Communication skills are one of the core competencies of leaders.  Why are goals important? And how can objectives be agreed so that supervisors and employees alike know exactly what is to be achieved, and that staff will commit to crossing the finish line? Why do employees, who were previously enthusiastic, lose their motivation? And how can managers instil new motivation in them? Many executives delegate too little – among other reasons – because the release of responsibility to an employee is a lengthy process, during which supervisors sometimes think that it might have been easier to continue to do the task themselves. The theme of “assessment” is often discussed very emotionally. People often lament a lack of objectivity and manipulation. There is a risk that all participants develop a negative attitude to assessments, because it seems pointless to deal with judgments, which seem to be somewhat unreliable. Many leaders are faced with the problem that some employees perform their tasks with little commitment, so that quality and quantity of work results suffer. What can lead people to support unusual initiatives, and which factors instantly reduce the willingness to support such actions?

 

Target Group

Executives who want to deepen their understanding of the logic of leadership and management processes to guide their employees towards new goals.

Benefits of training

Participants will learn how to use modern management tools in situation-specific ways and improve their skills in goal-oriented steering of various forms of employee interactions.

Learning Outcomes

  • Participants acquire and deepen their understanding of rhetorical tools of communication and negotiation. The rhetorical instruments of “active listening” and “enquiry” are the most powerful tools for good communication.
  • Participants learn how to use performance agreements as instruments of planning and as drivers of motivation.
  • Participants know the possibilities and limits of self and external motivation.
  • Participants know how performance review meetings should be optimally structured and carried out.
  • Participants learn how performance agreements, reviews and feedback interactions complement each other in delegation processes.
  • Participants will learn how to criticize without hurting, formulate demands or requests in ways that expectations and desires will be met, and praise without shame.
  • Participants see how to improve fairness and transparency in the assessment process.
  • Participants will learn in an experiential exercise that goals are motivators that will enable people to achieve more than they had previously thought possible.
  • Participants learn, using an example from the everyday management, how cooperative agreements on objectives using the SMART scheme can be structured, so that (i) employees are motivated to pursue those goals, and (ii) it can later be verified along clear criteria, if the desired end results were achieved.

Seminar Methods

Lectures, learning through feedback and experiences of achievement, individual and group work, role-play, editing her own practice cases

Materials

Participants receive additional information and details on the seminars, including practice worksheets.

Duration

2 days