofferingthestatementandquestionshownattheright.Getresponsesfrom4-5respondents.Noteontheflipchartthedifferencestheymentionintheirresponses.SayPleaserefertothepre-workshopassignmentwesentyouwhenyouregistered.Youwereaskedtointerviewyourcurrentsupervisororsomeoneinaleadershiproletouncoverhowtheyviewthedifferencesbetweenleadingandmanagingandidentifywhatleadershipqualitiestheyroutinelyapplyorconverselyregrettedthattheydidntapplyinaparticularsituation.AskWhatdidyourintervieweeseeasthedifferencebetweenleadingandmanagingSAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage15VisualsandTimingFacilitatorInstructionsCoreLearningContentFollowupbyaskingthegrouptorespondtothisquestion.Seekresponsesfrom1-2individuals.Keeptheresponsesbrief.AskIfyourintervieweeindicatedthatapplyingleadershipskillsmadethedifferencebetweenachievingandnotachievingobjectiveshowwouldyoubrieflysummarizethesituationortheskillsusedFollowupbyaskingthegrouptorespondtothisquestion.Seekresponsesfrom2-3individualsandsummarizeoutcomesontheflipchart.Keepresponsesbrief.AskNowonthoseoccasionswheretheintervieweefeltheorshecouldhaveappliedleadershipskillsbutdidnotwhatweresomeoftheoutcomesFollowupbyaskingthegrouptorespondtothisquestion.Seekresponsesfrom2-3individualsAskWhatdoesthistellyouaboutthevalueofpossessingandputtingintopracticeleadershipskillsasamanagerTrytouncoverhowtheparticipantshavefeltwhenmanagedbyamoretactically-orientedmanager.Askthegroupandchoose2-3respondents.AskNowthinkbacktoamanageryoumayhavehadthatdidnotembodygoodleadershipqualities.HowdiditmakeyoufeelasanemployeeofthatindividualTrytouncoverhowtheywouldchangethatmanagertheymentionedinthelastquestion.Askthegroupandchoose2-3respondents.AskWhatleadershipqualitieswouldyougranttothatmanagertomakehimorherabettermanagerSAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage16VisualsandTimingFacilitatorInstructionsCoreLearningContentCloseouttheQAsessionbyposingthisquestionObtainresponsesfrom3-4individuals.AskNowwrappingupletsassumethatyouareatask-orientedmanager.Followingthisworkshopyoucontinuetoapproachyourresponsibilitiesasyoualwayshave.WhatmightthatmeantoyourfuturesuccessClosethissegmentbyreinforcingthepointsbroughtout.Refertotheflipchartandsummarizetheleadershipqualitiesandtheoutcomesdiscoveredbytheparticipants.Summarizekeypointsofthediscussion.AfterwardsStateOkexcellentdiscussionLetustrytoputsomeofthesepracticestouseinasimulationexercise.4.ApplicationExercise15Min.MaximumSectionOverviewThisapplicationexerciseisintendedtoallowparticipantstoapplyskillsandbehaviorspresentedinasimulatedandpracticalbusinesssituation.SeeAppendix4forcompletesimulationinstructions.Splitthegroupintothedefinedteamsprovidethemtheinstructionsfortheactivityallow7-10minutestoconducttheexercisethenconductadebrieftodrawoutthebestpracticesinskillsapplicationandallowtheparticipantstolearnfromeachother.SetUptheExerciseReferparticipantstotheSimulationExerciseScenariosinAppendix4oftheirParticipantsWorkbook.InstructthemtoreadthescenarioprovidedandStateTable1pleasetakeScenario1andtable2youtakeScenario2.SAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage17VisualsandTimingFacilitatorInstructionsCoreLearningContentdeterminetheirbeststrategytomanagethesituationbyapplyingleadershipcharacteristicsofmanagementAppendix4Theywillhave7minutestocompletetheiranalysisand2minutestosummarizetheirstrategy.AFacilitatorsAnswerKeyisprovidedwitheachscenario.FormulateyourstrategybycompletingthisstatementIfwedothis___________leadershipbehaviorweshouldseethisresult_________.Includeasmanyleadershipbehaviorsasyoucaninyourstrategy.UseMyLeadershipRoadmapinAppendix3asaguide.After7MinutesAsktheGrouptoStopWorking.DebrieftheactivityaskingthesequestionsorotherquestionsmorespecifictotheorganizationSeekresponsesfromeachtablegroupandfollowupresponsesforclarityasneeded.Allow2minutestorespondthenmovetoTable2withthesamequestionAsktheFirstTableGroupOkTable1whatwasyourapproachPauseforTheirResponses.AskNextHowwouldyourecommendahighlyeffectivemanagerapplyleadershipcharacteristicsandbehaviorstobestaddressthesituationRepeatAboveforTable2.DebriefUseopen-endedquestionssuggestionsatrighttoprobefurtheranddrawouttheleadershipbehaviors.Differentiatetheresultsobtainedfromthoseobtainedbyapurelytacticalapproach.StateAskSuggestedFollow-UpQuestionsThatisinteresting.WhydidyouchoosethoseparticularbehaviorsPauseforaResponseorTwo.AskNextWhatoutcomeswouldyouexpectbyusingapurelytacticalresponsetothesituationPauseforaResponseorTwo.AskNextWhatdoyouthinkwouldbethelonger-termeffectontheworkgroupwhenleadershipbehaviorsareincorporatedintothemanagementstyleSAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage18VisualsandTimingFacilitatorInstructionsCoreLearningContentUseyourknowledgeoftheorganizationsbusinesstomakeananalogyabouthowtodaysdiscussionappliestoyourorganization.AskHowdoesthissimulationrelatetoourorganizationtodayPauseforaResponseorTwoAskNextDoyouseeleadershiplapsesfromtimetotimeStateLetusclosethisworkshopwithsomeintrospection.5.SummaryActionPlanandClosing5Min.MaximumThemostimportanttaskattheconclusionofsuchaworkshopistoleadparticipantstotheactiontheywilltakeonthejob.Startbysummarizingthekeypointsdiscussed.ExplainSummarizetheCoreConceptsLearnedTosummarizewhatwehavecoveredtodayThereare4functionsofgoodtohighlyeffectivemanagementoPlanningoOrganizingoControllingoLeadingHighlyeffectivemanagersaregreatleaderstooLeadershipbehaviorstranscendallfunctionsofmanagement.SAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage19VisualsandTimingFacilitatorInstructionsCoreLearningContentYoucanenergizeinspireandtransformyourworkgroupbyincorporatingleadershippracticesintoyourmanagementstyle.DisplaySlide6ReferparticipantstoAppendix5JobAidswhichcontainsMyLeadershipAssessmentandPersonalDevelopmentPlan.IftheworkshopisaheadofscheduleandtimepermitsallowafewminutesfortheparticipantstobeginfillingoutthePDPformnow.IfnotinstructthemtoreflectbackonthisworkshopandcompletetheirPDPattheirearliestopportunity.SayWhileIthinkwehaveaccomplishedalotthelearningdoesnotstophereInordertoeffectrealchangeandbecomethehighlyeffectivemanageryoucanbeyouhavetodosomethingPleaseturntoAppendix5inyourworkbookandlookatItem1MyLeadershipAssessmentandItem2thePersonalDevelopmentPlan.IfTimeAllowsStateTakeafewmomentstolookatMyLeadershipAssessment.Completethisbymakinganhonestself-assessmentofhowwellandhowconsistentlyyouapplyalloftheseleadershipskills.UsethechartinAppendix2MyLeadershipRoadMaptoguideyourself-assessment.NextonthePersonalDevelopmentPlanindicatethefirstthreebehaviorsyouwillchangeimmediately.IfTimedoesNOTAllowStateAssoonaspossibleafterweadjourncompleteMyLeadershipAssessmentandyourPersonalDevelopmentPlan.SAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage20VisualsandTimingFacilitatorInstructionsCoreLearningContentDisplaySlide7Instructparticipantstocompletethestepstocontinuedlearningthatareshownonthescreen.ReferparticipantstothejobaidsMyLeadershipAssessmentPersonalDevelopmentPlanandOne-on-OneDiscussionwithSupervisorwhicharefoundinAppendix5.SayYouareencouragedtoscheduleaone-on-onediscussionwithyoursupervisortodiscussyourPersonalDevelopmentPlanandtheworkshop.Toaidinthatdiscussionsomequestionshavebeenprovidedforyoursupervisor.FinallyreviewwithyoursupervisortheMyLeadershipAssessmentjobaidanddiscusshowyouplantomakeuseofit.NextadviseyourworkgroupofyourdesiretobecomeabetterleadershareyourvisionofthebenefittothemandtheorganizationandlookforwardtothesuccessyouwillenjoyDisplaySlide8Thanktheattendeesfortheirparticipationanddismisstheclass.Displaythisslideasparticipantsdeparttheworkshop.SayThankyouallforyourcandidandspiritedcontributionstotodaysdiscussion.SAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage21Appendix1PreWorkshopAssignmentLeadershippracticesusedbyamanagercanhaveamajorinfluenceonoutcomesemployeemoraleandtheentireworkenvironment.DuringtheLeadingasaManagerworkshopyouwillparticipateinanopendiscussionaboutgoodandbadleadersyouhaveknown.Inpreparationfortheworkshoppleasecompletethefollowingshortassignmentpriortoyourattendance.Toprepareforthisdiscussionfollowthestepsoutlinedbelow.Whencompleteyoushouldhaveinvestednomorethan30minutesofyourvaluabletime.Identifyanindividualyouknowandrespectfromyourprofessionalorsocialnetworkwhohasleadershipresponsibilitiesintheirpersonalorprofessionalrole.Thisindividualcouldbeyourcurrentsupervisorapastsupervisorarespectedfriendhavingaleadershiproleintheircommunityorabusinessleaderfromanyindustry.Arrangetomeetwiththemeitherinpersonviatelephoneorviaemailorothermeans.Conductthisshortthree-questionsurveyquestionsbelow.Makenoteoftheirresponsesandbringyournoteswithyoutotheworkshop.Youwillbeaskedtorelateyourfindingsinagroupdiscussion.InyourviewwhatisthedifferencebetweenamanagerandaleaderDescribeanoccasionwhereyourleadershipskillsmadethedifferencebetweenachievingyourobjectiveandnotachievingitDescribeanoccasionwhereyoucouldhaveappliedleadershipskillsanddidnot.WhatweretheoutcomesofthatsituationKeepthisassignmentsimple.Wewillnotbecollectinganypersonalinformationabouttheindividualsinterviewed.SAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage22Appendix2TheDifferencesbetweenManagersandLeadersWhatisthedifferencebetweenmanagersandleadersWelltheanswertothisquestionisverylittleifyouonlylookatthemfromafunctionalperspective.Eachmustemployplanningorganizationandcontroltoeffectivelyaccomplishtheirwork.Howeverthereisadifferenceinhowmanagersandleadersapproachtheirresponsibilitiesworkwiththeirpeopleandachieveoutcomes.Thedifferenceisevidentbothintermsoftheimpactontheirteamsobjectivesandontheirteamscontributiontotheorganization.ThehandoutTheDifferencesbetweenManagersandLeaderscomparesandcontraststhetraditionalmanagerwiththehighlyeffectivemanagerwhoimplementsleadershipbehaviorsintotheirmanagerialstyle.ThesetraitsandcharacteristicsarebasedupontheteachingsofWarrenBennisprofessorandfoundingchairmanofTheLeadershipInstituteattheUniversityofSouthernCaliforniaandJohnKotteraHarvardBusinessSchoolprofessorandleadershipauthor.Thesetwopreeminentleadershipscholarsmaintainintheirteachingsthathighlyeffectivemanagerschoosetoleadtheirsubordinatesbyestablishingtrustintheworkgroupfocusingontheemployeesneedsandensuringthatemployeesunderstandnotonlywhattheymustaccomplishbutalsowhyitisimportanttotheemployeetheworkgroupandtheorganization.Lookatthetwocolumnsofthehandout.Thesedifferencesinamanagersfocuscanhaveprofoundeffectsontheteamtheirmotivationandmoraleandtheiroveralleffectiveness.Ahighlyeffectivemanagerpossessesbothleadershipandmanagerialabilitieswhichtheyapplyasthesituationwarrants.Thekeytakeawayfromthiscomparisonistorecognizethedifferencebetweenthetraditionalmanagerandthehighlyeffectivemanager.WhiletraditionalmanagersareeffectiveatgettingtheworkdoneandachievingtheirteamsgoalshighlyeffectivemanagerswilladdanotherdimensiontotheirmanagementstyleLeadershipThisaddeddimensionproducesahighlyproductiveworkenvironmentbuildsstrongermoreknowledgeableteammembersandincreasesemployeeloyaltyandmorale.Itwillnodoubtraisetheteamsandmanagersproductivitylevelsandprofilesintheorganization.SAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage23AnanalogyforthisdistinctioncanbemadebyviewingthejobofmanagingasathreeleggedstoolwhereeachofthethreelegsofthestoolrepresentsanaspectorfunctionofmanagementThemanagerplansexpeditiously.Themanagerorganizestasksanddelegatesresponsibilitiestotheirworkgroupaccordingly.Themanagercontrolstheresultsobtainedbydirectingemployeestodeliverwhatisexpected.Thosethreelegswhileprovidingarathersolidfoundationcanattimesbealittleunstableespeciallyindifficultsituations.LetsconsiderhoweverthatthefoundationofmanagementisnotrepresentedbyathreeleggedstoolbutafourleggedoneThatfourthlegrepresentsthestabilityofappliedleadershipbehaviors.Thisaddeddimensiondramaticallychangesamanagersfocusfromtaskandprocessorientationtoapeopleandpurposeorientation.Byaddingthisfourthcomponenttotheexistingmanagerialstyleonecangreatlystrengthentheirmanagerialfoundationandtransformthemselvesfromagoodmanagertoahighlyeffectivemanager.Leadershipbehaviorsarenotaseparatesetofbehaviorsfrommanagementbehaviors.Indeedalmostallmanagementbehaviorsrequireanelementofleadershipintheirapplication.Thedifferenceisinhowthemanagerchoosestofocusandorienthisorhermanagementbehaviors.Whenanindividualisfirstappointedtoamanagerialroletheymostfrequentlyareguidedtojumprightinandgetthejobdone.Withallofthenewresponsibilitiesthenewmanagerfocusesfirstontheadministrativeskillsoneneedstomanagethedailytasksratherthanleadershipprinciplesneededtotransformthemselvesintotheleadertheycouldbe.Managersfailtobecometransformationalleadersforseveralreasonsnoneofwhicharetheirownfault.Firsttheyarefrequentlynottrainedtodoso.Secondtheenvironmentalpressureofthedayscurrentemergencydrawsthemanagerbacktomoretacticalbehaviors.Finallytheymayworkinatopdownculturewhereuppermanagementdoesnotpushleadershipexpectationsdownthroughtheorganization.Butleadershipisnotatop-downconceptInrealityitmustbeabottomuporganizationalcharacteristiciftheorganizationdesirestoexceloverthelong-term.LeadershipbehaviorsimplementedateveryleveloftheorganizationcanSAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage24deliveramoreenergizedfocusedandproductiveworkplace.IntodaysbusinesscommunitythebestmanagersarealsogreatleadersImplementingleadershipcharacteristicsintoonesmanagerialstylebeginsthetransitionfromatransactionaltotransformationalmanager.Beginbyalteringyourapproachfromtasksandtacticstoyouremployees.Manageyouremployeesbyfocusingontheirneedsandhelpingthemfindpurposeintheirwork.ThefollowingCompareandContrasttableclearlyillustrateshowmanagersandleadersdifferintheirfocus.LeadingasaManagerCompareandContrastTraditionalManagersLeadersHighlyEffectiveManagersFocusonSystemsStructureProcessWorkFlowFocusonPeoplePurposeCauseContributionReliesonControltoAccomplishtheWorkInspiresTrustandEmpowersOtherstoAccomplishtheWorkHasaShort-rangeViewofResponsibilitiesHasaLong-termPerspectiveonResponsibilitiesTakesActionBasedonHowWhenWhereDirectsActionBasedonWhatWhyHowWhenWhereAcceptsStatusQuoWorkstoChangetheSituationWhenWarrantedWantstoDoThingsRightSeekstoDotheRightThingsCommunicatesbyDirectingandatTimesDictatingandIncorporatesaClosedTellingCommunicationsStyleCommunicatesbyInquiringAdvisingGuidingandIncorporatesanOpenSellingCommunicationsStylePowerBaseisPositionalAuthoritativeDirectivePowerBaseisPositionalCharismaticandCollaborativeManagesPersonnelasSubordinatesManagesPersonnelasFollowersManagementStyleisTransactionali.e.tellssubordinateswhattodoManagementStyleisTransformationali.e.inspiresubordinatestodoAdaptedfromOnBecomingaLeaderWarrenBennisBasicBooks1989andJohnPKotteronWhatLeadersReallydoJohnKotterHarvardUniversityPress1999.SAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage25MargaretsStoryThisideaofleadershipcanbeillustratedthroughthefollowingscenario.AsyoureadMargaretsstorylookforcluestoheruseofappliedleadershipvaluesorthelackthereofasthecasemaybe.Margaretisadepartmentheadinalargemanufacturingplant.Thecompanyisintheprocessofimplementinganewcross-functionalprocessofqualitycontroltorectifyafaultintheirmanufacturing.MargaretsteamisresponsibleforcollaborationwithHRtheunionleadershipanduppermanagementtogetthisprojectoffthegroundallthewhilecontinuingtheirregularday-to-dayresponsibilities.Margaretapproachesthisbyputtingabigcharttogetherlistingallthetaskstheirdeadlinesforcompletionandwhohaswhatresponsibility.Shepoststhisonthewallofthemeetingroomandgathersherteamforakick-offmeeting.SheopensthediscussionbystatingWellteamthebigbosshasjustdumpedapileofnewworkonusinimplementingthismanufacturingprocesschange.Itsgoingtorequireustobuckledownputinconsiderableovertimehoursandstillkeepupwithournormaldaytodayroutine.DoyouseethatchartonthewallIhavelistedallthetasksassociatedwiththisprojecteachtasksduedateandassignedyoueachmultipleresponsibilities.Inadditionwewillhavetocoordinateouractivitieswithallthedepartmentheadsinvolvedandscheduletimewiththeirteams.HereswhatwellhavetodoForthenext3monthscancelanyvacationyouhaveplanned.Keeptheprojectchartupdateddaily.Asyoucompleteyourtasksmarkitonthechart.Schedulemeetingswiththestakeholdersandinformmeofthedayandtime.Seemeindividuallyifyoucannotmeetthespecifieddeadline.Wewillfindsomeonewhocangetthetaskcompleted.SAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage26Beginningtomorrowwewillholdamandatorydailydepartmentmeetingonehourbeforethenormalworkdaybeginsforprogressreportsfromeachofyou.IknowthisisearlyinthedaybutwemustgetthejobdoneMargaretdismissesthegroupwiththemandatetogettoworkonthisASAPInterestinglymostoftheteamdecidedtogoovertoJoesCornerGrillforlunchImplementingsoundleadershipprinciplescanfundamentallytransformtheviewsubordinateshaveoftheirmanagerandasaleader.Margaretwasconfrontedwithnumerousimmediatedemandsissuesandtaskshandeddownfromuppermanagement.Thisconsumedherinimmediatedetailsanddistractedherfromherleadershiprole.Toovercomethisonemustapplyconscieousthoughtanddailyapplicationofappropriateleadershipbehaviorstobecomeahighlyeffectivemanager.SAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage27Appendix3MyLeadershipRoadMapThefollowingtableprovidesaresomesuggestionsonhowtoimproveyourleadershipcorecompetencyandbecomeahighlyeffectivemanager.IfYouWantToBeApplytheseLeadershipBehavioralIndicatorsAVisionaryManagerDefinealongrangevisionofhowyouandyouremployeesobjectivesaligntotheorganizationalobjectivesandcommunicatethatvision.Seektoobtainemployeesbuyintoworkgroupobjectivesbycommunicatinghowtheteamsworkcontributestotheorganizationslongtermsuccess.Demonstratetoyouremployeeshowyouvaluetheirindividualcontributionstotheworkgroupandtheworkgroupscontributiontotheorganization.AnEnablingManagerDemonstratetrustinyouremployeesbyallowingthemtomakeindependentdecisionsonhowtoaccomplishtasks.Buildtrustbydelegatingresponsibilitieseffectively.Inspireemployeesthroughthistrust.Createanenvironmentwhereemployeesareencouragedtomotivateandcontrolthemselves.AStrategicThinkingManagerDefineforyouremployeeshowyourworkgroupspurposeservesthelongrangeobjectivesoftheorganization.Communicateexpectedresultsclearlyandinvitediscussiononhowtoachievethembothinnowandoverthelongterm.Demonstratethelong-termvisionofhowimmediatetasksrelatetoorganizationalobjectives.Takeresponsibilityforindividualteammembersprofessionaldevelopmentandcareergrowth.AHolisticFunctioningManagerInsettingdirectionforemployeesinadditiontostatingHowWhenandWherealsoprovidetheWhatandWhy.Fullycommunicateallaspectsofaprojecttotheworkgroupandsolicitmembersinputbeforemakingassignments.Alignworkgroupactionswithorganizationalobjectives.AGameChangingManagerViewchangeasanopportunitytoimproveandexpandtheworkgroupsperformance.Strivetosurpassmediocritythroughcontinualimprovementofemployeesskillsandabilities.Continuallyassesseffectivenessofcurrentdirectionprocessesandprocedures.Implementnewdirectionwhenwarrantedratherthanre-implementfailedtactics.SAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage28IfYouWantToBeApplytheseLeadershipBehavioralIndicatorsAPurposeDrivenManagerTakeresponsibilitytoensurethatyourworkgroupisdoingtherightthingbycommunicatingthepurposeofyourdirections.Implementcorrectiveactiontoaligntacticsandobjectiveswhennecessary.Ensurethattherightactionsareimplementedcorrectly.AFacilitativeManagerPracticeaguidingandadvisorycommunicationstylewhencoachingdirectingemployees.Useopenquestioningtoengageemployeesandmakethemactiveparticipantsinworkgroupdecisions.Providereasonandpurposeforyourdecisionsensuringemployeesfullunderstanding.Listenempathicallyanddemonstrateunderstandingofotherspointsofviewbeforejudgingthatpointofview.AnEngagingManagerUseyourpersonalityinacharismaticorcharmingmannertoattractandholdemployeesinterestandattention.Demonstrateequalamountsofpersonalitycompetenceandcollaborativedialogtogainagreement.Appealtopeoplesheartsandmindsinyourcommunicationsandinteractions.APeople-FocusedManagerFocusfirstontheindividualpersonallyandprofessionallywhengivingdirectionprovidingfeedbackandassigningtasksDonotaskyourteamtodoanythingyouwouldnotdoyourself.Letyouractionsdemonstratewhatyouwantfromemployeesactinginamannerconsistentwithyourexpectationsofthem.Throughyouractionssetanexampleofhowyouexpectotherstoact.AnAspirationalManagerWhensettingemployeeobjectivesdosobypaintingapictureofexpectedperformanceandoutcomes.Inspireemployeestobeself-motivatedandself-managedbygivingtheminsightsofhowtheirsuccesswillbenefitboththecompanyandthemselves.Setrealisticexpectationswhichemployeescanachieveandbepreparedtoshowthemhowtodoso.Dontacceptmediocrity.Strivetotransformyourareaofresponsibilitythroughaprocessofcontinualimprovementinyourandyouremployeesskillsandabilities.SAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage29Appendix4SimulationExerciseFacilitatorInstructionsThissimulationisdesignedtochallengetheparticipantswithadifficultmanagerialsituation.Workingwiththeirpeerstheywillanalyzethesituationandformulateastrategythatappliesleadershipbehaviorstoachievethebestpossibleresult.TheparticipantsshouldrefertothehandoutinAppendix3forideas.Splittheclassintotwotableteamsof4to6individuals.Assignonescenarionextinthisappendixtoeachtablegroup.InstructtheparticipantstoreadthescenarioprovidedanddeterminethebeststrategytomanagethesituationbyapplyingleadershipcharacteristicsofmanagementAppendix2Theparticipantswillhave7minutestocompletetheiranalysisand2minutestosummarizetheirstrategy.ReviewtheFacilitatorsAnswerKeyforeachscenariotohelpguideparticipantsthroughthissimulation.After7minutesaskthegrouptostopworking.DebrieftheactivitySeekresponsesfromeachtablegroupandclarifywithfollow-upquestionsasneeded.Alloweachtablegroup2minutestorespond.DebrieftheActivityUseopen-endedquestionstoprobeforanddrawoutleadershipbehaviors.Besuretodifferentiatetheresultsobtainedwithastrategicapproachfromthoseobtainedwithapurelytacticalapproach.SuggesteddebriefquestionsareprovidedinSectionGunderApplicationExercise.SAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage30SimulationExerciseScenario1Youmanageacoregroupoffouremployeeswhohavebeenateamforthelastfiveyearsandworkverywelltogether.SixmonthsagoyourcompanyboughtanewelectronicHumanResourcesinformationsystemtohandleapendingmergerandmatriculationof300additionalpersonnel.Threeexpertsonthisnewsystemwererecentlyaddedtoyourteam.Whileeveryoneisawareofthenewsystemgoingon-linenextquarteryourveterangroupisnotsurehowitwillaffecttheirjobs.Theseniorstaffisveryexcitedbyandinterestedinthetestingthatyournewteammembersarerunningandtheycontinuallycheckonyournewteamsprogress.Yourveteransmustkeeptheoriginalprocessesgoingandwaitfortheirtrainingwhichissupposedtostartnextweekithasbeenalreadybeenrescheduledtwice.NextmonthallcompanyemployeeswillbeaskedtocompletetheannualEmployeeSurvey.Thisisasemi-automatedsurveythatyourdepartmentcoordinates.Theadditionofthe300newemployeeswillsignificantlyincreasetheworkloadforyourveteranteam.Howeveryoucannotaskyournewteammemberstohelpbecausetheyarecommittedfull-timetothenewsystem.Meanwhilebecausetheoldsystemisbeingphasedoutitisoftenoff-lineandinaccessible.Consequentlyyouaregoingtohavetomandateovertimeforyourveterans.Thoseovertimehoursaregoingtohurtyourbudget.AssignmentHowdoyoumaintainmoraleyetcompleteallthetasksbeforeyouinthissituationWhatleadershipbehaviorswouldyouemploytoaddressthissituationandwhatwouldbeyourexpectedresultUseAppendix2toguideyourstrategyincludingasmanyleadershipbehaviorsasnecessary.Workasatablegrouptobrainstormthebestleadershipstrategiestoaddressthesituation.Useyourflipcharttosummarizeyourapproach.Youwillhave7minutestoanalyzethesituationand2minutestopresentyourideas.FacilitatorsAnswerKeyThereisnorightorwrongresponsetothisexercise.ParticipantsshouldincludeasmanyleadershipbehaviorsaspossiblefromAppendix3intheirplan.Participantsshouldshowrespectfortheindividualsneedsandconcernsyetstillaccommodateuppermanagementsrequesttogetthenewsystemon-lineandconducttheEmployeeSurvey.Lookforsignsofbothaleadershipapproachandatraditionalmanagerialapproachinthesolutionspresentedbytheparticipants.SAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage31SimulationExerciseScenario2Forthelastthreeyearsyouhavebeenmanagingacustomerservicecall-incenterwithastaffof15people.Thebusyseasonstartsnextmonthandthisyearisgoingtobebusierthanever.Thecompanyhasintroducedtwonewproductsandyourteamhastogetuptospeedquickly.Everyyearatthistimeyoureceiveseveralvacationrequestsforthesameweeksandithashappenedagain.Oneemployeejusttoldyouthathehasalreadypurchasednon-refundableairlineticketsforhimselfandhisfamilytheyleavenextThursday.Threeofyourteamleadswhohavebeenyourgo-topeopleallyearwanttogotothebeachtogetherthefollowingweek.ThetwonewestteammembershavetheirorientationnextTuesdayandtotopitallofftomorrowisBrendaslastdaybeforehavingbacksurgeryInafewdaysheadquarterswillsendatrainingteamtodeliveraseriesofproducttrainingsessions.Theywillbehereforonly10daysandyourteammustbeavailablefortheclasses.Anyrequiredmake-upsessionswillrequireextensivecoordinationbetweenyouyourbossandheadquarters.AssignmentHowdoyouaccommodateuppermanagementsrequesttohaveallindividualstrainedinthenext10dayswhenmostofyourteamisgoingtobeawayfromthejoboverthenexttwoweeksWhatleadershipbehaviorswouldyouemploytoaddressthissituationandwhatwouldbeyourexpectedresultUseAppendix2toguideyourstrategyincludingasmanyleadershipbehaviorsasnecessary.Workasatablegrouptobrainstormthebestleadershipstrategiestoaddressthesituation.Useyourflipcharttosummarizeyourapproach.Youwillhave7minutestoanalyzethesituationand2minutestopresentyourideas.FacilitatorsAnswerKeyThereisnorightorwrongresponsetothisexercise.ParticipantsshouldidentifyasmanyleadershipbehaviorsasnecessaryfromAppendix3andincludeintheirplan.Participantsshouldshowrespectfortheindividualsneedsandplansyetstillaccommodateuppermanagementsrequesttocompletethetraininginthenext10businessdays.Lookforsignsofbothaleadershipapproachandatraditionalmanagerialapproachinthesolutionspresentedbytheparticipants.SAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage32Appendix5JobAidsandEvaluationIMPACT60LearningSystemsisdedicatedtogivingyoutheresourcesnecessarytomaximizethebenefitofthetimeyouandyourorganizationhaveinvestedinyourdevelopment.ThisappendixcontainsfourseparatejobaidstoassistyouincontinuingthelearningfromtheLeadingEffectiveTeamworkshop.Immediatelyuponreturningtoworkyouareencouragedtocontactyoursupervisorandscheduleaone-on-onediscussionwithhimher.WorkwithyourimmediatesupervisortocompletetheseactivitieswithinthefirstweekfollowingtheconclusionoftheworkshopCompletetheMyLeadershipAssessmentjobaid.CompleteyourPersonalDevelopmentPlananddiscussitwithyoursupervisor.Scheduleandconducttheone-on-onediscussionwithyoursupervisor.CompletetheMyLeadershipAssessmentjobaiddiscussitwithyoursupervisorandidentifyjobbehaviorsanddevelopmethodstoforleadingyourteammoreeffectively.YoursupervisormayhaveaccesstothesesamejobaidshoweverbesuretoprovidehimheracopyofyourcompletedPersonalDevelopmentPlanandensurethatheshehasallotherdocumentsfromthisappendix.NotetotheSupervisorYouremployeehascompletedtheLeadingasaManagerworkshop.Atitsconclusionallparticipantsweretaskedwithidentifyingseveralactivitiestheycouldimplementwiththeirworkteamstobetterfocusteaminitiativestowardsorganizationalgoals.Pleaseworkwithyouremployeeincompletingtheactivities.Afteryouremployeehascompletedtheactivitiesandyouhavehadtheopportunitytoobservetheresultsofthetrainingpleasecompletetheshortevaluationform.Thiswillhelpyourorganizationbetteraddresstraininginitiativesinthefuture.NoteAseparateSupervisorsCoachingGuidethatcontainsthesematerialsisalsoavailable.SAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage33Item1MyLeadershipAssessmentAssessyourexistingleadershipskillsandprioritizewhichskillsyouwillstrivetoimprove.IncludeyourtopprioritiesinyourPersonalDevelopmentPlannextpage.Foreachskillidentifyanaspirationaloutcomethatwillmotivateyoutoimproveinthatarea.Usethefollowing3-pointscaletoevaluateyourskills1NeverPracticed2SometimesPracticed3FrequentlyPracticedSkillMyRatingMyPriorityAspirationalOutcomeSoICanDoThisAVisionaryManagerAnEnablingManagerAStrategicThinkingManagerAHolisticFunctioningManagerAGameChangingManagerAPurposeDrivenManagerAFacilitativeManagerAnEngagingManagerAPeopleFocusedManagerAnAspirationalManagerSAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage34Item2PersonalDevelopmentPlanAsaresultofattendingtheLeadingasaManagerworkshopIhaveidentifiedthefollowingactionsthatIwillimplementtoimprovemyjobskillsActionBehaviorExpectedBenefitExpectedBusinessResult123Item3OneonOneDiscussionwithSupervisorHavethisdiscussionwithyoursupervisorafteryoucompleteItem2above.ManagerDiscusswithyoursupervisoryourPersonalDevelopmentPlanandtheimportanceofleadershipwithinyourworkgroup.ManagersSupervisorReviewyourmanagersPersonalDevelopmentPlan.Discusstheimportanceofapplyingleadershippracticestotheirmanagerialstyle.Usethequestionsbelowtoguideyourdiscussion.SuggestedDiscussionQuestionsHowcanyouimplementamanagerialstylethatismorefocusedonpeopleHowwillyouremployeesreacttoanewmanagementstyleWherewouldourcompanybeintheabsenceofsoundleadershipatalllevelsSAMPLE LeadingasaManagerFacilitatorsGuide2010IMPACT60LearningSystemsLLCPage35Item4SupervisorsEvaluationFormToBeCompletedbytheSupervisorWithinoneweekaftertheLeadingasaManagerworkshoppleasecompletethisevaluationformandreturnittotheindividualinyourorganizationwhoisresponsibleforarrangingemployeedevelopmentandtraining.ParticipantsNameSupervisorsNameWorkshopDateEvaluationDateInratingtheapplicationofimplementedskillsandbehaviorsusea3-pointscalewhere1Appliesmethodically2Appliespractically3AppliesexpertlyNoteAppliesmethodicallymeanstheygraspthebasicsoftheprocessAppliespracticallymeanstheyseethepracticalvalueandapplytheprocessmethodicallyAppliesexpertlymeansthemanagerisabletobringbenefittohisherentireteaminapplyingtheprocess.Inmeasuringbusinessimpactusethis3-pointscale1ModestImpact2AboveAverageImpact3ConsiderableImpactBehaviorObservedRatingBusinessImpactRatingUsethespacebelowtoprovidefurthercommentsonthebusinessimpactofthenewbehaviorsSAMPLE SAMPLE ForMoreInformationonthisandother60MINUTESforIMPACTTMWorkshopsContactTELEPHONE1-855-667-3500E-MAILinfoimpact60learning.comWEBSITEwww.impact60learning.com