Front Line Leadership - Topics - Unique Training & Development

Recognize that the leader needs to maintain both a focus on results and on involving their team to drive performance.
Reflect on the leaders you’ve worked for and the characteristics that made your best leader so effective.
Evaluate yourself using a self-assessment (done in class) on fifteen leadership behaviors/competencies.
How to avoid the leadership trap in which your team members bombard you with questions, decision and problems they could be empowered to solve on their own.
How to get your team started effectively at the beginning of their day.
In a multi-shift environment, make shift handoffs more effective.

Leader’s Vision

How to transition from being reactive to being proactive so that you can achieve performance improvement in your team.
Creating the sense in your team that you as the leader are working to make the department better.
Clarifying how you would like your department to be in the future.
The importance of explaining “why” when assigning work your team might resist or to get them to buy-in to the need to change.

Recognizing how your actions and behaviors set the example for your team.
Ensuring that your words and actions are consistent.
How to avoid perceptions of favoritism by applying rules consistently and giving your time, attention and work assignments equally across the team.
How to balance leadership and friendship, especially when in transition from co-worker to leader.
How to treat your team with respect and earn their trust and respect.

How your approach as the leader impacts both the performance of your team and their job satisfaction.
Situational Leadership: When to strategically use a more direct style, a more easy-going style or a more detail-oriented or compliance style.
In this session, we use an interactive activity to reveal how four leadership styles create different outcomes and satisfaction levels: Coach, Caretaker, Autocrat, Conformist.
Focus on being more of a “coach” by clarifying expectations, involving your team and building on positives.

Reflecting on when you were the most motivated and whether you are providing these opportunities to your team.
How to connect new team members to the department to increase retention.
How your beliefs about others influences their behavior and performance.
How workgroup behavior and performance are a reflection of the leader.
Reasons employees don’t perform and how to correct and prevent them.
Motivating factors: The three most important actions a leader can do to create a motivational climate.
Different types of motivation – fear, incentive and attitude.

Why most employees rely on the leader to make every decision and solve every problem instead of being more self-sufficient.
How to get employees to take ownership of their work by applying positive and corrective consequences.
Equipping your team for success: Effective on-the-job training and coaching to build capability and confidence.

Recognizing that conflict is necessary and expected when implementing change.
Understanding that conflict, change and continuous improvement often co-exist.
Understanding your own conflict style and recognizing that different situations may require a different approach.
Understanding and dealing with defensive behavior in yourself and others.
Remaining constructive when dealing with passive or aggressive employees and peers.
How to mediate conflict between two employees.

Front Line Leadership – Topics