Tag Archives: Leadership

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Coaching: A Leadership Skill

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Coach, Role Model, Counselor, Supporter, Guide…do these words ring a bell? Being a coach involves being a role model, sometimes a counselor or supporter, and always a guide. Coaching is based on a partnership that involves giving both support and challenging opportunities to employees. Knowing how and when to coach is an essential skill that can benefit both you and your organization. This one-day workshop will help you become a better coach in all senses of the word. The seminar will be held on October 23 from 9 a.m. to 5 p.m. at unit 502 OMM Citra Bldg., San Miguel Ave.,
Ortigas Center, Pasig City.

In Coaching: A Leadership Skill, participants will learn how to use coaching to develop their team, develop coaching skills that help improve individual performance, demonstrate the behaviors and practices of an effective coach, recognize employees’ strengths and weaknesses, and learn to give valuable feedback.

Course Outline

  1. Defining Coaching: The first part of the morning will be spent exploring what coaching means (in general and to participants), reviewing coaching skills, and evaluating the pre-assignment.
  2. Interpersonal Communication Skills: Communicating well is a key aspect of successful coaching. During this session, participants will explore different communication skills and create an action plan.
  3. Self-Disclosure: Joe Luft and Harry Ingraham developed the Johari windows concept, a way of looking at our self-awareness and our ability to ask feedback of others. This session will look at the window and examine how we can use it when coaching.
  4. Critical Coaching Skills: Participants will examine important coaching skills in small groups, including helping, mentoring, teaching, and challenging skills.
  5. More on Communication: This lecturette will examine two powerful, simple coaching tools: asking questions and listening.
  6. Learning Styles and Principles: We learn in three different ways: by seeing, by hearing, and by doing. In a large group discussion, participants will identify ways to incorporate these methods into coaching.
  7. Benefits/Consequences: During this session, we will examine a tool that coaches can use to help gain buy-in for change from employees.
  8. Skills Involved in Coaching: Participants will work in small groups to complete a mix-and-match exercise that will familiarize them with key coaching skills.
  9. The Coaching Model: This session will explore a four-step coaching model that can be applied to any situation.
  10. Feedback: An essential component of coaching. You will discuss types of feedback and offer some tips in lecture format during this session.
  11. Coaching Problems: To wrap up the workshop, participants will examine case studies and offer solutions.
  12. Workshop Wrap-Up: At the end of the day, students will have an opportunity to ask questions and fill out an action plan.

The course fee is PHP3,500 + VAT, and includes instruction by an expert facilitator, snacks and lunch, a specialized student workbook, and a personalized certificate of participation.

Register online and view other classes!

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Encourage Your Way to Motivated Employees

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Most managers have methods of dealing with poor employees, but the best managers should also have strategies to encourage their top performers, in order to guide their workforce. Ignoring employees may confuse them; your best employees won’t know they are doing well and your poor employees won’t know they need to change. Punishing or criticizing poor employees may also ineffective because although employees know they did something wrong, they may not have been told how to improve. Praising your best performers offers guidance for all employees, because they see what they should be doing, and what standard of work is rewarded in your company.

In 1925, Dr. Elizabeth Hurlock measured different types of feedback given to fourth- and sixth-grade students in a math class. She divided the classes into four groups; one was praised, another was criticized, the third was ignored, and the fourth was used as the control group.

At the end of only five days, the group that was praised for their work showed a 71 percent improvement in their work. The group that was criticized showed a 19 percent improvement, and the group that was ignored only a 5 percent improvement. The experiment showed that praise works better than criticism, and ignoring wasn’t as effective as either praise or criticism.

Generally, it isn’t advisable to give false praise, but managers should learn to give praise when an employee does well. Managers should also prioritize praise over criticism, and always give some form of feedback to avoid confusion and offer guidance. They may start to see the results pretty quickly!

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Make Quicker Team Decisions

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The ability to make fast team decisions is a competitive advantage that shouldn’t be undervalued. In order to develop teams that can make good decisions, regardless of conflict, leaders need to understand a few universal truths in group decision-making.

Conflict gets results – Nothing drives innovation like competition. It makes people work faster, smarter, and harder. False compliance and half-hearted agreement won’t get your team to the best decisions, it will only encourage the first suggestions made. Typically, when a team is in debate mode, they are more likely to bring up their strongest arguments and best evidence. Don’t let your team miss out on valuable insight by agreeing to the first suggestion someone makes.

Accountability and support – Give each key decision an identified decision-maker, and reinforce that decision. Giving individuals accountability encourages them to make what they feel is the best decision possible, and once an incontestable decision is made your team can move forward.

Time is essential – Your competition is constantly moving forward, and you should be too. Once you have all the information you need to make an informed decision, it’s time to make it. Don’t hide behind a desire for more studies or experiments that take time and may not reveal useful or relevant information. The longer you take to make a decision, which is step one of any business initiative, the more time your entire process will take.

Once your teams begin to work together closely enough that arguments are productive, decision-makers are held accountable, and time is valued, your teams will be leagues closer to making fast, efficient decisions.

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Leadership Skills for Supervisors

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Supervisors represent an important force in the economy. They have the power to turn on or turn off the productivity of the people who report to them. They are the crucial interface between the employee on the shop floor or the service desk and the managers of the organization. Although supervisors usually have more technical experience than the employees they supervise, they may not have had a lot of leadership experience. This one-day course will teach skills in communication, coaching, and conflict needed to be successful.

Workshop participants will identify their leadership style, develop leadership flexibility, and learn how to prioritize, plan and manage their time. They will also learn ways to meet the needs of employees and co-workers through communication and coaching, and how to make conflict a powerful force for creative, well-rounded solutions to problems.

Course Outline

  • Pre-assignment review
  • What’s your type? How about mine?
  • Understanding leadership
  • Managing your time and your energy
  • The commitment curve
  • Employee development models
  • Dealing with conflict and difficult issues
  • What successful leaders do

This workshop also includes a complimentary Supervisory Skills Test, which measures the essential components of supervisory behaviors, including seven behavioral factors; Management of Performance Quality, Staffing / Personnel Actions, Communications, Interpersonal Relations, Problem Analysis / Resolution, Project Planning and Direct Supervision.

The course will be led by Dr. Maria Vida G. Caparas. Dr. Caparas holds a Master’s Degree and Ph.D., Summa Cum Laude, in Psychology. She is an Accredited Trainer of the Philippine Government with invaluable experiences in Organizational Development as a Human Resource, Training and OD practitioner. She authored three books on Psychology/HR Management and was a Trainer Delegate of DFA-Foreign Service Institute in Italy and Singapore in 1999-2000. Dr. Caparas is a recipient of various national awards and also a professor in prestigious universities.

The course fee is 3,500PHP + tax and includes small group workshops that provide “active learning” (known to be most effective for adult learners), a specialized student workbook, personalized certificate of participation, free eBook, snacks and lunch.

Register or find out more online at ProfilesAsiaPacific.com or contact Kristy at 635.0016 or kristy@peopledynamics.co.

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10 Leadership Tips for First Time Managers

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By Yvonne Manzi
Social Media Officer, Profiles Asia Pacific

Our affiliates at Profiles International US have put together a great infographic. It is aimed at first time managers, but you can give these tips to your more seasoned managers as well. Over time habits become ingrained and a fresh reminder of the most important aspects of leadership can only bring positivity!

Let us know if there are any other tips you would add yourself. Or if you’ve had personal experiences with these!
You can Tweet us @ProfilesAsiaP or write us on Facebook.

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Be a Great Communicator – Unlock the 4 Personalities

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By Yvonne Manzi
Social Media Officer, Profiles Asia Pacific

Communication between employees is a fundamental factor in the success of all organizations. Leaders who do not find effective ways to communicate with their employees are in for some difficult times and will use up a lot more resources than necessary.

Communication can often be ineffective because individuals persist in approaching others with their own style, rather than adapting to the other person’s needs. This can result in excessively long meetings, misunderstandings and resentment. This concept was popularized by its initiator Dr. Tony Alessandra in the late 20th century as the Platinum Rule (a moral principle related to but different from the Golden Rule), which recommended individuals to “treat others in the way they like to be treated.”

The DISC Model Theory which was developed in 1928 by Dr. William Moulton Marston provides a way for us to understand different personality types, and consequently their favored method of work and communication.

By learning to identify personality types and adapt to them, you can unlock the door to great leadership!

No personality is inherently bad for the workplace. In fact, it is poor management and often lack of variety that are detrimental. By understanding and incorporating various personality types in your company you can have people whose traits complement each other, you can better manage interpersonal conflict, and you can learn to train them in just the right way. In consequence you will have a better motivated, more satisfied workforce, with which you to build the best teams!

The DISC Model states that there are 4 types of personalities; Dominant, Influential (or Inductive), Steady and Conscientious (or Compliant).


How to spot them
Dominant personalities are generally direct, they have an air of inner certainty, they may interrupt, ask focused questions, and have a “tell” style

Confident, determined, loves challenges, focused, influences others. On his/her best day, a dominant personality can be competitive, demanding, determined, strong-willed and purposeful.

Poor listener, can be seen as arrogant, may push too hard, and doesn’t wait for feedback. On his/her worst day, a dominant personality can be aggressive, controlling, driving, overbearing and intolerant.


How to spot them
Influential personalities are generally sociable, enthusiastic, fast-paced; they smile more and gesticulate more.

Quick to build relationships, friendly and sociable, adaptable, imaginative and a skillful presenter. On his/her best day, an influential personality can be dynamic, demonstrative, enthusiastic and persuasive.

May lack focus, too casual for some, poor planning, poor follow-up and can lose interest. On his/her worst day, an influential personality can be excitable, frantic, indiscreet, flamboyant and hasty.


How to spot them
Steady personalities are generally slow to approach, they may show hesitation, they pause before replying, are slower in speech and have an “ask” style.

Builds deep, long-term relationships, natural listener, sincere, warm and present. On his/her best day, a steady personality can be caring, encouraging, sharing, patient and relaxed.

Slow to adapt, may lack enthusiasm in asking for a decision, avoids rejection and takes difficulties personally. On his/her worst day, a steady personality can be docile, bland, plodding, reliant and stubborn.


How to spot them
Conscientious personalities are generally reserved and business-focused, they show little facial expression, and they ask detailed questions and give considered answers.

Knowledgeable and detailed, has an air of competence, asks probing questions and is thorough in follow-up. On his/her best day, a conscientious personality can be cautious, precise, deliberate, questioning and formal.

Initial interaction may be difficult and stuffy, his/her questions may be seen as critical and insensitive, overlooks others’ feelings and focuses on inconsequential details. On his/her worst day, a conscientious personality can be stuffy, indecisive, suspicious, cold and reserved.

The key to successful communication is tied to one word: FLEX.

The leader who manages to situate him/herself within this framework, and who learns to flex (adjust his style to the needs of his/her employees) will notice a drastic improvement in team dynamics.

So when do you flex? Whenever you notice a lack in communication or cooperation with coworkers, you change your style to fit theirs. You can generally do this by matching their tone of voice and volume, pace, and body language.

But how do you communicate with each personality type? The DISC Profile gives the following tip for each one:

“Give them the bottom line, be brief, focus your discussions narrowly, avoid making generalizations, refrain from repeating yourself, and focus on solutions rather than problems.”

“Share your experiences, allow I-style persons time to ask questions and talk themselves, focus on the positives, avoid overloading them with details, and don’t interrupt them.”

“Be personal and amiable, express your interest in them and what you expect from them, take time to provide clarification, be polite, and avoid being confrontational, overly aggressive or rude.”

“Focus on facts and details; minimize ‘pep talk’ or emotional language; be patient, persistent and diplomatic.”

Ultimately, be prepared to allow them their shortcomings, but never so that it becomes counterproductive. Learn to find the right balance!

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