Front Line Leadership - Topics - Unique Training & Development

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Front Line Leadership – Topics

Front Line Leadership – Core Topics

Included in most Front Line Leadership training programs. Can be customized to your needs.
Expectations of a Front Line Leader

Expectations of a Front Line Leader

  • 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

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.
Leading by Example

Leading by Example

  • 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.
Leadership Styles

Leadership Styles

  • 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.
Motivating and Engaging Employees

Motivating and Engaging Employees

  • 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.
Effective Communication

Effective Communication

  • Thinking before you speak – what you want to communicate.
  • The impact of what you say, how you say it and your body language.
  • How to be more persuasive and influential.
  • How to communicate with your manager.
  • Improving your listening skills.
  • How to prepare for and conduct a correcting conversation.
Leading Change

Leading Change

  • Why, as the leader, you need to buy into change first.
  • Understanding resistance to change and how to overcome it.
  • How change can be a positive motivator.
  • How to simplify the change, encourage the team and make it easier to change.
Correcting Unacceptable Behavior and Performance

Correcting Unacceptable Behavior and Performance

  • Understanding your role in the coaching, confronting and correcting process.
  • Why it is important to say something when you see something.
  • How to comment on a performance, safety or quality issue.
  • How to address difficult situations and unacceptable behaviors.
  • When to involve your manager.
Empowerment, Accountability and Training

Accountability, Empowerment and Training

  • 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.
Managing Conflict

Managing Conflict

  • 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.

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