Corporate Leadership and People Management

Prepare your environment 5 lectures 22:14 Welcome Remember: this course is a workbook more than a set of videos. You will only get the true value out of it when you take action. Step 1 Prepare your environment Remember: building solid foundations within your team will increase your likelihood of success, so take the necessary time and get this right Creating your team Vision, Mission and Strategy Remember: the more you include your people in the definition process of your Vision, Mission and Strategy, the more buy in you will get Eliciting your Team Values Remember: the main question is "What's mostly important to you at work" Defining your Team Goals Prepare your environment 5 lectures 22:14 Welcome Remember: this course is a workbook more than a set of videos. You will only get the true value out of it when you take action. Step 1 Prepare your environment Remember: building solid foundations within your team will increase your likelihood of success, so take the necessary time and get this right Creating your team Vision, Mission and Strategy Remember: the more you include your people in the definition process of your Vision, Mission and Strategy, the more buy in you will get Eliciting your Team Values Remember: the main question is "What's mostly important to you at work" Defining your Team Goals Welcome Remember: this course is a workbook more than a set of videos. You will only get the true value out of it when you take action. Welcome Remember: this course is a workbook more than a set of videos. You will only get the true value out of it when you take action. Welcome Remember: this course is a workbook more than a set of videos. You will only get the true value out of it when you take action. Welcome Remember: this course is a workbook more than a set of videos. You will only get the true value out of it when you take action. Remember: this course is a workbook more than a set of videos. You will only get the true value out of it when you take action. Remember: this course is a workbook more than a set of videos. You will only get the true value out of it when you take action. Step 1 Prepare your environment Remember: building solid foundations within your team will increase your likelihood of success, so take the necessary time and get this right Step 1 Prepare your environment Remember: building solid foundations within your team will increase your likelihood of success, so take the necessary time and get this right Step 1 Prepare your environment Remember: building solid foundations within your team will increase your likelihood of success, so take the necessary time and get this right Step 1 Prepare your environment Remember: building solid foundations within your team will increase your likelihood of success, so take the necessary time and get this right Remember: building solid foundations within your team will increase your likelihood of success, so take the necessary time and get this right Remember: building solid foundations within your team will increase your likelihood of success, so take the necessary time and get this right Creating your team Vision, Mission and Strategy Remember: the more you include your people in the definition process of your Vision, Mission and Strategy, the more buy in you will get Creating your team Vision, Mission and Strategy Remember: the more you include your people in the definition process of your Vision, Mission and Strategy, the more buy in you will get Creating your team Vision, Mission and Strategy Remember: the more you include your people in the definition process of your Vision, Mission and Strategy, the more buy in you will get Creating your team Vision, Mission and Strategy Remember: the more you include your people in the definition process of your Vision, Mission and Strategy, the more buy in you will get Remember: the more you include your people in the definition process of your Vision, Mission and Strategy, the more buy in you will get Remember: the more you include your people in the definition process of your Vision, Mission and Strategy, the more buy in you will get Eliciting your Team Values Remember: the main question is "What's mostly important to you at work" Eliciting your Team Values Remember: the main question is "What's mostly important to you at work" Eliciting your Team Values Remember: the main question is "What's mostly important to you at work" Eliciting your Team Values Remember: the main question is "What's mostly important to you at work" Remember: the main question is "What's mostly important to you at work" Remember: the main question is "What's mostly important to you at work" Defining your Team Goals Defining your Team Goals Defining your Team Goals Defining your Team Goals Manage your team 5 lectures 30:30 Step 2 manage your team Running your team day after day, and believe me, there is no such thing as "Business as Usual" ! Expanding your Credibility Remember: Credibility is based on 4 pillars

• Integrity
• Intent
• Capabilities
• Results

Use the self-assessment tool below to better identify your strength and opportunities to grow your credibility! The Trust formula Remember: TRUST = (Credibility + Reliability + Intimacy) / Self-orientation Use the Trust dashboard to identify how you can most effectively strengthen the trust you have established with your critical stakeholders, and with your direct reports The Situational Leadership model Remember: as a manager you must adapt your leadership based on 2 dimensions

• how much directions and control you provide
• how much support and encouragements you give

Adapt your style based on each individual's situation for a certain skill and accelerate their journey through the learning curve! There are 4 key situations that every individual goes through while learning a new skill: S1 = someone is starting to learn a new skill and requires high directions and low support S2 = while starting to experience the first difficulties and making the first steps, the person will need high directions and a lot of support to keep going S3 = the person is accumulating experience and progressively improving their level of competence, but are not yet confident enough to work independently, so provide less directions and high support S4 = the expert, provide low directions and low support Share this vocabulary with your teams, it will trigger fruitful discussions! The Situational Leadership model Engaging your team with Gallup Remember: the 12 Gallup questions have been carefully selected and defined. Make sure you spend enough time explaining the meaning behind each question so that all of your team members have a common understanding before rating each question. Make sure you use the additional resources shared in this chapter. The 12 Gallup questions:

I know what is expected of me at work

I have the materials and equipment I need to do my work

At work I have the opportunity to do what I do best every day

In the last seven days, I have received recognition or praise for doing some good work

My supervisor, or someone at work, seems to care about me as a person

There is someone at work who encourages my development

At work, my opinions seem to count

The mission of the company makes me feel that my job is important

My associates (fellow employees) are committed to doing quality work

I have a best friend at work

In the last six months, someone has talked to me at work about my progress

This last year, I have had opportunities at work to learn and grow

Manage your team. 5 lectures 30:30 Step 2 manage your team Running your team day after day, and believe me, there is no such thing as "Business as Usual" ! Expanding your Credibility Remember: Credibility is based on 4 pillars

• Integrity
• Intent
• Capabilities
• Results

Use the self-assessment tool below to better identify your strength and opportunities to grow your credibility! The Trust formula Remember: TRUST = (Credibility + Reliability + Intimacy) / Self-orientation Use the Trust dashboard to identify how you can most effectively strengthen the trust you have established with your critical stakeholders, and with your direct reports The Situational Leadership model Remember: as a manager you must adapt your leadership based on 2 dimensions

• how much directions and control you provide
• how much support and encouragements you give

Adapt your style based on each individual's situation for a certain skill and accelerate their journey through the learning curve! There are 4 key situations that every individual goes through while learning a new skill: S1 = someone is starting to learn a new skill and requires high directions and low support S2 = while starting to experience the first difficulties and making the first steps, the person will need high directions and a lot of support to keep going S3 = the person is accumulating experience and progressively improving their level of competence, but are not yet confident enough to work independently, so provide less directions and high support S4 = the expert, provide low directions and low support Share this vocabulary with your teams, it will trigger fruitful discussions! The Situational Leadership model Engaging your team with Gallup Remember: the 12 Gallup questions have been carefully selected and defined. Make sure you spend enough time explaining the meaning behind each question so that all of your team members have a common understanding before rating each question. Make sure you use the additional resources shared in this chapter discussions! The Situational Leadership model Remember: as a manager you must adapt your leadership based on 2 dimensions

• how much directions and control you provide
• how much support and encouragements you give

Adapt your style based on each individual's situation for a certain skill and accelerate their journey through the learning curve! There are 4 key situations that every individual goes through while learning a new skill: S1 = someone is starting to learn a new skill and requires high directions and low support S2 = while starting to experience the first difficulties and making the first steps, the person will need high directions and a lot of support to keep going S3 = the person is accumulating experience and progressively improving their level of competence, but are not yet confident enough to work independently, so provide less directions and high support S4 = the expert, provide low directions and low support Share this vocabulary with your teams, it will trigger fruitful discussions! The Situational Leadership model Engaging your team with Gallup Remember: the 12 Gallup questions have been carefully selected and defined. Make sure you spend enough time explaining the meaning behind each question so that all of your team members have a common understanding before rating each question. Make sure you use the additional resources shared in this chapter. The 12 Gallup questions:

I know what is expected of me at work

I have the materials and equipment I need to do my work

At work I have the opportunity to do what I do best every day

In the last seven days, I have received recognition or praise for doing some good work

My supervisor, or someone at work, seems to care about me as a person

There is someone at work who encourages my development

At work, my opinions seem to count

The mission of the company makes me feel that my job is important

My associates (fellow employees) are committed to doing quality work

I have a best friend at work

In the last six months, someone has talked to me at work about my progress

This last year, I have had opportunities at work to learn and grow

Engaging your team with Gallup Remember: the 12 Gallup questions have been carefully selected and defined. Make sure you spend enough time explaining the meaning behind each question so that all of your team members have a common understanding before rating each question. Make sure you use the additional resources shared in this chapter. The 12 Gallup questions:

I know what is expected of me at work

I have the materials and equipment I need to do my work

At work I have the opportunity to do what I do best every day

In the last seven days, I have received recognition or praise for doing some good work

My supervisor, or someone at work, seems to care about me as a person

There is someone at work who encourages my development

At work, my opinions seem to count

The mission of the company makes me feel that my job is important

My associates (fellow employees) are committed to doing quality work

I have a best friend at work

In the last six months, someone has talked to me at work about my progress

This last year, I have had opportunities at work to learn and grow

Engaging your team with Gallup Remember: the 12 Gallup questions have been carefully selected and defined. Make sure you spend enough time explaining the meaning behind each question so that all of your team members have a common understanding before rating each question. Make sure you use the additional resources shared in this chapter. The 12 Gallup questions:

I know what is expected of me at work

I have the materials and equipment I need to do my work

At work I have the opportunity to do what I do best every day

In the last seven days, I have received recognition or praise for doing some good work

My supervisor, or someone at work, seems to care about me as a person

There is someone at work who encourages my development

At work, my opinions seem to count

The mission of the company makes me feel that my job is important

My associates (fellow employees) are committed to doing quality work

I have a best friend at work

In the last six months, someone has talked to me at work about my progress

This last year, I have had opportunities at work to learn and grow

Engaging your team with Gallup Remember: the 12 Gallup questions have been carefully selected and defined. Make sure you spend enough time explaining the meaning behind each question so that all of your team members have a common understanding before rating each question. Make sure you use the additional resources shared in this...