|
|
|
 |
| |
Sikeand Pte Limited: Our Training Modules
These modules can be chosen and arranged as suits your particular requirements.
A. Assisting Herdsmen to become Hunters
Most companies are over managed and under led! The majority of managers have been promoted into positions because of their technical skills and abilities, but their people skills, their ability to understand and read people and their emotions are frequently under developed.
Is there any wonder we have so many problems within companies where good people are being stifled and frustrated by average leaders. These leaders need to be helped, assisted and encouraged in some basic Leadership skills.
1: Management vs. Leadership.
Here we discuss the essential and important differences between managers and leaders.
2: Leadership and its Characteristics
We highlight the fact that leadership is far more rooted in personal characteristics than in technical abilities. Leadership can draw its power from outside, or from within.
3: Understand Yourself, Understand Others.
People have three essential needs that leaders should deliver, especially if they want them to perform. The three needs of employees are for Security; Self Worth; Significance.
4: Introduction to Communication, Encouragement and Inspiration.
We will cover the CRUCIAL importance of communication, motivation and encouragement. Encouragement and affirmation are the steroids for personal growth and consequently company development.
5: The Privilege of Leadership
Many leaders focus on the rewards and the benefits rather than the privilege and the enormous responsibility entrusted to them.
6: The Loneliness of Leadership
Leading can be and is usually a lonely experience, especially when times are tough or there are difficult decisions to make. Every one scatters from a leader when there are awkward problems to be solved.
7: Leadership and Change!
In 1987 Tom Peters wrote his book "Thriving on Chaos" that "a new breed of managers is required to manage a system for a world turned upside down"
8: Leadership looks ahead so none are left behind.
Leadership is about envisioning the future, and taking people into it, even the reluctant and difficult. Unless we are consumed with a vision of the future we will always be vulnerable to being a prisoner of the past.
9: Leadership is Rooted in Principles not Popularity.
Sustainable leadership builds for the long-term it is about principal, integrity humility being teachable. These are far more important than simply being liked and being popular.
10: Leadership sets the example for growth, security and expansion.
Here we discuss the 7 I's of leadership, which if practiced sincerely and consistently will yield improved results in productivity, as well as a surge in staff moral and confidence.
First "I" = Integrity
When you have lost integrity you have lost everything
Second "I" = Inclusiveness
Great results, like great sports teams are never dependent on one person alone
Third "I" = Innovation.
Real leadership cultivates enquiring minds that are willing to engage in responsible risk taking.
Fourth "I" = Individual.
When we forget the individual, the effectiveness of our leadership has past its "sell by date".
Fifth "I" = Idealistic
Leaders need to be Idealistic. In other words they have high standards they are seeking perfection.
Sixth "I" = Industrious
Leaders must be Industrious! Leaders must set a clear and decisive example it must be in their willingness to work hard and long.
Seventh "I" = Inspiration
Finally leadership is ultimately about being inspirational.
11: Mistakes Leaders Make
There are many that leaders can make but the most frequent and the most serous are listed below:
- Forget to be teachable. Being in charge is not the same thing as knowing everything
- Little Delegation: Leaders delegate dirty, the unpleasant stuff and control everything else
- Refusal to Own Up: When they mess up they refuse to put their hands up.
- Poor Communication Skills: Leaders need to be seen, 'felt' and heard.
- Putting Paper before People: Businesses and organisations grow because people feel part and parcel of the team.
- They fail to resist fear and greed: The two emotional pressures all leaders will experience are fear and greed.
- They fail to leave a legacy. Irrespective of how good a leader may have been he has to prepare and practice for his departure.
- They forget they are accountable: When giving instructions and commands for any length of time leaves leaders feeling they are immune to correction and answering to others especially
- Poor decision making: One of the single most important characteristics is to be able to engage with all participants and persons affected by a decision, hear them out and then choose what is the best decision to affect then make it!
- Failing to deal with Conflict. Wherever people gather or work together there will be differences and disagreements. Leaders are responsible for making sure that conflict is contained. Poor leaders ignore it hoping it will go away!
12: Leadership and Humour and Celebration.
The capacity to laugh, to lighten up, and for leaders to laugh at themselves is as important as other qualities.
13: Leadership and Risk taking
Shackelton of famous Endurance fame was known as "cautious Jack!" Image leader of first cross Antarctica trip being known as that!
Needless risk taking and bravado are dangerous and to be avoided.
Secret is to balance risk and return with avoiding risk and assessing the return!
14: Leaders Build Teams.
Leaders have a healthy capacity to develop others and to bind and weave others into a healthy relationship towards each other.
Jon Krakauer's commentary on ascent of Everest when on May 9 1996 dozens attempted to climb and many died.
Krakauer "I felt disconnected from the climbers, around me - emotionally, spiritually, physically - to a degree I hadn't experienced on any previous expedition. We were team in name only. Although in a few hours we would leave camp as a group, we would ascend as individuals linked to one another by neither rope nor any deep sense of loyalty".
B. We help Ostriches to see like Eagles
It is frequently forgotten that the business of business is the business! Strategy is about having clarity of where you are, your compelling advantages and apparent weaknesses, and most importantly WHERE you are going, and HOW you are going to get there.
Our process assists companies to speedily achieve clarity, with the consensus of all participants around:
Recognizing where you are?
The whole management team really must have a very clear and agreed picture of the current state of the business at the time of the Strategic Planning, process. Otherwise the flawed views of some team members and the blind spots of others will result in a strategic plan looking like a horse designed by a Committee, the proverbial camel with two humps. In an attempt to get consensus everyone compromises. Unless you are willing to face where you are as a business, how do you know what needs fixing and correcting?
Recognizing Your Compelling Strengths
Strategy is about building competitive advantage in recognized areas of strengths and making those strengths so compelling that they result in supremacy in your designated areas of operation. Understanding your real strengths, and that which drives your operation, is crucial since it is generally around that competence that excellence can be established.
Recognizing where you want to go.
Clarity on where to go and how to get there is as important as establishing where you are at the moment! Agreement and commitment to the stated objects cannot be compromised. If divided opinions are tolerated in the final decision, these will emerge later as points of friction when the troubles and challenges of instituting a new strategy are unfolded.
Recognizing who or what can disrupt you.
How much damage can your competitors do to you? What can others do to disable you from your goals? Who else could be challenged by such a strategy? What are the MACRO risks associated with this plan over which you have little control.
Recognizing HOW you are going to get from here to THERE.
This process is well practiced within our training and we so are confident that not only do you leave with an understanding of the strategy being implemented but also HOW you will get there.
In addition we also offer training in other methodologies of Strategic Thinking and Strategic Change. We can also bring these to bear on our own approach that allows us to sharpen the strategic process as regards anyone particular need or issue.
Blue Ocean Strategy
This approach to developing business argues that instead of constantly competing with others go and find new pastures. Blue Ocean argues that great companies have made remarkable, at times unbelievable progress and growth not by beating the competition but by fishing in waters where there is no or limited competition, in other words they have gone and created new markets.
The BCG Matrix
This matrix designed by the Boston Consulting Group in the 1970's remains one of the best strategic tools for analyzing a businesses product and or service mix. The use of the BCG matrix assists firms to identify and assess opportunities for growth based on the market share and market growth.
Porters Competitors Forces
Porter's 5 forces is a method for analyzing the competitive forces that determines the relative attractiveness of an industry. These 5 forces simply are the: The bargaining power of buyers; Bargaining power of Suppliers; Substitute products; New Entrants; Existing Competitors.
7 S Frame Work
This diagnostic model is used to assess the complete company. It recognises that strategy has an impact on a whole company and therefore strategic positioning must take all aspects of the business into account
The 7 S's are: Strategy; Structure; Systems; Shared Values; Style; Staff; Skills
Balanced Scorecard
Kaplan and Norton developed this model in 1992 as an alternative to the largely financially based strategic planning that had dominated much of the thinking until then. A Balanced Scorecard approach takes a holistic view of an organization and co-ordinates the various MDIs so that all departments in a united fashion experience efficiencies. To embark on the Balanced Scorecard path an organization must first know (and understand) the following:
- The company's mission statement
- The company's strategic plan/vision
- The financial status of the organization
- How the organization is currently structured and operating
- The level of expertise of their employees
- Customer satisfaction level
C. We help Leopards to hunt like Lions
The leopard tends to be a nocturnal animal doing most of his hunting at night and generally alone, whereas lions mainly hunt in prides (groups). The key issue with team work is to not to get everyone to be the same but to get everyone even when there are differences and challenges to agree to commit to a common cause. It is of little benefit having some of your best resources acting alone or independently.
Patrick Lencioni makes the point in his book "The Five dysfunctions of a Team" that "if you can get all the people in an organisation rowing in the same direction, you could dominate any industry in any market, against any competition at any time" Unless we have all members of a team pulling together real effectiveness will not be achieved.
It is this idea that drives our training. Our core training revolves around dealing with 6 key issues. They are:
Hurdle One: The Need for Respect.
Respect, followed by trust, is the underlying virtue upon which most relationships rest. When respect is undermined, or people are querying reasons for respecting others, then the foundations of teamwork are in jeopardy. We establish how this important relationship virtue gets reestablished
Hurdle Two: The absence of trust.
The absence of trust reduces or minimizes individual's willingness to be vulnerable. Vulnerability plays an enormous part in the development of relationships and this is why it is the foundation stone for all personal and meaningful interaction. Signs of trust and the evidence of distrust and how we overcome this hurdle are covered.
Hurdle Three: Fear of Conflict.
Productive and respectful conflict is important in any organisation, but it can only occur where there is trust and vulnerability. We are not referring to destructive fighting and personal politics. The fear of conflict results in artificial, muted harmony. Subsequently, disagreements between senior staff get fought-out between departments and in the corridors and factories of companies, whereas they should be contained in the boardroom and between the leaders. The signs of fear around conflict and how we overcome this hurdle will be discussed.
Hurdle Four: Lack of Commitment
All genuine commitments are a product of clarity of purpose, and buy-in by participants. When these are absent commitment is usually a notional, "yes" but without conviction. Participants leave meetings knowing everyone agreed "but nothing will really happen". The real enemy of commitment is paradoxically the strong desire for consensus and need for certainty. The signs of lack of commitment to objectives will be considered as well as team how we overcome this hurdle.
Hurdle Five: Avoiding Accountability.
Teams that do not trust each other, fear conflict and lack commitment inevitably avoid accountability. The accountability of which we speak here is when team members support, encourage and back one another, but they also hold each other accountable when they don't deliver what they undertook. The signs of where accountability is missing and how this should be rectified will be tackled.
Hurdle Six: Lack of Attention to Results!
When the above issues are prevalent in a business it is simply a matter of time before there is inattention to the overall results. Results do not just mean the financial figures to which most teams give attention if for no other reason than self-interest. The broader goals of the business the plans and objective of the group and the aims and objectives of either department's are simply ignored. Each rower is rowing his own oar in his own direction.
Signs in teams where there is a lack of attention to overall results and how to rectify this will be discussed.
In addition to the above core program we also offer a selection of other modules from which clients are free to choose
Anger Management
A one-day course help managers in particular manage their anger instead of being managed by it. "Anger in its rightful place has a certain kind of grace" we train managers that anger is not wrong, it is just that we employ it badly!
Just for the Love of It:
Motivating Employees about the benefit of work and changing their attitude towards it. This is a dynamic course which challenges employees the way to get ahead is not just to do the job, but do it with the right attitude!
Cultural Sensitivities:
Just how sensitive are we to be people who are different from us? Do we pull back, or can we move towards them with confidence and a willingness to accept them.
Coaching and Mentoring
This training assists others in how to coach and mentor others on a one to one basis
Stress Management
Managing stress in organizations and within teams is a bigger task than most managers understand. People working under significant stress for a long period of time under-perform and are likely to make poor and wrong decisions! This training highlights how to manage stress, keep it under control and to make sure that just enough is exerted to extract best performance.
Difficult People
Every company and organisation has its difficult people, difficult suppliers and difficult customers. This training teaches us how to engage with them successfully!
Feed Them Carrots Not Onions!
The importance and art of encouraging others is sadly neglected in a busy and fast moving world. Yet what everyone needs from a Chief Executive to the lowest person are words of affirmation and words of encouragement
|
|
 |
|
|
