is this Service?
modules are included?
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.
Step II Indicator
- The Basic Principles
- Giving Constructive
- Corrective Action
- Managing Conflict
- Facilitating Work Teams
Managing Personal / Organizational Transitions
The Program Modules
Step II Indicator
I. Use Type awareness to gain insight into your own and others
II. Gain an awareness and an appreciation of diverse approaches
· solving problems
· decision making
· managing conflict
· managing change
· managing people
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 :
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
III. Recognize the impact of using / not using the Basic Principles
in work related interactions.
I. Gain an awareness of the steps in the performance management
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
I. Link the quality of feedback to the quality of performance.
II. Link the usage of the Basic Principles to giving and receiving
III. Link Myers-Briggs® Personality Type to giving and receiving
IV. Describe the critical success factors of giving and receiving
V. Practice and gain feedback on the use of the key actions for
giving and receiving feedback.
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
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
VII. Reviewed five techniques, one conversation process, and sixteen
tips for managing conflict conversations.
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
/ 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.