Technical professionals ... ... information systems people, engineers, financial analysts ... ... receive excellent technical training. However, their interpersonal and group management competencies cannot really be properly developed until they have on-the-job experience that puts them in the position of needing them. Their university level courses in organization behavior do not really prepare them for the realities of managing individuals and teams. This program fills that gap.

The program consists of a set of modules that can be delivered independently or as a full multi-day program. Each modules involves role-plays and "doing exercises" so that participants move to "know how" and "back on the job" competencies, not just conceptual "know that" Every effort is made to set this practical work in the day to day working context of the participants. .

Two of the modules use modules use self-descriptive instruments to give participants increased self awareness and set the base for increasing their applied capabilities.

WCI will work with clients to adapt this program to specific needs, either modifying the modules or creating new ones as required.

The following modules exist and have been effectively delivered in the past. Participant Learning Outcomes for each module are given further down this page. The module titles below will jump you to the learning outcomes for the module further down the page.

1. Myers-Briggs® Step II Indicator
2. Situational Leadership
3. The Basic Principles
4. Establishing Performance Expectations
5. Giving Constructive Feedback
6. Coaching
7. Corrective Action
8. Managing Conflict
9. Facilitating Work Teams
10. Managing Personal / Organizational Transitions

The Program Modules

1. Myers-Briggs® Step II Indicator

I. Use Type awareness to gain insight into your own and others behavior.

II. Gain an awareness and an appreciation of diverse approaches to:-

· communicating
· solving problems
· decision making
· managing conflict
· managing change
· managing people

2. Situational Leadership

I. Adapt your leadership style to the needs of the individual.

II. Accurately diagnose an individual's level of readiness to take on a task and know when to :

· direct
· coach
· support
· delegate

3. The Basic Principles

I. Gain an awareness of the link between values and behavior.

II. Learn five values based principles for leading yourself and others.

III. Recognize the impact of using / not using the Basic Principles in work related interactions.

4. Establishing Performance Expectations

I. Gain an awareness of the steps in the performance management process.

II. Review the relevance of setting performance expectations.

III. Accurately assess "readiness" to perform to expectations, using the Situational Leadership Model.

IV. Practice and gain feedback on the use of the key actions for setting performance expectations.

5. Giving Constructive Feedback

I. Link the quality of feedback to the quality of performance.

II. Link the usage of the Basic Principles to giving and receiving feedback.

III. Link Myers-Briggs® Personality Type to giving and receiving feedback.

IV. Describe the critical success factors of giving and receiving feedback.

V. Practice and gain feedback on the use of the key actions for giving and receiving feedback.

6. Coaching

I. Distinguish Coaching from Giving Feedback.

II. Verbalize the gap between expected performance, and actual performance, using case studies relevant to your work environment.

III. Practice giving and receiving feedback on the use of the key actions for coaching, using video.

7. Corrective Action

I. Distinguish Corrective Action from Giving Feedback and Coaching.

II. Describe "once is once too often" behaviors in your work environment.

III. Verbalize the facts associated with a prolonged non-performance situation.

IV. Verbalize the consequences associated with continued non-performance.

V. Practice giving and receiving feedback on the use of the key actions for taking corrective action.

8. Managing Conflict

I. Define the dynamics associated with interest-based, rights-based, and power-based conflicts.

II. Identify your own preferred conflict style.

III. Recognize which conflict style is useful, when.

IV. Gain insight into a personal or work conflict situation.

V. Identify the most effective conflict style required for this situation, and the competency profile for this style.

VI. Review the interpersonal skills essential to effectively managing conflict.

VII. Reviewed five techniques, one conversation process, and sixteen tips for managing conflict conversations.

9. Facilitating Work Teams

I. Apply Situational Leadership theory to diagnose group readiness and facilitator style.

II. Apply the process / content concepts when analyzing facilitator / participant behavior and providing feedback.

III. Apply learning styles concepts to explain group dynamics during problem solving sessions.

IV. Practice facilitating, using the concepts in items 1, 2 and 3 above.

10. Managing Personal
        / Organizational Transition

By the end of this workshop, you will be able to…

I. Distinguish "change" from "transition".

II. Define the three stages of personal and organizational transition, and the behaviors associated with each stage.

III. Recognize some common pitfalls, and some critical success factors to effectively facilitating organizational transition.