Modules of Leadership And Management Skills E-Learning Suite For Up Coming Managers

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Maximizing Performance
Maximizing
Performance:
Basics
A solid grasp of what are called "soft
skills" is essential to be effective in the
workplace. Well-honed softskills provide
a competitiveadvantage, enablingyouto
respond to situations with confidence
and self-awareness. Emotional maturity
enables you to work effectively with
superiors, peers, and subordinates, as
well as with suppliers and clients, so you
respond with empathy and respect, as
well as with self-control and restraint,
whenrequired. Here we look atwhatsoft
skills are, how emotions can motivate
and inspire us and how your mood can
affect the productivity of others.
Understanding
Competency-
based
Interviews
Competency-basedinterviewsare
systematic. The key outcome is to
discover whether the job applicant
matchesthe requirements of the job.
This is achieved throughthe use of
specifically targeted competency
questionswhere each questionis
designedto test one or more specific
skills. The interview is highly structured,
with the same set of questionsaskedof
each candidate in the same order andin
the same way.
Maximizing
Performance:
Competency
Frameworks
Here we explore critical thinking,
adaptability, and empathy which are
some of the key competencies youneed
to thrive in today's constantly-changing
business environment. Critical thinking
demandsthatyouquestionassumptions,
evaluate the facts from different angles,
and seek to solve a problem creatively
andefficiently. Adaptability requires that
you respond positively to changing
circumstances, and becoming more
aware of how you can demonstrate
empathy.
Competency-
based
interviews:
Preparation
and
Techniques
Every questionposedduringa
competency-basedinterviewaims to
test the candidate'sproficiency in one or
more skills. The aim is to obtain
informationaboutthe individual's
behaviourandexperience. Here we look
at how to prepare to conducta
competency-basedinterviewand how
to use the STAR techniqueto assess
answers.
Improving
Your
Emotional
Intelligence
Goleman found that while the qualities
traditionally associated with leadership
such as intelligence, toughness, vision,
determination – are requiredfor success,
they are insufficient. Developing your
emotional intelligence can help you to
become more productive and successful
at what you do, and help others to be
more productive and successful too.
Here we look at what you can do to
improve youremotional intelligence and
hence grow as a leader.
Work and
Wellbeing
Wellbeing is about your personal
happiness; it is affected by stress and is
also influenced by attitude and self-
image. Stress can creep up on you
without you being aware of it. Here we
look at how to improve your wellbeing
and recommend some actions to
incorporate into your daily routine.
Improving
Wellbeing at
Work
Can organizations help improve
employee wellbeing? Some
organizations implement methods that
positively affect an employee's work-life
balance, physicaland mental health, and
personal effectiveness, ultimately
Time
Management:
Reclaiming
Your Time
Make the most of your time and enjoy a
sense of achievement by applying time
management techniques to your
workload. Time management starts with
a deep commitment to change. To be
successful, you must plan and then stick

Workplace Effectiveness
Motivationin
Theory
Motivation is the force that initiates,
directs, and sustains our behaviour. It is a
key component in organizational success
so it’sessential youhave some insightinto
how to foster motivation in both yourself
and others. Motivation has been the
subject of study for over a century. In this
piece, we look atthree of the mostfamous
theories – Mazlow’s Hierarchy of Needs,
Herzberg’sDualFactortheory andVroom’s
Expectancy theory.
Intrinsicand
Extrinsic
Motivation
Motivation can be divided into two
categories – intrinsic and extrinsic.
Intrinsic motivation comes from
within, the drive to do something
simply because we want to. Extrinsic
motivation, on the other hand, is
inspired by external factors like
deadlines, quotasandpay rises. Here,
we look at bothtypesofmotivationas
well as the factors that affect them.
improvingtheindividual'scontributionto
the business. Such interventions include
succession planning, stress prevention
programs, flexible working, employee
assistance programs, relaxation
therapies, and the prioritization of
recreational activities.
to your plan. The time management
matrix categorizes activities into four
quadrantsratedaccordingtoimportance
andurgency. Youcanusethistooltohelp
you to focus on important issues and to
recognize and eliminate timewasting
activities and unproductive behaviour.
Time
Management:
Effective
Techniques
Are you constantly disturbed at work?
Youcan thwartinterruptionsby setting a
plan in motion to deal with them. By
doing this, you’ll be able to set realistic
timeframes for working on your to-dos.
Here we look at how you can control
interruptions and manage your email.
Time
Management:
Thinking Time
Do youget thingsdone, ontime? Do you
stay late at work? Do you postpone
unpleasant tasks? Get to grip with some
basic principles of Time Management
and start achieving your goals.
Time
Management:
Urgentversus
Important
Need to save time? Need to figure out
what tasks to do and what to delegate?
It’s important to spend your time on
things that are important and not just
urgent. Find out how to manage your
time effectively and efficiently using the
powerful urgent/important matrix.
Performance
Under
Pressure:
Problem-
Solving
Problem-solving is a mental process that
involves discovering, analysing, and
determiningactionstoresolvedifficulties
and facilitate progress which plays a
fundamental part of every manager's
role. This short piece looks at systematic
methods of assessing problems, which
are classified as either open or closed.
Open-ended problems will have a wide
range of possible solutions. Closed
problems are likely to have only one
solution or a few solutions, so your
emphasis will be on analysing the
problemtofind thepossiblecauses. Each
problem is unique. This piece guides you
through the steps you need to follow to
reach a successful solution.

The Power of
Positivity
Attitude is one of those intangible, hard-
to-measure factors that can be crucial to
both personal success and the success of
an organization. Businesseswitha positive
work culture have higher productivity,
retain their staff longer, and have better
quality relationships with their clients.
Here, we look at whathappenswhen good
attitudesgo bad and we list ways tofoster
positivity in the workplace.
Scenario:
Positivity in
Action
Ourattitudescanbecrucial to success
inlife, bothpersonalandprofessional.
Here, we will listen to a conversation
between two colleagues. Both have
the same job and are working under
the same conditions but one goes to
work with a positive attitude and the
other with a negative one. This
conversation will show just how
valuable a little positivity can be.
Giving and
Receiving
Feedback
We all haveblindspots – thingsthatothers
notice about us that we don't see. Unless
we’re told about them, we can remain
unaware of them forever. That’s why
feedback is so important, both to our
personal lives and our professional
development. Constructivecriticismletsus
know how we're doing, ensures we
understand our objectives, and gives us
ideas abouthowwe can get better at what
we do. In this piece, we look at how to
deliver feedback effectively, aswell as how
to accept feedback gracefully.
Scenario:
Assertiveness
Communication
Being assertive requires thata person
tread a fine line between standingup
for their own rights while also
respectingtherightsof others. Alotof
us instinctively veer towards either
passive or aggressive behaviour but
neither communication style will
resolve conflict fairly or effectively.
Here, we explore what happenswhen
an assertive individual has to tackle a
difficult situation, in an assertive way,
with a less than receptive colleague.
Scenario:
Communication
Stylesand
Conflict
Can’t we all just get along? Unfortunately
no – at least not all the time. People
disagree and conflict is inevitable – in our
personallivesandin ourprofessionalones.
One of the keysto success is being able to
handle conflict effectively, fairly,
assertively. However, if you’re not a
naturally assertiveperson, itcanbe easy to
go with yourevolutionary instinctsandslip
into either passive or aggressive mode.
This scenario illustrates justhow difficult it
can be sometimes to be assertive in the
face ofan aggressivecolleague. Listenin to
explore what not to do.
Assertiveness:
Identify your
Style
Assertivenessis theability tostandup
for your personal rights in a positive
and confident manner while
simultaneously respecting the
thoughts, feelings and beliefs of
others. Your first step to becoming
assertive is to become aware of your
communicative style. Are you
aggressive? Passive?Or even passive-
aggressive?Listen tothis episode and
with the professional guidance on
offer, identify your style. With
awareness of your current style, you
can then proceed to adapt it or tailor
it to your professional requirements.
Assertiveness:
SayingNo
Saying No to people and tasks may not
always be a bad thing. It may even be an
essential part of achieving your goals in
work and life. Get guidance on what tasks
youshouldsay Noto as well as how to say
No without losing professional face.
Assertiveness:
Tips
More practical advice on becoming
assertive. Here we look at two
techniques assertive people use
frequently. Find out when the Broken
or Stuck Record technique can help
you as well as how the Fogging
technique can slow down a
potentially unpleasant or negative
exchange.
Assertiveness:
More Tips
Morepractical assertivenesstechniquesto
help you in your professional life. Facing
criticism at work?Learn howto openmore
Being Coachable We can all benefit from the insight
and guidance a coach can offer.
Increasingly, coaching is entering the

fruitful lines of communication by using
the Negative inquiry technique. Learn a
strategy that will help you control your
reaction to such criticism and turn it into
something positive and constructive.
workplace, but to get the benefits
coaching can deliver, we must be
coachable, that is, open to feedback
andwilling tochange. Here we look at
the concept of coaching, the benefits
it brings to the individual and the
organization.
Being a Leader Are youaleader? Youmay notthink so, but
anyone who influences how a group of
people think or behave is a leader –
whether as a team captain, a fashion
maven, or a star baker. In this piece, we
look at the five principal styles of
leadership, and the context in which each
style is mosteffective. We also look at the
factorsthatinfluence anindividual'schoice
of leadership style. We give you a chance
to examine your personal aptitude for
leadership andprovidea list of tips to help
improve your leadership skills.
Scenario:
Leadership in
Action
They say ‘youdon’tneed a title to be
a leader’ and it’s very true. Anyone
who influences a group of people and
the way they think or act is a leader.
Are youone?Asyoumay already have
seen, there are many different styles
of leadership, from those who rule
with an iron fist to those who prefer
‘light touch’ regulation. Whatever
their naturalstyle, an effective leader
will adapt to the demands of the
particular situation and pool of staff
they are allotted. In this scenario, we
watch one leader in action. Listen in
to assess his performance.
Ethics in the
Workplace
Businessesare underconstant pressure to
maximize profits. This leads some
individuals to take unnecessary risks, lie
about losses, and pressure others into
behaving unethically. The litany of
corporate scandals in recent years has
highlighted the need for a more ethical
workplace. Unfortunately, the resolution
of an ethical dilemma often isn't clear-cut.
In this piece, we examine ethical decision-
making and look at different perspectives
on the topic that have evolved over the
centuries. We also describe some
strategies to help you make an ethical
decision, should a dilemma arise.
Developingan
Ethical
Workplace
Good ethics are good for business.
That'sbecause businessrunsontrust.
No one wants to get involved with a
company that’sknown to cut corners
or cook the books. However, an
ethical workplace doesn’t just
happen. Any organization that’s
serious about ethics must promote a
culture of ethics, across all
departments. Inthis piece, we look at
three key ways an organization can
promote good ethics, as well as five
areas that commonly give rise to
ethical problems. We also look at the
most popular rationalizations used to
justify unethical behaviour, as well as
other obstacles to ethical decision-
making.
Being Assertive Assertiveness is a key communication skill
that can help you not just in your career
but also in your personal life. Why?
Because it allows you to state your
opinionsclearly and claim yourrights with
confidence. A lot of people struggle with
assertiveness, instinctively veering
towards either passive or aggressive
behavior. Inthis piece, we examine whatit
is to be assertive, and clarify some of the
Influencing with
Integrity
Influence is the ability to affect the
behavior of others in a particular
direction. It's how we get our ideas
out there, how we win support, and
get thingsdone. However, influenceis
a form of power, and, as such, should
be used with care. Pushed too far, it
can become manipulation, which is
unethical anddamaging. Inthis piece,
we examine the differences between

misconceptions about the term. We look
too at the three main communication
styles – passive, aggressive, and assertive.
We also look at the benefits of assertive
behavior, and list useful tips on how to
become more assertive.
influence and manipulation. We also
look at how you can improve your
influencingskills, inparticular, rapport
building. We also look at a variety of
strategies that will help youinfluence
different types of people.
Scenario:
Influencing With
Integrity
Very little of real substance can be
achieved alone. We generally need the
help and cooperation of others to get
projects done. That’s why being able to
influence others is such a crucial skill. The
ability to convince or persuade others to
dosomethingthey initially havenointerest
in can be vital to changing and improving
the work environment. Inthisscenario, we
look at one colleague attempting to
influence another. Because he is initially
resistant, some might be tempted to
blackmail or threaten – to manipulate
rather than influence. In this example
however, our influencer (Asha) acts with
integrity – being open and honest
throughout.
Workplace Communications
Communications:
Report Writing
Whenwriting areport, check thereport
brief to confirm the purpose of the
report, the target audience, and the
deadlineby whichit mustbesubmitted.
Gather information by reading about
previous studies and reports that have
been conducted on the topic that you
mustwrite about. Assess the relevance
of the information you collect and
select the contentthat is mostrelevant
to your report. Choose an appropriate
structure for your report. It should
contain a title page, summary,
discussion, andconclusion. Don'tforget
to proofread the report before
submission.
Communications:
Persuasive
Writing
The purpose of persuasive writing is to
persuade a reader of a point of view on
an issue. Persuasive writing may express
anopinion, discuss, analyse, andevaluate
an issue. It may also entertain and
inform. Here we look at how effective
persuasive writing includes an appeal to
credibility, logic, or emotion. We also
look at the other techniques that can be
usedin additiontoappealstoimprovean
argument and show support for a claim.
Communications:
Writing in Plain
English
Plain English is clear, straightforward
writing which uses only as many words
as are necessary. Itisn't that difficult to
write in a way that people can
understand. Basically, you need to
Work
Relationships
Collaboratingat work can be a challenge,
but defining your work relationships can
help. An understanding of the various
roles you play can help to direct your
behaviour. An effective work team relies

know your audience, know what you
need to say, organize your material
logically, and avoid repetition, surplus
words, and unnecessary jargon. Here
we also explore the other techniques
youneed to employ to ensure that you
write in plain English.
on trust, diversity, and respect, but how
to build that team? This short piece
offers some practical guidance: avoid
constantly "taking", share your
appreciation equally, and make yourself
accessible. In addition, it lists the
essentialsfor improvingany relationship,
but especially those in the workplace.
Work Styles The intersection of your instinctive
thinking patterns and the demands of
your job is called your "work style".
Your work style isn't the same as your
skill set: it's the unique way you apply
what you know. This piece introduces
recognized work styles, describes
conflicting work styles that are apt to
cause issues in the workplace, and
offers tips and techniquesfor adjusting
work styles to facilitate effective
collaboration.
Active Listening
Skills
The act of listening is an intentional
response. Research suggeststhat people
miss or ignore more than half of what
they hearat work. Whatare youmissing?
Listening becomes active when you stop
talking, show you are paying attention,
responding with open-ended questions.
Discover tips to activate your listening
and see which barriers to listening you
might face. Do you know why active
listening offers you an advantage? Find
out!
Listening Do you want to master the art of
listening? Many of us think we’re
listening when we’re really thinking
aboutwhatwe’re goingtosay next. Get
3 concrete tips on listening that will
improve your relationships and enrich
your work life and performance. Take
these pointers on board and we
guarantee your world will change.
NegotiationSkills Effective negotiationhelpsyoutoresolve
situations where your goals conflict with
someoneelse's. Ideally, you want to find
a solution that is acceptable to both
parties. That means you want the win-
win agreement. The win-win agreement
gives both sides a feeling that they've
won the negotiation – or, at least,
benefited in some way from the
negotiating. Here we look at ways to
improve your negotiation skills.
Specifically, we'll look at how to achieve
a good outcome by: preparing for the
negotiation, managing your emotions
during the negotiation and
compromising for mutual benefit.
Tips on Talking
Negotiation
How do I present my case in any
negotiation? How can I be more
assertive without soundingaggressive?
Listen and learn from a range of
practical tips and find how to express
yourfeelings respectfully, honestly and
assertively.
Thinkingabout
Negotiation
Coming off second best in bargaining
situations? Your goals will frequently
conflict with someoneelse’s. Youneedto
understand what you can do to get to a
Win-Winsolution. Get an introductionto
negotiation skills and a framework that
will help you think about and manage
your negotiations successfully.
Communicating
with Diplomacy
andTact
Workplaces should be courteous,
cooperative environments. Valuable
energy is lost when a team must
struggle through conflict and
misunderstanding. Tact and diplomacy
are useful skills when it comes to
NetworkingSkills Networking is an exchange of
information, contacts, referrals, and
goodwill between people who keep in
touch. To get started, identify people of
interest, such as former classmates,
current and former colleagues, and

navigating tricky situations and dealing
with the wide range of personalities
youencounter. Thisshortpiecelooksat
the value of diplomacy, techniques to
develop tactfulness, and insight on the
diplomaticskillsthatyoucanemulatein
your own workplace. Different
situations (and people) require varying
levels of tact and diplomacy. Your
success at work may depend on how
effectively youapply them in your day-
to-day routine.
professional associations. Introduce
yourself through e-mail and face-to-face
meetings, and make sure you follow up
on every encounter. Don't restrict
yourself to virtual communication – join
professional associations and meet
people in the flesh. Keep a record of
those you meet, and contact them at a
later date to maintain your network and
keepit alive. Here we look atthe benefits
of networkingandhowto“work aroom".
Scenario:
Delivering a
Difficult Message
Communicating bad news at work can
become complex, stressful, and
exhausting. But therearestrategies you
can use to help produce less anger and
misunderstanding. Learnapproachesto
try the next time you are faced with
delivering a difficult message in your
workplace.
Planninga
Difficult Message
Doyouknowthethree basicquestions to
answer when planning a difficult
message? See how to condense and
clarify, and learn about timing when
delivering bad news. Planning a difficult
message effectively for a large group
requires special steps, and you need to
recognize when your planned difficult
message is ready to be delivered.
Managing
Interactingwith
Others
Managing interactions with others at
work can be rewarding and frustrating
(sometimes simultaneously). You can
lower interaction barriers by becoming
more familiar with the styles you
encounter in your colleagues, and
adjusting your expectations
accordingly. By identifying the
intelligence types among your team
members, you may be able to increase
collaboration by understanding their
differing communication channels.
Learn how to talk less, listen more, and
own upto problemsas the need arises.
ManagingYour
Reactions
We often don’t analyse our own
response patterns at work, but your
career can be dramatically affected by
howwell (orbadly)youinteractwithyour
co-workers. Can yourecognize when you
may be on the verge of managing your
own reactions poorly? Learn sometricks
to coping better at work, because you
can condition yourself to be exhausted,
or you can condition yourself to be
energized. You choose.

Organizational Change
Organizational
Change:Basics
Organizationalchangeisthemovement
of anorganizationfromitscurrentstate
toa future state. Organizationalchange
can be planned or unplanned.
Organizational change occurs only
when the forces encouraging change
become more powerful thanthe forces
resisting it. Here we learn about what
the forces of change can be and what's
involved in the organizational
development process.
Organizational
Change:The
Process
Change management is an approach to
transitioning individuals, teams, and
organizations to a desired future state.
Numerous change management models
exist to help guide leaders through the
change process. Thoughthereare many to
choosefrom, almostany will help. Here we
look at the five steps in a typical change
management process.
Organizational
Change:
Failure
Change is a process rather than an
event. Even if you do everything
correctly, beware of lurking resistance
and the temptation to declare victory
prematurely. Performance
improvements are quick wins which
prove that change works, but they are
only victorious battles. To win the war,
ensure that the change is embedded in
the organization over the long term.
Did you know that the majority of
change initiatives fail? Here we look at
the most common reasons for failure.
Organizational
Change:
Resistance
People resist change for subconscious
reasons. Competing commitments make
people personally immune to change. To
diagnose immunity to organizational
change, you need to uncover any
competing commitments. Then you must
unearthwhatKeganandLacey call the “big
assumptions” underlying those competing
commitments. Even though people often
keep their competing commitments well
hidden, it's possible to uncover them by
asking a series of questions. Here we look
at what competing commitments are, the
questionstoask touncoverthemandwhat
is meant by the big assumption.
Organizational
Change:The
Individual
Response
People tend to go through three
different stagesof emotionwhen faced
with big organizational change.
Everyone’s different, so different
people move through these three
stages at different speeds. Here we
explore the three stages people go
through when faced with change and
the factors that affect an individual’s
responseto change as he or she moves
through the stages.
Organizational
Change:
Reinforcement
andEvaluation
Organizational change becomes
permanentwhennewbehavioursresulting
from a change initiative become part of an
organization's everyday routine. To
cement change an organization's
leadership must engage with any change
initiative. Without the engagement of the
most senior people in an organization,
change is likely tobe transient. Before you
can "refreeze" the change to make it
permanent, you need to reinforce the
behaviour that you sought and are now
seeing. Here we look at how to cement
change, manage reinforcement, move
from an old behaviourto a new behaviour
and evaluate progress.

Organizational Learning
Organizational
Learning:
Basics
A learning organizationisan organization
which encourages and facilitates the
learning of its members and continually
transforms itself as a result of this
learning. To be a learning organization,
an organization must employ systems
thinking and personal mastery. It must
challenge mental models, possess a
shared vision, and facilitate team
learning. Here we see howorganizational
learning benefits everybody in the
organization.
Organizational
Learning:
Value and
Competitive
Advantage
Competitive advantage occurs when an
organization acquires or develops
attributes allowing it to outperform its
competitors. Organizational learning is
also a potential source of competitive
advantage, as it can help an organization
outperform the opposition. If an
organization can learn faster than its
competitors, then it has a competitive
advantage over them. Here we see how
organizational learning can provide
competitive advantage.
Organizational
Learning:
Training
In many organizations, training is
provided to help people develop their
skills and knowledge so that they can
perform their roles effectively and
efficiently. Learning organizations are
organizationswhichpromoteaculture of
learning. Learning differs from training in
that it focuses on the longer term. Here
we look at the difference between
training and learning.
Organizational
Learning:
Action
Learning
Action learning is a process in which
people work and learn together by
tacklingreal issuesandthenreflecting on
their actions. Learnersgainknowledgeby
practicing and "doing" rather than
through traditional instruction. Here we
explore Reginald Revans formula for
action learning and the six essential
components in an action learning
program.
Organizational
Learning:
Knowledge
Management
Knowledge management is the process
of capturing, distributing, and using
knowledge effectively. The goal of
knowledge management is to connect
knowledge providers with knowledge
seekers. Without successful knowledge
management, people spend hours
looking for information that, in all
likelihood, somebody in their workplace
already possesses. To encourage sharing
knowledge, reward collaboration and
make sharing a social experience. Here
we see howknowledgemanagementand
systems help organizations to create,
store, retrieve, transfer, and apply
information.
Organizational
Learning:
Technology
Technology supports learning and
increases an organization's capacity to
learn. Similarly, organizational learning
facilitates the adoption and
implementation of new technology. A
learning organization is very likely to
employ technological solutions to
facilitate the learning of its members.
Here we see how technology indirectly
influences organizational learning by
affecting the context of learning and we
look at the other ingredients required to
facilitate organizational learning.
Organizational
Learning: Pro-
Learning
Cultures
An organization which knows how to
learn, with people who freely sharewhat
they know and are willing to change
based on the acquisition of new
knowledge, is saidto have a pro-learning
culture. In a pro-learning work
environment, people at all levels ask
questions and share stories about

successes, failures, and what they have
learned. People are treated as complex
individuals and managers encourage
continuous experimentation. Here we
see how in a pro-learning culture,
organizational learning is much more
than just formal training.
Managing People
Becoming a
Manager
Guidance for the novicemanagerto aid
a smooth transition, including
establishing expectations and how
success will be measured, categorizing
tasks in order to delegate so you can
focus on planning and strategy,
navigating the path from peer to
supervisor, preparing to monitor
performance, recognize issues, and
implement policy, and setting
parameters to ensure steady progress
in your new role.
Determined
Delegation
A review of the art of delegation, outlining
its benefits, including freeing up time for
planning and strategy, reducing stress,
unleashing the potential among
subordinates, and the high-value return
from your team's expanded skill set, and
offering practical guidance to facilitate
effective delegation.
Communicate! Given that communicating your
message effectively is the cornerstone
of success, this introduction explains
the effects of poor communication,
includes useful tips to help you
eliminate one of the most common
causes of communicationbreakdown –
failure to listen, and a providesa guide
tothe subtlebutsignificantinfluence of
body language.
Meetings
thatMatter
A well-run meeting is a catalystfor progress,
with ideas being converted into actions,
complete with champions, and attendees
leaving with a sense of achievement and
anticipation. This step-by-step guide to
runningeffective meetingsprovidesa useful
how-to on planning, implementing, and
following throughso youmake the best use
of everyone's time, including your own!
Scenario:
Meetings - A
Missed
Opportunity
A scenariodemonstratinghowfailingto
effective plan, implement, and follow
through on a meeting can waste time
and energy and result in frustrationfor
all concerned
Managing
Performance
As a manager, you are only as successful as
the team you lead. These strategies will
prepare to facilitate a creative, flexible, and
productive force. An introduction to
motivational theory will help you to assess
whether each individual is ready and willing
to work to full capacity. An overview of
group dynamics will help you recognize
where your team lies along the productivity
continuum. Finally, a three-point approach
to planning, monitoring, and addressing
performance will prepare you to facilitate
continuous progress.
Scenario:
Making
Meetings
Matter
A scenario demonstrating how to
successfully plan, implement, and
follow through after a meeting to
Managinga
High-
Performance
Team
An overview of strategies to guide a team of
high performers to achieve ambitiousgoals,
driven with focus, flexibility, freeflow of

ensure it makes the most productive
use of people's time
information, and the facilitation of
excellence among individuals.
Managing
Performance
As a manager, you are only as
successful as the team you lead. These
strategies will prepare to facilitate a
creative, flexible, and productiveforce.
An introduction to motivational theory
will help you to assess whether each
individualisready andwilling towork to
full capacity. An overview of group
dynamicswill help yourecognizewhere
your team lies along the productivity
continuum. Finally, a three-point
approach to planning, monitoring, and
addressing performance will prepare
you to facilitate continuous progress.
Managinga
Global Team
Strategies for managing a dispersed team
aimed at addressing the obstacles to
successful collaboration (as cited by virtual
teams), including adjusting how you
communicate, implementing a clear and
consistent methodology, facilitating
effective contact between people, and
driving initiatives that will encourage
cohesion and strengthen your team’s core.
Management
Challenges
Global interconnectednesshasbrought
new challenges for organizations,
includingaccelerated competitionfrom
enterprises worldwide and consumer
demand to trade ethically and
demonstrate environmental
stewardship. This overview looksat the
potential effects on your organization,
and offers methods for practical
application of "corporate social
responsibility" or CSR, principles for
"compassionate management" to
relieve the stress on personnel, as well
as tips to limit the pressure of this
accelerated working environment on
managers.
Investingin
Management
Talent
Anapproachtomanaginghighperformersin
order to optimize the return for you and
your organization, including tactics to
prevent your talent languishing, facilitating
innovation to create the conditions for
devising individualized products and
services, how delegation contributes to a
team's expanded skill set, and championing
a healthy work-life balance to maintain
consistent creativity and vigor.
AddressingPoor
Performance
Practical strategies to address under-
performing team members, including
the legal and regulatory structure
protecting organizations and their
employees, issues thatcause a team to
perform below its potential, and
strategies toaddressthem, factors that
signal a person’s inability or
unwillingness to perform, and how to
correct them, and a sequence of steps
for discussing poor performance and
working toward a solution.
Scenario:
Addressing
Poor
Performance
A scenario looking at how a manager
approaches her subordinate's potentially
problematic performance
Coaching:The
Fundamentals
An introductiontocoaching, includinga
useful distinction between managing,
mentoring, and coaching, the
confidentiality, focus, and continuity
essential to effective coaching, how
self-awareness and empathy expand
Scenario:
Effective
Coaching
A scenario thatlooksat coachingas a toolto
enable an individual to evaluate existing
skills and attributes, recognize the forces
thatdrive particularbehaviourpatterns, and
determine where best to invest effort to

the capacity to build teams, manage
conflict, andfosterthetrustessentialto
effective collaboration, and a series of
fundamental steps to help you coach a
promising team member in order to
refine skills and address shortcomings.
optimize strengths and eradicate
weaknesses
The Reluctant
Manager
A survival guide for the harried
manager that includes prioritizing
continuous learning about managing
well, establishing the position power
associated with the manager's role,
acknowledging and addressing areas
where the manager's authority is
limited, anda mnemonicdevice to help
remember howtobe a 'DEFT' manager,
that is, Decisive, Efficient, Fair, and
Tenacious.
Monkey
Management
Never have enough time to get everything
done, while your team is constantly running
out of work? Improve your "monkey
management” skills (a metaphor for some
common time management patterns.)
Altering these patterns can improve
efficiency acrossyourteam while reclaiming
your time. Four steps involve identifying
problems, assigning tasks appropriately,
specifyingnext stepsandanalysingprogress.
As a bonus, your team may uncover new
skills and improve the use of resources
across your organization.
Leadership:
Beyond
Management
Are youaleader ora manager?Findout
the difference and discover specific
steps you can take to grow your own
leadership skills. Although you don't
need to change the world to be a great
leader, you may be called on to be
flexible and walk the fine line between
management and leadership. Since
leadership skills are measurable and
can be developed, learn the defining
features that separate leaders from
managers and get started being a
better leader.
Leadership:
Change
Management
Is there a culture of change in your
organization? Whatever your background,
you are now a change agent and it's up to
you to figure out how to make successful
change happen. Do you understand the
phasesof the change process?Findouthow
you can succeed at building a change team,
implementing a new vision, celebrating
short term wins and reinforcing new
behaviours. Andlearnaboutresistance, with
ideas onhowtodeal with it. TheImportance
of Leadership
Leadership:
Conflict
Management
As a leader, you set the tone for
interpersonal relationships across your
organization. Youwill reap the rewards
if youcreate a cultureof identifyingand
proactively managing possible conflict.
Learn torecognizereasonsfor conflicts,
study techniques for proactive
responses and look at strategies to
address and resolve conflict quickly.
Whatisperhapssurprisingisthat, when
addressedproperly, conflict can lead to
change, innovation, and personal and
professional growth. So conflict isn't
somethingto be avoided at all costs. In
fact, it may just be good for business.
Leadership:
Honing Your
Skills
Leadership skills can be cultivated and
developed, and people with passion can
mould themselves into leaders. Do you
know the four key skills you’ll need?
Consider examples of each skill type, and
find tips on applying particular key skills in
the real world. You’ll also examine some
basic leadership styles, to re-evaluate your
own approach, and if necessary, tailor it to
best help you achieve your vision.
Leadership:
Styles
There is no single leadership style that
can fit all situations. Your leadership
style needs to fit the people you are
The Power to
Influence
Focusing on how your power to influence
can determine personal success, an
introduction to French and Raven's

working with, and if a style isn't
working, you must change it. As a
leader, it'supto youtoassesswhatsort
of approach is needed to achieve
success, and to adjust your style
accordingly. Explore when andwhy you
should use each of these styles:
authoritative, democratic, laissez-faire,
transactional and transformational.
Transactional Leadership
Transformational Leadership Finding
your Leadership Style
classification of social power bases –
legitimate, reward, coercive, expert,
referent, andinformationpower, isfollowed
by an examination of a manager's power
quotient, andtactics to help raise yourlevel
of influence, that is, inviting participation,
seeking collaboration, aimingto inspire, and
appealing to logic.
Succession
Planning
If your CEO left tomorrow, would you
have an able and confident successor
ready to take the helm? A recent
Stanford study identified "critical
lapses" in succession planning for chief
executive officers, despite almost two-
thirds of respondents asserting that a
successor must be "ready to go" when
the CEO steps aside. This brief guide
offers insight on how to nurture
promising candidates at every level of
the organization Steps covered to
strengthenyourtalent pool andensure
your team is sufficiently robust to
withstand the departure of key people
include establishing criteria, assessing
personnel, and preparing to support
the individual who assumes the role.
Political
Behavior
Acknowledging that political behavior is an
essential part of our communication
process, this brief review looks at the
organizational and individual traits that
make politickingmore likely as well as some
of the tactics commonly used to gain
advantage, and offers a few principles to
limit the harmful effects of attempts to
manipulate people and processes.
Business Planning
Business
Planning:
Basics
“Fail to prepare and you prepare to fail” –
that’s what they say … and they’re right! If
you’regoingtosetupandrunabusinessyou
have to have a plan, otherwise all the time,
effort andmoney yousink intothe project is
likely togo towaste. Inthispiece, we look at
the basics of business planning. What is it
exactly and what are the benefits? Who
needs a businessplanandmore importantly
who is best placed to write it? As well as
answering these questions, we also review
the list of steps involved in the process and
look briefly at each one.
Business
Planning:
Internal
Analysis
The analysis stage of the business planning
processcan bebrokendownintoan Internal
Analysis and an External Analysis. Internal
analysisinvolvesturninginwardandtakinga
long hard look at the company itself and
identifying all of its strengths and
weaknesses. If you knowyourstrengthsyou
can exploit themfor competitive advantage.
Know your weaknesses and you can take
stepsto minimize them. An internal analysis
will generally examine four key areas – the
company’s organizational structure, its
resources, its financial position and its
marketing strategy. In this piece we look at
all four areas and consider how each one
may be assessed.

Business
Planning:
External
Analysis
The purpose of External Analysis is to
identify the threats and opportunities
present in the environment outside a
company. Itinvolvesstudyingtwo key areas
– thegeneral businessenvironmentinwhich
the company operates and the specific
sector or market it inhabits. Analysing the
macro-environment is made easier by a
PEST analysis. Here we look at the benefits
of PEST analysis as well as the factors
involvedin theprocess. We alsolook at how
to size up the competition using a
competitor analysis and list useful tips on
gathering market intelligence.
Business
Planning:
Opportunities
andThreats
The final stage of the Business Planning
process is the Planning Stage itself. This
represents the culmination of all the work
carried out in the earlier stages. It is where
you use the information and market
intelligence gatheredin theAnalysisstageto
devise a plan that will help the business
achieve its goals. Two key plans must be
written – the Marketing Plan and the
Financial Plan. This lesson looks at the
purpose of the marketing plan as well as its
key components – the pricing strategy, the
distribution strategy and the promotions
strategy. We also look at the backbone of
your business plan – the financials. Do the
numbers support your business case? We
look at the financial statements investors
andother stakeholdersuse to decide if your
business plan is viable.
Business
Planning:
Goal
Setting
Here we look at the first phase of the
businessplanningprocess – theGoal Setting
stage. This is essentially a “getting to know
you”process thatstarts with the company’s
mission statement, continues with a
description of the company’sbackground,a
description of your product or service, your
plans for the product and a description of
the team thatare going tomake thoseplans
happen. In this piece we look specifically at
the mission statement – a formal summary
of the aims and values of the company as
well as how to achieve goals and set
S.M.A.R.T. objectives.
OrganizationalAwareness
Organizational
Awareness:
Basics
Recognizinghow businessisdonein your
organizationisa useful skill, enablingyou
to broaden yoursphere of influence and
advance your agenda. This short piece
describes "organizational awareness" as
a social and emotional intelligence
competency, and explains how you can
become aware of the power brokersand
social and political currents in your
workplace.
Organizational
Awareness:
Building Your
Competency
Expanding your sphere of influence in
your workplace is facilitated by building
your organizational awareness. This
short piece explains the importance of
developing an understanding of the
social and political structure of your
organization, and the relationships that
drive decision-making. It describes how
you can raise your organizational
awareness by becoming familiar with its
formal and informal structure, climate
and culture, informal relationships, and
underlying issues.

Getting to
Grips with
Diversity
Today's workplace is becoming more
diverse as companies become more
multinational. This piece describes the
advantages of a workforce that reflects
people from a range of socio-cultural
backgrounds as well as the barriers that
exist to diversity such as subjectivity and
irrationality, inappropriate policies and
practices, and inefficient and ineffective
managers.
Diversity
Theories
Today, workforce diversity is no longer
just about anti-discrimination legalities
andcompliance. Itfocuses on theimpact
of inclusion and corporate performance.
Successful corporationsseediversity as a
competitive advantage that brings
economic benefits when aligned to
strategic business goals. This piece
coverssomeofthesignificant theorieson
diversity that have emerged over the
years and examines their strengths and
weaknesses, as well as how their
applications can enable organizations to
prepare more effectively for the
challenges of operating in a global
marketplace. Here we consider these
theories and suggest criteria for
organizational approaches to diversity.
Organizational
Learning:
Value and
Competitive
Advantage
Competitive advantage occurs when an
organization acquires or develops
attributes allowing it to outperform its
competitors. Organizational learning is
also a potential source of competitive
advantage, as it can help an organization
outperform the opposition. If an
organization can learn faster than its
competitors, then it has a competitive
advantage over them. Here we see how
organizational learning can provide
competitive advantage.
Organizational
Learning:
Training
In many organizations, training is
provided to help people develop their
skills and knowledge so that they can
perform their roles effectively and
efficiently. Learning organizations are
organizationswhichpromotea culture of
learning. Learning differs from training in
that it focuses on the longer term. Here
we look at the difference between
training and learning.
Organizational
Learning:
Action
Learning
Action learning is a process in which
people work and learn together by
tacklingreal issuesandthenreflecting on
their actions. Learnersgainknowledgeby
practicing and "doing" rather than
through traditional instruction. Here we
explore Reginald Revans formula for
action learning and the six essential
components in an action learning
program.
Organizational
Learning:
Knowledge
Management
Knowledge management is the process
of capturing, distributing, and using
knowledge effectively. The goal of
knowledge management is to connect
knowledge providers with knowledge
seekers. Without successful knowledge
management, people spend hours
looking for information that, in all
likelihood, somebody in their workplace
already possesses. To encourage sharing
knowledge, reward collaboration and
make sharing a social experience. Here
we see howknowledgemanagementand
systems help organizations to create,
store, retrieve, transfer, and apply
information.
Organizational
Learning:
Technology
Technology supports learning and
increases an organization's capacity to
learn. Similarly, organizational learning
facilitates the adoption and
Organizational
Learning: Pro-
Learning
Cultures
An organization which knows how to
learn, with people who freely sharewhat
they know and are willing to change
based on the acquisition of new

implementation of new technology. A
learning organization is very likely to
employ technological solutions to
facilitate the learning of its members.
Here we see how technology indirectly
influences organizational learning by
affecting the context of learning and we
look at the other ingredients required to
facilitate organizational learning.
knowledge, is saidto have a pro-learning
culture. In a pro-learning work
environment, people at all levels ask
questions and share stories about
successes, failures, and what they have
learned. People are treated as complex
individuals and managers encourage
continuous experimentation. Here we
see how in a pro-learning culture,
organizational learning is much more
than just formal training.
Diversity
Across
Cultures
Diversity isn't simply a matter of creating
a heterogeneous workforce.
Understanding cross-cultural practices
and values will help you be successful in
a multicultural global world. This piece
focuses on distinct cultural dimensions
that emerged from a pioneering study of
cultures conducted in the 1970s.
Highlighting contraststhatexist between
Eastern and Western corporate cultures
and Western corporate culture, you'll
discoverthedifferent valuesexpressedin
relation to risk-taking, competition
versus cooperation, and innovation
versus stability.
Diversity
Challenges
Althoughmany workplacesarebecoming
more diverse, there are still obstacles
that hinder diversity. These barriers
emerge even when an organization
becomes more diverse. That's because
the very act of becoming more diverse
throws up new challenges for an
organization's management and
structure. Here we will look at these
barriers, explain why certain biases and
assumptions are so damaging, and
examine the impact these barriers have
on minority groups within organizations
– and on organizations themselves.
Diversity Policy Organizations benefit from diversity,
equality, and inclusiveness. Global
companies know that it’s best to have a
workforce as diverse as their customers.
This piece covers thevariouselements of
devising and introducing a diversity
policy to be implementedthroughoutan
organization. It traces the corporate
responsesto equality anddiversity along
a continuum, from minimal levels of
compliance through its integration
throughout an organization.
Scenario:
Dealing with
Bullyingand
Harassment
It’s important to know what to do when
faced with someone who claims to be
experiencing workplace bullying. Early
intervention can be a crucial way of
solvinga potential bullying issue without
the need for a formal report or
investigation or any disciplining of the
bully. How goodwould yoube at helping
a colleague who is being bullied – what
advice would you give?
Scenario:
Recognising
Bullyingand
Harassment
Workplace bullying and harassment are
nothing new. Some bullying behaviour is
clear cut. Sometimes, though, things
aren't black and white. It’s important to
be able to recognize and deal with
bullying. Early intervention can be a way
of solving a bullying issue, avoiding the
needfor a formalreport, investigation, or
disciplining of the bully. How good are
you at recognizing bullying? Work
through this scenario to find out.
Managing
Diversity
Diversity has become the broadterm for
differences between people in the
workplace. This piece looks at diversity
management in terms of the benefits it
deliver to business and examines
strategies for managing diversity and
how cross-cultural training can help
organizations to manage differences.

Dealing with
Bullying
Bullying remains a serious health and
safety issue. This piece provides some
guidance on addressing the problem if
you encounter it in the workplace,
including tactics to use if it happens to
you, howtosupportateammemberwho
is bullied, including filing a formal
complaint. It also provides advice for
managersandsupervisors, fromaninitial
informal approach up to pursuing
disciplinary action.
Bullyingand
Harassment
Bullying is unwanted, intimidating,
persistent, and inappropriate behavior
towards another person. This
informative piece explains the
cumulative experience that constitutes
bullying, describesbullyingbehaviorsand
the warning signs that may signal that
someone is being victimized by a bully,
and lists the actions that formalize an
anti-bullying policy and a bully-free
culture.

Modules of Leadership And Management Skills E-Learning Suite For Up Coming Managers

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