Name: The Art of Delegation and High-Impact Feedback
Price: 495 GBP
Availability: InStock

London

<h2>Grateful Leadership (In-Person)</h2>
<p>Effective leaders must find ways to enhance people's level of engagement, commitment, and support, especially during the difficult periods of time that all organizations may face.</p>
<p>Grateful leaders can tap into the power of personal commitment and dedication by acknowledging people in an authentic and heartfelt manner. Those leaders who model TRUE acknowledgment behavior will inspire others to do the same and to want to dramatically increase their levels of contribution to the organization, making the power of acknowledgment transformational.</p><h3>What you will Learn</h3>
<p>You'll learn how to:</p>
<ul>
<li>Understand and develop the capability to act upon the need for Grateful Leadership to create a culture of appreciation in the workplace</li>
<li>Understand the potentially huge benefits of Grateful Leadership in the workplace</li>
<li>Overcome the barriers to using acknowledgment</li>
<li>Demonstrate the language and subtleties of authentic and heartfelt acknowledgement behavior</li>
<li>Describe the Seven Principles of Acknowledgment for 'High-Interest Benefits' in the context of participant's personal leadership style</li>
<li>Describe how to coach teams, managers, and other corporate stakeholders in using Grateful Leadership to produce breakthrough results</li>
</ul><section>
                    <h3>Getting Started</h3><ul><li>Introductions</li><li>Course goals and objectives</li><li>Introspection on the practice of Grateful Leadership</li></ul><h3>The Workforce Engagement Sustainability Challenge</h3><ul><li>Employees who are engaged, not engaged, and actively disengaged</li><li>The costs of non-engagement</li><li>Meeting the workforce engagement challenge</li></ul><h3>Acknowledgment, Engagement, and Leadership</h3><ul><li>Acknowledgment and its benefits</li><li>Recognition versus acknowledgment</li><li>'Challenging people' case study</li><li>Blanchard, Covey, Keith (Servant Leadership): how acknowledgment fits into these leadership models</li><li>Leadership and acknowledgment</li><li>The 5 C's - Consciousness, Courage, Choice, Communication, Commitment</li></ul><h3>Employing the Power of Acknowledgment</h3><ul><li>Overcoming barriers to acknowledgment</li><li>The Seven High-Interest Benefits Principles of Acknowledgment</li><li>Exploring the acknowledgment process</li></ul><h3>Applying the Principles of Acknowledgment within the Context of Your Personal Leadership Style</h3><ul><li>Case study</li><li>The ROI of Grateful Leadership</li><li>Creating your Grateful Leadership Personal Action Plan™</li><li>Creating a Vision Statement for your organization that incorporates Grateful Leadership into your corporate culture</li><li>The 360Â° Grateful Leadership Competency Assessment</li></ul><h3>Summary</h3><ul><li>What did we learn, and how can we implement this in our work environments?</li></ul>


                </section>

Grateful Leadership (In-Person)
Effective leaders must find ways to enhance people's level of engagement, commitment, and support, especially during the difficult periods of time that all organizations may face.
Grateful leaders can tap into the power of personal commitment and dedication by acknowledging people in an authentic and heartfelt manner. Those leaders who model TRUE acknowledgment behavior will inspire others to do the same and to want to dramatically increase their levels of contribution to the organization, making the power of acknowledgment transformational.
What you will Learn
You'll learn how to:
Understand and develop the capability to act upon the need for Grateful Leadership to create a culture of appreciation in the workplace
Understand the potentially huge benefits of Grateful Leadership in the workplace
Overcome the barriers to using acknowledgment
Demonstrate the language and subtleties of authentic and heartfelt acknowledgement behavior
Describe the Seven Principles of Acknowledgment for 'High-Interest Benefits' in the context of participant's personal leadership style
Describe how to coach teams, managers, and other corporate stakeholders in using Grateful Leadership to produce breakthrough results
Getting Started
Introductions
Course goals and objectives
Introspection on the practice of Grateful Leadership
The Workforce Engagement Sustainability Challenge
Employees who are engaged, not engaged, and actively disengaged
The costs of non-engagement
Meeting the workforce engagement challenge
Acknowledgment, Engagement, and Leadership
Acknowledgment and its benefits
Recognition versus acknowledgment
'Challenging people' case study
Blanchard, Covey, Keith (Servant Leadership): how acknowledgment fits into these leadership models
Leadership and acknowledgment
The 5 C's - Consciousness, Courage, Choice, Communication, Commitment
Employing the Power of Acknowledgment
Overcoming barriers to acknowledgment
The Seven High-Interest Benefits Principles of Acknowledgment
Exploring the acknowledgment process
Applying the Principles of Acknowledgment within the Context of Your Personal Leadership Style
Case study
The ROI of Grateful Leadership
Creating your Grateful Leadership Personal Action Plan™
Creating a Vision Statement for your organization that incorporates Grateful Leadership into your corporate culture
The 360Â° Grateful Leadership Competency Assessment
Summary
What did we learn, and how can we implement this in our work environments?

IIL Europe Ltd

Global Leadership

Sustainable Leadership

Leadership Skills

Lean Awareness

Professional Agile Leadership (PAL)

Leadership Development

Grateful Leadership (In-Person)

General Admission

<h2>DASA DevOps Professional: Enable and Scale</h2>
<p>DevOps embodies both cultural changes and practices through which organizations can facilitate the IT functions of software development (Dev) and software operation (Ops). The DevOps movement advocates automation and phase-based monitoring practices. Its objectives include:</p>
<ul>
<li>Decreasing development cycles Â·</li>
<li>Increasing deployment frequency</li>
<li>Improving the reliability of releases</li>
<li>Developing a closer alignment with business objectives</li>
</ul>
<p>The DASA DevOps Professional: Enable and Scale course (formerly known as DevOps Practitioner)</p>
<p>is designed to provide individuals with the core education necessary to put DevOps into practice. With the help of DevOps theory, pragmatic examples and exercises, and interactive group discussions, the course will help you understand how to apply the necessary skills to practice DevOps. Building on the knowledge learned on theFundamentals course (the 'why'), you will learn the 'how'.</p>
<p>The DevOps Professional: Enable and Scale course focuses on improving the skill set of the DASA competency model, which includes competencies like Courage, Teambuilding, DevOps Leadership, and Continuous Improvement.</p>
<p>On completion of the DASA DevOps Professional: Enable and Scale training and passing the exam, the certification is awarded.</p><h3>What you will Learn</h3>
<p>At the end of this program, you will be able to:</p>
<ul>
<li>Explain the importance of DevOps culture and the aspects that can influence it</li>
<li>Explain why courage, teambuilding, leadership, and continuous improvement are required in a DevOps environment</li>
<li>Explain why courage is essential to enable trust, honesty, and experimentation</li>
<li>Identify and evaluate different types of behavior in a DevOps environment</li>
<li>Recognize the signals indicating impediments and/or team dysfunctions</li>
<li>Describe how to form good DevOps teams and assess their maturity</li>
<li>List the effects of happiness and motivation on team performance</li>
<li>Identify how leaders encourage feedback and transparency</li>
<li>Discuss the factors that leaders can influence to build trust</li>
<li>Explain how and why leaders promote a 'safe to fail' environment</li>
<li>Analyze value streams to improve throughput and flow</li>
<li>Facilitate the tools for continuous improvement: structured problem-solving workshops, Story Mapping sessions, and retrospectives</li>
</ul><section>
                    <h3>TEAMBUILDING</h3>
<p>Teambuilding is about understanding the other's point of view, collaboration, mutual accountability, common purpose, and the ability to integrally support the service/product.</p>
<h3>Design Teams</h3>
<ul>
<li>Characteristics of a DevOps team</li>
<li>Skills of a DevOps Team</li>
<li>Self-organization and autonomy</li>
<li>Rules to consider when designing DevOps teams</li>
</ul>
<h3>Build Teams</h3>
<ul>
<li>Effects of happiness and motivation on performance</li>
<li>Feedback</li>
<li>Creating high-performance teams</li>
</ul>
<h3>Governance</h3>
<ul>
<li>Governance within teams and between multiple teams</li>
<li>Governance between organizations</li>
<li>DevOps contracts</li>
</ul>
<h3>DEVOPS LEADERSHIP</h3>
<p>This module describes how to facilitate teams to high performance, DevOps behavior, transparency, and a service lifecycle mindset.</p>
<h3>Build Culture</h3>
<ul>
<li>Creating the right environment and providing vision and purpose</li>
<li>Stimulating the right behavior</li>
<li>Servant leadership: giving control, supporting, and inspiring</li>
</ul>
<h3>Create Purpose</h3>
<ul>
<li>Defining and aligning purpose</li>
<li>Purpose of having a purpose</li>
<li>Alignment versus autonomy</li>
</ul>
<h3>Be a Servant Leader</h3>
<ul>
<li>Give control to the team</li>
<li>Inspire and support the team</li>
</ul>
<h3>Focus on Success</h3>
<ul>
<li>Output versus outcome</li>
<li>Measuring and steering</li>
</ul>
<h3>COURAGE</h3>
<p>The Courage module is about coaching courageous behavior, proactivity, reflection, trust, open discussions, experimentation, fail fast, and the courage to change.</p>
<h3>Build Courage</h3>
<ul>
<li>The importance of courage</li>
<li>Courage in relationship with leadership and feedback</li>
<li>Enabling courage at the team level</li>
<li>Dealing with failure</li>
</ul>
<h3>Think Different</h3>
<ul>
<li>Courage day to day</li>
<li>Encourage critical thinking</li>
<li>Techniques to promote courageous behavior</li>
</ul>
<h3>VALUE  CUSTOMER-CENTRIC ACTION</h3>
<p>This module describes the important aspects that are relevant to identify and deliver the required and expected value for all relevant stakeholders.</p>
<p>Aspects of Value and Managing Expectations</p>
<ul>
<li>The different aspects of value</li>
<li>Stakeholder management</li>
<li>Customer collaboration and using customer feedback</li>
<li>How to do prioritization</li>
</ul>
<h3>CONTINUOUS IMPROVEMENT</h3>
<p>Continuous improvement describes the importance of a Kaizen mindset, quality at the source, first time right, knowledge-sharing, and the ability to adapt.</p>
<h3>Build Flow</h3>
<ul>
<li>Understanding the importance of flow</li>
<li>Using Lean to optimize flow</li>
<li>Kaizen as a mindset</li>
<li>Radical change versus Kaizen</li>
<li>Using Pull to optimize flow</li>
</ul>
<h3>Continuous Improvement Tools</h3>
<ul>
<li>Kaizen Event</li>
<li>Value Stream Mapping</li>
<li>Visual Management</li>
<li>Retrospective</li>
<li>Daily Standup</li>
<li>Five Times Why</li>
</ul>


                </section>

DASA DevOps Professional: Enable and Scale
DevOps embodies both cultural changes and practices through which organizations can facilitate the IT functions of software development (Dev) and software operation (Ops). The DevOps movement advocates automation and phase-based monitoring practices. Its objectives include:
Decreasing development cycles Â·
Increasing deployment frequency
Improving the reliability of releases
Developing a closer alignment with business objectives
The DASA DevOps Professional: Enable and Scale course (formerly known as DevOps Practitioner)
is designed to provide individuals with the core education necessary to put DevOps into practice. With the help of DevOps theory, pragmatic examples and exercises, and interactive group discussions, the course will help you understand how to apply the necessary skills to practice DevOps. Building on the knowledge learned on theFundamentals course (the 'why'), you will learn the 'how'.
The DevOps Professional: Enable and Scale course focuses on improving the skill set of the DASA competency model, which includes competencies like Courage, Teambuilding, DevOps Leadership, and Continuous Improvement.
On completion of the DASA DevOps Professional: Enable and Scale training and passing the exam, the certification is awarded.
What you will Learn
At the end of this program, you will be able to:
Explain the importance of DevOps culture and the aspects that can influence it
Explain why courage, teambuilding, leadership, and continuous improvement are required in a DevOps environment
Explain why courage is essential to enable trust, honesty, and experimentation
Identify and evaluate different types of behavior in a DevOps environment
Recognize the signals indicating impediments and/or team dysfunctions
Describe how to form good DevOps teams and assess their maturity
List the effects of happiness and motivation on team performance
Identify how leaders encourage feedback and transparency
Discuss the factors that leaders can influence to build trust
Explain how and why leaders promote a 'safe to fail' environment
Analyze value streams to improve throughput and flow
Facilitate the tools for continuous improvement: structured problem-solving workshops, Story Mapping sessions, and retrospectives
TEAMBUILDING
Teambuilding is about understanding the other's point of view, collaboration, mutual accountability, common purpose, and the ability to integrally support the service/product.
Design Teams
Characteristics of a DevOps team
Skills of a DevOps Team
Self-organization and autonomy
Rules to consider when designing DevOps teams
Build Teams
Effects of happiness and motivation on performance
Feedback
Creating high-performance teams
Governance
Governance within teams and between multiple teams
Governance between organizations
DevOps contracts
DEVOPS LEADERSHIP
This module describes how to facilitate teams to high performance, DevOps behavior, transparency, and a service lifecycle mindset.
Build Culture
Creating the right environment and providing vision and purpose
Stimulating the right behavior
Servant leadership: giving control, supporting, and inspiring
Create Purpose
Defining and aligning purpose
Purpose of having a purpose
Alignment versus autonomy
Be a Servant Leader
Give control to the team
Inspire and support the team
Focus on Success
Output versus outcome
Measuring and steering
COURAGE
The Courage module is about coaching courageous behavior, proactivity, reflection, trust, open discussions, experimentation, fail fast, and the courage to change.
Build Courage
The importance of courage
Courage in relationship with leadership and feedback
Enabling courage at the team level
Dealing with failure
Think Different
Courage day to day
Encourage critical thinking
Techniques to promote courageous behavior
VALUE CUSTOMER-CENTRIC ACTION
This module describes the important aspects that are relevant to identify and deliver the required and expected value for all relevant stakeholders.
Aspects of Value and Managing Expectations
The different aspects of value
Stakeholder management
Customer collaboration and using customer feedback
How to do prioritization
CONTINUOUS IMPROVEMENT
Continuous improvement describes the importance of a Kaizen mindset, quality at the source, first time right, knowledge-sharing, and the ability to adapt.
Build Flow
Understanding the importance of flow
Using Lean to optimize flow
Kaizen as a mindset
Radical change versus Kaizen
Using Pull to optimize flow
Continuous Improvement Tools
Kaizen Event
Value Stream Mapping
Visual Management
Retrospective
Daily Standup
Five Times Why

DevOps

Certified SAFe Agilist

Service Design Courses (SDC)

Certified Scrum Product Owner (CSPO)

DASA DevOps Professional: Enable and Scale

<h2>DASA DevOps Professional: Enable and Scale: In-House Training</h2>
<p>DevOps embodies both cultural changes and practices through which organizations can facilitate the IT functions of software development (Dev) and software operation (Ops). The DevOps movement advocates automation and phase-based monitoring practices. Its objectives include:</p>
<ul>
<li>Decreasing development cycles Â·</li>
<li>Increasing deployment frequency</li>
<li>Improving the reliability of releases</li>
<li>Developing a closer alignment with business objectives</li>
</ul>
<p>The DASA DevOps Professional: Enable and Scale course (formerly known as DevOps Practitioner)</p>
<p>is designed to provide individuals with the core education necessary to put DevOps into practice. With the help of DevOps theory, pragmatic examples and exercises, and interactive group discussions, the course will help you understand how to apply the necessary skills to practice DevOps. Building on the knowledge learned on theFundamentals course (the 'why'), you will learn the 'how'.</p>
<p>The DevOps Professional: Enable and Scale course focuses on improving the skill set of the DASA competency model, which includes competencies like Courage, Teambuilding, DevOps Leadership, and Continuous Improvement.</p>
<p>On completion of the DASA DevOps Professional: Enable and Scale training and passing the exam, the certification is awarded.</p><h3>What you will Learn</h3>
<p>At the end of this program, you will be able to:</p>
<ul>
<li>Explain the importance of DevOps culture and the aspects that can influence it</li>
<li>Explain why courage, teambuilding, leadership, and continuous improvement are required in a DevOps environment</li>
<li>Explain why courage is essential to enable trust, honesty, and experimentation</li>
<li>Identify and evaluate different types of behavior in a DevOps environment</li>
<li>Recognize the signals indicating impediments and/or team dysfunctions</li>
<li>Describe how to form good DevOps teams and assess their maturity</li>
<li>List the effects of happiness and motivation on team performance</li>
<li>Identify how leaders encourage feedback and transparency</li>
<li>Discuss the factors that leaders can influence to build trust</li>
<li>Explain how and why leaders promote a 'safe to fail' environment</li>
<li>Analyze value streams to improve throughput and flow</li>
<li>Facilitate the tools for continuous improvement: structured problem-solving workshops, Story Mapping sessions, and retrospectives</li>
</ul><section>
                    <h3>TEAMBUILDING</h3>
<p>Teambuilding is about understanding the other's point of view, collaboration, mutual accountability, common purpose, and the ability to integrally support the service/product.</p>
<h3>Design Teams</h3>
<ul>
<li>Characteristics of a DevOps team</li>
<li>Skills of a DevOps Team</li>
<li>Self-organization and autonomy</li>
<li>Rules to consider when designing DevOps teams</li>
</ul>
<h3>Build Teams</h3>
<ul>
<li>Effects of happiness and motivation on performance</li>
<li>Feedback</li>
<li>Creating high-performance teams</li>
</ul>
<h3>Governance</h3>
<ul>
<li>Governance within teams and between multiple teams</li>
<li>Governance between organizations</li>
<li>DevOps contracts</li>
</ul>
<h3>DEVOPS LEADERSHIP</h3>
<p>This module describes how to facilitate teams to high performance, DevOps behavior, transparency, and a service lifecycle mindset.</p>
<h3>Build Culture</h3>
<ul>
<li>Creating the right environment and providing vision and purpose</li>
<li>Stimulating the right behavior</li>
<li>Servant leadership: giving control, supporting, and inspiring</li>
</ul>
<h3>Create Purpose</h3>
<ul>
<li>Defining and aligning purpose</li>
<li>Purpose of having a purpose</li>
<li>Alignment versus autonomy</li>
</ul>
<h3>Be a Servant Leader</h3>
<ul>
<li>Give control to the team</li>
<li>Inspire and support the team</li>
</ul>
<h3>Focus on Success</h3>
<ul>
<li>Output versus outcome</li>
<li>Measuring and steering</li>
</ul>
<h3>COURAGE</h3>
<p>The Courage module is about coaching courageous behavior, proactivity, reflection, trust, open discussions, experimentation, fail fast, and the courage to change.</p>
<h3>Build Courage</h3>
<ul>
<li>The importance of courage</li>
<li>Courage in relationship with leadership and feedback</li>
<li>Enabling courage at the team level</li>
<li>Dealing with failure</li>
</ul>
<h3>Think Different</h3>
<ul>
<li>Courage day to day</li>
<li>Encourage critical thinking</li>
<li>Techniques to promote courageous behavior</li>
</ul>
<h3>VALUE  CUSTOMER-CENTRIC ACTION</h3>
<p>This module describes the important aspects that are relevant to identify and deliver the required and expected value for all relevant stakeholders.</p>
<p>Aspects of Value and Managing Expectations</p>
<ul>
<li>The different aspects of value</li>
<li>Stakeholder management</li>
<li>Customer collaboration and using customer feedback</li>
<li>How to do prioritization</li>
</ul>
<h3>CONTINUOUS IMPROVEMENT</h3>
<p>Continuous improvement describes the importance of a Kaizen mindset, quality at the source, first time right, knowledge-sharing, and the ability to adapt.</p>
<h3>Build Flow</h3>
<ul>
<li>Understanding the importance of flow</li>
<li>Using Lean to optimize flow</li>
<li>Kaizen as a mindset</li>
<li>Radical change versus Kaizen</li>
<li>Using Pull to optimize flow</li>
</ul>
<h3>Continuous Improvement Tools</h3>
<ul>
<li>Kaizen Event</li>
<li>Value Stream Mapping</li>
<li>Visual Management</li>
<li>Retrospective</li>
<li>Daily Standup</li>
<li>Five Times Why</li>
</ul>


                </section>

DASA DevOps Professional: Enable and Scale: In-House Training
DevOps embodies both cultural changes and practices through which organizations can facilitate the IT functions of software development (Dev) and software operation (Ops). The DevOps movement advocates automation and phase-based monitoring practices. Its objectives include:
Decreasing development cycles Â·
Increasing deployment frequency
Improving the reliability of releases
Developing a closer alignment with business objectives
The DASA DevOps Professional: Enable and Scale course (formerly known as DevOps Practitioner)
is designed to provide individuals with the core education necessary to put DevOps into practice. With the help of DevOps theory, pragmatic examples and exercises, and interactive group discussions, the course will help you understand how to apply the necessary skills to practice DevOps. Building on the knowledge learned on theFundamentals course (the 'why'), you will learn the 'how'.
The DevOps Professional: Enable and Scale course focuses on improving the skill set of the DASA competency model, which includes competencies like Courage, Teambuilding, DevOps Leadership, and Continuous Improvement.
On completion of the DASA DevOps Professional: Enable and Scale training and passing the exam, the certification is awarded.
What you will Learn
At the end of this program, you will be able to:
Explain the importance of DevOps culture and the aspects that can influence it
Explain why courage, teambuilding, leadership, and continuous improvement are required in a DevOps environment
Explain why courage is essential to enable trust, honesty, and experimentation
Identify and evaluate different types of behavior in a DevOps environment
Recognize the signals indicating impediments and/or team dysfunctions
Describe how to form good DevOps teams and assess their maturity
List the effects of happiness and motivation on team performance
Identify how leaders encourage feedback and transparency
Discuss the factors that leaders can influence to build trust
Explain how and why leaders promote a 'safe to fail' environment
Analyze value streams to improve throughput and flow
Facilitate the tools for continuous improvement: structured problem-solving workshops, Story Mapping sessions, and retrospectives
TEAMBUILDING
Teambuilding is about understanding the other's point of view, collaboration, mutual accountability, common purpose, and the ability to integrally support the service/product.
Design Teams
Characteristics of a DevOps team
Skills of a DevOps Team
Self-organization and autonomy
Rules to consider when designing DevOps teams
Build Teams
Effects of happiness and motivation on performance
Feedback
Creating high-performance teams
Governance
Governance within teams and between multiple teams
Governance between organizations
DevOps contracts
DEVOPS LEADERSHIP
This module describes how to facilitate teams to high performance, DevOps behavior, transparency, and a service lifecycle mindset.
Build Culture
Creating the right environment and providing vision and purpose
Stimulating the right behavior
Servant leadership: giving control, supporting, and inspiring
Create Purpose
Defining and aligning purpose
Purpose of having a purpose
Alignment versus autonomy
Be a Servant Leader
Give control to the team
Inspire and support the team
Focus on Success
Output versus outcome
Measuring and steering
COURAGE
The Courage module is about coaching courageous behavior, proactivity, reflection, trust, open discussions, experimentation, fail fast, and the courage to change.
Build Courage
The importance of courage
Courage in relationship with leadership and feedback
Enabling courage at the team level
Dealing with failure
Think Different
Courage day to day
Encourage critical thinking
Techniques to promote courageous behavior
VALUE CUSTOMER-CENTRIC ACTION
This module describes the important aspects that are relevant to identify and deliver the required and expected value for all relevant stakeholders.
Aspects of Value and Managing Expectations
The different aspects of value
Stakeholder management
Customer collaboration and using customer feedback
How to do prioritization
CONTINUOUS IMPROVEMENT
Continuous improvement describes the importance of a Kaizen mindset, quality at the source, first time right, knowledge-sharing, and the ability to adapt.
Build Flow
Understanding the importance of flow
Using Lean to optimize flow
Kaizen as a mindset
Radical change versus Kaizen
Using Pull to optimize flow
Continuous Improvement Tools
Kaizen Event
Value Stream Mapping
Visual Management
Retrospective
Daily Standup
Five Times Why

DASA DevOps Professional: Enable and Scale: In-House Training

<h2>Leading People through Change (In-Person)</h2>
<p>Research shows that 70% of change initiatives fail in large organizations. The largest factor contributing to this failure rate is leadership - the inability to plan and lead people through change.</p>
<p>In many change situations, tremendous focus is put on strategy, processes, and systems, while the issue of changing people's behavior is assumed it will 'just happen'. In this interactive course, you will learn why the people side of change is crucial.</p>
<p>We will begin by understanding why and how people resist change, and how important it is to become strong and effective change champions. Next, we will focus on critical change management practices - creating our vision of the future state, planning for acceptance in our change audience and stakeholders, mitigating threats, and capitalizing on opportunities. We will use metrics to plan, show progress, and confirm success. Lastly, we will focus on the need to reinforce and sustain change, and to prevent relapse to old ways and methods.</p><h3>What you will Learn</h3>
<p>At the end of this program, you will be able to:</p>
<ul>
<li>Realize the nature of change and describe how resistance manifests in people</li>
<li>Compare prevalent change models and categorize their similarities</li>
<li>Identify and rate the skills, traits, and behaviors of effective change champions</li>
<li>Envision the future state and assess stakeholders</li>
<li>Plan for change communication, training, and risks</li>
<li>Evaluate change effectiveness using feedback and metrics</li>
<li>Develop reinforcement practices for benefits and communication</li>
</ul><section>
                    <h3>Getting Started</h3><h3>Foundation Concepts</h3><ul><li>What is Change?</li><li>Resistance to Change</li><li>Common Change Management Theories</li><li>Becoming a Change Champion</li></ul><h3>Plan</h3><ul><li>Envisioning the future state</li><li>Planning for people</li><li>Change management plan</li></ul><h3>Do</h3><ul><li>Change communication</li><li>Training</li><li>Piloting</li><li>Risks</li></ul><h3>Study</h3><ul><li>Feedback</li><li>Metrics</li><li>Variance analysis</li></ul><h3>Act</h3><ul><li>Benefits realization</li><li>Change sustainment</li><li>Reinforcement messaging and communications</li></ul><h3>Summary and Next Steps</h3>


                </section>

Leading People through Change (In-Person)
Research shows that 70% of change initiatives fail in large organizations. The largest factor contributing to this failure rate is leadership - the inability to plan and lead people through change.
In many change situations, tremendous focus is put on strategy, processes, and systems, while the issue of changing people's behavior is assumed it will 'just happen'. In this interactive course, you will learn why the people side of change is crucial.
We will begin by understanding why and how people resist change, and how important it is to become strong and effective change champions. Next, we will focus on critical change management practices - creating our vision of the future state, planning for acceptance in our change audience and stakeholders, mitigating threats, and capitalizing on opportunities. We will use metrics to plan, show progress, and confirm success. Lastly, we will focus on the need to reinforce and sustain change, and to prevent relapse to old ways and methods.
What you will Learn
At the end of this program, you will be able to:
Realize the nature of change and describe how resistance manifests in people
Compare prevalent change models and categorize their similarities
Identify and rate the skills, traits, and behaviors of effective change champions
Envision the future state and assess stakeholders
Plan for change communication, training, and risks
Evaluate change effectiveness using feedback and metrics
Develop reinforcement practices for benefits and communication
Getting Started
Foundation Concepts
What is Change?
Resistance to Change
Common Change Management Theories
Becoming a Change Champion
Plan
Envisioning the future state
Planning for people
Change management plan
Do
Change communication
Training
Piloting
Risks
Study
Feedback
Metrics
Variance analysis
Act
Benefits realization
Change sustainment
Reinforcement messaging and communications
Summary and Next Steps

Learning & Development

Behaviour Change

Project Leadership

Leading People through Change (In-Person)

<h2>How to be a Great Executive Sponsor</h2> 
 <p>This three-hour course provides key tips and techniques for becoming an actively engaged, and impactful, Executive Sponsor of projects and programs. It will explain not just what your role is, but the very specific actions you can, and must, take to increase your project's probability of success.</p> 
 <p>This three-hour course provides key tips and techniques for becoming an actively engaged, and impactful, Executive Sponsor of projects and programs. It will explain not just what your role is, but the very specific actions you can, and must, take to increase your project's probability of success. And, it will highlight the key personality and other traits that are found in successful Sponsors. Regardless if you're sponsoring an Agile software development project, a construction megaproject, or any other type of project in between, this course will help get you 'hit the ground running' and being an 'impact player' on day one. Various activities and discussions will acquaint you with this important role and what you need to do to become a great executive sponsor.</p><h3>What you Will Learn</h3> 
 <p>At the end of this program, you will be able to:</p> 
 <ul> 
 <li>Define project success so everyone is 'singing from the same sheet of music'</li> 
 <li>Immediately apply the ten key attributes of a great sponsor on your project</li> 
 <li>Recognize great sponsorship and determine if you're the right fit for the role</li> 
 <li>Practice Sponsorship over the course of the project life cycle by engaging in very specific actions and activities</li> 
 <li>Be a better investment manager by analyzing the behaviors of successful activist investors</li> 
 </ul><section>
                    <h3>Foundation Concepts</h3> <ul>  <li>The quantifiable benefits of being an actively engaged Sponsor</li>  <li>Sponsor defined</li>  <li>Clarence Kelly Johnson and the SR-71 Blackbird: An example of the power of Sponsorship</li>  </ul>  <h3>Defining Project Success</h3> <ul>  <li>Project success: More than meeting the triple constraints</li>  <li>Benefits management: The Sponsor's focus</li>  <li>The Investment - Life-cycle vs. the Project Life-cycle</li>  <li>The three questions Sponsors need to ask to define project success</li>  </ul>  <h3>10 Key Attributes of a Great Sponsor</h3> <ul>  <li>10 Key Attributes of a Great Sponsor</li>  </ul>  <h3>The Makings of a Great Sponsor</h3> <ul>  <li>The most important skills and competencies of an executive sponsor</li>  <li>What great Sponsors do and when</li>  </ul>  <h3>Four Things a Great Sponsor Can Learn from an Activist Investor</h3> <ul>  <li>The story of Outerwall, Inc. and Glen Welling of Engaged Capital, LLC</li>  <li>Sponsors and Activist Investors</li>  <li>Sponsorship of the 2nd Avenue Subway in Manhattan: A classic textbook example</li>  </ul>


                </section>

How to be a Great Executive Sponsor
This three-hour course provides key tips and techniques for becoming an actively engaged, and impactful, Executive Sponsor of projects and programs. It will explain not just what your role is, but the very specific actions you can, and must, take to increase your project's probability of success.
This three-hour course provides key tips and techniques for becoming an actively engaged, and impactful, Executive Sponsor of projects and programs. It will explain not just what your role is, but the very specific actions you can, and must, take to increase your project's probability of success. And, it will highlight the key personality and other traits that are found in successful Sponsors. Regardless if you're sponsoring an Agile software development project, a construction megaproject, or any other type of project in between, this course will help get you 'hit the ground running' and being an 'impact player' on day one. Various activities and discussions will acquaint you with this important role and what you need to do to become a great executive sponsor.
What you Will Learn
At the end of this program, you will be able to:
Define project success so everyone is 'singing from the same sheet of music'
Immediately apply the ten key attributes of a great sponsor on your project
Recognize great sponsorship and determine if you're the right fit for the role
Practice Sponsorship over the course of the project life cycle by engaging in very specific actions and activities
Be a better investment manager by analyzing the behaviors of successful activist investors
Foundation Concepts
The quantifiable benefits of being an actively engaged Sponsor
Sponsor defined
Clarence Kelly Johnson and the SR-71 Blackbird: An example of the power of Sponsorship
Defining Project Success
Project success: More than meeting the triple constraints
Benefits management: The Sponsor's focus
The Investment - Life-cycle vs. the Project Life-cycle
The three questions Sponsors need to ask to define project success
10 Key Attributes of a Great Sponsor
10 Key Attributes of a Great Sponsor
The Makings of a Great Sponsor
The most important skills and competencies of an executive sponsor
What great Sponsors do and when
Four Things a Great Sponsor Can Learn from an Activist Investor
The story of Outerwall, Inc. and Glen Welling of Engaged Capital, LLC
Sponsors and Activist Investors
Sponsorship of the 2nd Avenue Subway in Manhattan: A classic textbook example

ACCA Strategic Business Leader (SBL)

Coaching Skills

Sustainability Leadership

Chairing Skills

How to be a Great Executive Sponsor

<h2>How to be a Great Executive Sponsor: In-House Training</h2>
 <p>This three-hour course provides key tips and techniques for becoming an actively engaged, and impactful, Executive Sponsor of projects and programs. It will explain not just what your role is, but the very specific actions you can, and must, take to increase your project's probability of success.</p>
 <p>This three-hour course provides key tips and techniques for becoming an actively engaged, and impactful, Executive Sponsor of projects and programs. It will explain not just what your role is, but the very specific actions you can, and must, take to increase your project's probability of success. And, it will highlight the key personality and other traits that are found in successful Sponsors. Regardless if you're sponsoring an Agile software development project, a construction megaproject, or any other type of project in between, this course will help get you 'hit the ground running' and being an 'impact player' on day one. Various activities and discussions will acquaint you with this important role and what you need to do to become a great executive sponsor.</p><h3>What you Will Learn</h3> 
 <p>At the end of this program, you will be able to:</p> 
 <ul> 
 <li>Define project success so everyone is 'singing from the same sheet of music'</li> 
 <li>Immediately apply the ten key attributes of a great sponsor on your project</li> 
 <li>Recognize great sponsorship and determine if you're the right fit for the role</li> 
 <li>Practice Sponsorship over the course of the project life cycle by engaging in very specific actions and activities</li> 
 <li>Be a better investment manager by analyzing the behaviors of successful activist investors</li> 
 </ul><section>
                    <h3>Foundation Concepts</h3> <ul>  <li>The quantifiable benefits of being an actively engaged Sponsor</li>  <li>Sponsor defined</li>  <li>Clarence Kelly Johnson and the SR-71 Blackbird: An example of the power of Sponsorship</li>  </ul>  <h3>Defining Project Success</h3> <ul>  <li>Project success: More than meeting the triple constraints</li>  <li>Benefits management: The Sponsor's focus</li>  <li>The Investment - Life-cycle vs. the Project Life-cycle</li>  <li>The three questions Sponsors need to ask to define project success</li>  </ul>  <h3>10 Key Attributes of a Great Sponsor</h3> <ul>  <li>10 Key Attributes of a Great Sponsor</li>  </ul>  <h3>The Makings of a Great Sponsor</h3> <ul>  <li>The most important skills and competencies of an executive sponsor</li>  <li>What great Sponsors do and when</li>  </ul>  <h3>Four Things a Great Sponsor Can Learn from an Activist Investor</h3> <ul>  <li>The story of Outerwall, Inc. and Glen Welling of Engaged Capital, LLC</li>  <li>Sponsors and Activist Investors</li>  <li>Sponsorship of the 2nd Avenue Subway in Manhattan: A classic textbook example</li>  </ul>


                </section>

How to be a Great Executive Sponsor: In-House Training
This three-hour course provides key tips and techniques for becoming an actively engaged, and impactful, Executive Sponsor of projects and programs. It will explain not just what your role is, but the very specific actions you can, and must, take to increase your project's probability of success.
This three-hour course provides key tips and techniques for becoming an actively engaged, and impactful, Executive Sponsor of projects and programs. It will explain not just what your role is, but the very specific actions you can, and must, take to increase your project's probability of success. And, it will highlight the key personality and other traits that are found in successful Sponsors. Regardless if you're sponsoring an Agile software development project, a construction megaproject, or any other type of project in between, this course will help get you 'hit the ground running' and being an 'impact player' on day one. Various activities and discussions will acquaint you with this important role and what you need to do to become a great executive sponsor.
What you Will Learn
At the end of this program, you will be able to:
Define project success so everyone is 'singing from the same sheet of music'
Immediately apply the ten key attributes of a great sponsor on your project
Recognize great sponsorship and determine if you're the right fit for the role
Practice Sponsorship over the course of the project life cycle by engaging in very specific actions and activities
Be a better investment manager by analyzing the behaviors of successful activist investors
Foundation Concepts
The quantifiable benefits of being an actively engaged Sponsor
Sponsor defined
Clarence Kelly Johnson and the SR-71 Blackbird: An example of the power of Sponsorship
Defining Project Success
Project success: More than meeting the triple constraints
Benefits management: The Sponsor's focus
The Investment - Life-cycle vs. the Project Life-cycle
The three questions Sponsors need to ask to define project success
10 Key Attributes of a Great Sponsor
10 Key Attributes of a Great Sponsor
The Makings of a Great Sponsor
The most important skills and competencies of an executive sponsor
What great Sponsors do and when
Four Things a Great Sponsor Can Learn from an Activist Investor
The story of Outerwall, Inc. and Glen Welling of Engaged Capital, LLC
Sponsors and Activist Investors
Sponsorship of the 2nd Avenue Subway in Manhattan: A classic textbook example

How to be a Great Executive Sponsor: In-House Training

<h2>AgileBA® Foundation and Practitioner</h2>
 <p>The AgileBA® Foundation and Practitioner course takes you through a business understanding of the external and internal forces that underline the project from a business perspective, looks at modeling techniques, (As Is - To Be), and also provides an overview to project management (AgilePM) from an 'Agile' perspective. The course explains the role's relevance and involvement throughout the project.</p><h3>What You Will Learn</h3>
 <p>At the end of this program, you will be able to:</p>
 <ul>
 <li>Understand business analysis in a project environment and the techniques used, as well as knowing more about the role of the business analyst in a project</li>
 </ul><section>
                    <ul> <li>Business Analysis - Business Environment and Organizational Strategy</li> <li>Overview of AgilePM</li> <li>The Business Case</li> <li>Stakeholder Engagement/Analysis</li> <li>Techniques:</li> <ul> <li>Requirements and Estimating</li> <li>Prioritization</li> <li>Timeboxing</li> <li>Iterative Development</li> <li>Planning</li> <li>Facilitated Workshops</li> <li>Modeling - 'As Is - To Be'</li> </ul> <li>Making the transition to AgileBA</li> </ul>


                </section>

AgileBA® Foundation and Practitioner
The AgileBA® Foundation and Practitioner course takes you through a business understanding of the external and internal forces that underline the project from a business perspective, looks at modeling techniques, (As Is - To Be), and also provides an overview to project management (AgilePM) from an 'Agile' perspective. The course explains the role's relevance and involvement throughout the project.
What You Will Learn
At the end of this program, you will be able to:
Understand business analysis in a project environment and the techniques used, as well as knowing more about the role of the business analyst in a project
Business Analysis - Business Environment and Organizational Strategy
Overview of AgilePM
The Business Case
Stakeholder Engagement/Analysis
Techniques:
Requirements and Estimating
Prioritization
Timeboxing
Iterative Development
Planning
Facilitated Workshops
Modeling - 'As Is - To Be'
Making the transition to AgileBA

Business Analyst

Agile Business Analyst

Agile

ACP (Agile Certified Practitioner)

AgileBA Foundation and Practitioner

<h2>AgileBA® Foundation and Practitioner: In-House Trainingr: In-House Training</h2>
 <p>The AgileBA® Foundation and Practitioner course takes you through a business understanding of the external and internal forces that underline the project from a business perspective, looks at modeling techniques, (As Is - To Be), and also provides an overview to project management (AgilePM) from an 'Agile' perspective. The course explains the role's relevance and involvement throughout the project.</p><h3>What You Will Learn</h3>
 <p>At the end of this program, you will be able to:</p>
 <ul>
 <li>Understand business analysis in a project environment and the techniques used, as well as knowing more about the role of the business analyst in a project</li>
 </ul><section>
                    <ul> <li>Business Analysis - Business Environment and Organizational Strategy</li> <li>Overview of AgilePM</li> <li>The Business Case</li> <li>Stakeholder Engagement/Analysis</li> <li>Techniques:</li> <ul> <li>Requirements and Estimating</li> <li>Prioritization</li> <li>Timeboxing</li> <li>Iterative Development</li> <li>Planning</li> <li>Facilitated Workshops</li> <li>Modeling - 'As Is - To Be'</li> </ul> <li>Making the transition to AgileBA</li> </ul>


                </section>

AgileBA® Foundation and Practitioner: In-House Trainingr: In-House Training
The AgileBA® Foundation and Practitioner course takes you through a business understanding of the external and internal forces that underline the project from a business perspective, looks at modeling techniques, (As Is - To Be), and also provides an overview to project management (AgilePM) from an 'Agile' perspective. The course explains the role's relevance and involvement throughout the project.
What You Will Learn
At the end of this program, you will be able to:
Understand business analysis in a project environment and the techniques used, as well as knowing more about the role of the business analyst in a project
Business Analysis - Business Environment and Organizational Strategy
Overview of AgilePM
The Business Case
Stakeholder Engagement/Analysis
Techniques:
Requirements and Estimating
Prioritization
Timeboxing
Iterative Development
Planning
Facilitated Workshops
Modeling - 'As Is - To Be'
Making the transition to AgileBA

AgileBA Foundation and Practitioner: In-House Training

Loughborough

<div>
		

		<div>
			
			<p>Leadership is about 'getting stuff done'. This course concentrates on just that. In a complicated world, it helps leaders to ensure that the right stuff gets done at the right time and in the right way.  </p>
			<div><i></i> 4 Hour Session</div>
			<div><i></i>  £378.00 incl. VAT</div>
			
			
		</div>
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		<div></div>

		<div>
			<p>Want to run this event in-house?  Enquire about running this event in-house </p>
			
		</div>

		<div>
			<p>Interested in attending? Have a suggestion about running this event near you?<br />Register your interest now</p>
			
		</div>
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		<h3>Description</h3>
		<p></p><p>The course supports leaders as they do two things. </p>
<ul>
<li>Harness the skills and energy of their people</li>
<li>Reduce the negative effects of over-centralization and micro-management.</li>
</ul>
<p>The content is designed to be thought-provoking and challenge ideas about the purpose of leadership.  It draws its inspiration from the concept of Mission Leadership, an idea which has its roots in military and emergency service leadership.  In Mission Leadership groups and individuals working for a leader are encouraged fully to understand the aims of their organization and their own critical role within it. As a result, they feel confident to act on their own initiative to achieve the mission. </p>
<p>The course is ideal for those who want to encourage initiative and decentralisation of authority and responsibility.</p>
<p>Join this course to engage with other leaders in discussing and developing the art of leadership. Develop new ideas, processes and assumptions with which to free up the people you lead and 'get stuff done'.</p>
<p><strong>Available as private Face to Face and virtual sessions (max 12 delegates) - £1,305 Plus VAT</strong></p>
<p></p>
	
		<h3>Modules/Lessons</h3>
		<p></p><p><strong>Module 1: The Theory</strong></p>
<p>What are we meant to be doing?  Working out the outputs.</p>
<p>Giving clear direction on what people should be doing.</p>
<p>Freeing people to do their best work.</p>
<p>Taking risks with people.</p>
<p>Developing people.</p>
<p><strong>Module 2: Making it Happen</strong></p>
<p>Practice giving Mission based instructions</p>
<p>Measuring success.</p>
<p>Supporting your people.</p>
<p>Why now? </p>
<p>Most organisations naturally respond to stress by centralizing power and authority. The greater the risks and the pressures, the more leaders feel that the only people they can trust to 'get stuff done' are themselves.  Eventually, those same leaders buckle under the stress because, it always turns out, that the boss cannot do it all.</p>
<p>During 2023 huge economic pressures will fight with the impacts of social, cultural and technological change to put a constant stream of new challenges on the shoulders of leaders.  There has probable never been a time when bosses feel under more pressure.  As a result the damaging effects of over-centralisation have never been more relevant.  Now is the moment to take some time and ask yourself, how can I make better use of my people?</p>
<p>Benefits?</p>
<p>Free yourself of the tendency to micro-manage.  You know you shouldn't do it.  Find a practical way to stop.</p>
<p>Help the people you lead to take responsibility, use their initiative and flourish as future leaders of your organization.</p>
<p>How?</p>
<p>Suitable for all leaders, but particularly those involved in complex operations and with large numbers of critical groups and individuals who must co-operate in pursuit of an overall goal.</p>
<p>Learn how to:</p>
<ul>
<li>give clear mission oriented instructions and to</li>
<li>give your people confidence that they can act on their initiative and with your support</li>
<li>manage the risk that results from giving your people their freedom to act</li>
</ul>
<p>Learn how to enable your people to:</p>
<ul>
<li>understand the mission and embrace their part in it</li>
<li>use their initiative and to take responsibility for their actions</li>
<li>build their confidence and independence</li>
<li>and manage their risk and that of the whole organization</li>
</ul>
<p></p>

Leadership is about 'getting stuff done'. This course concentrates on just that. In a complicated world, it helps leaders to ensure that the right stuff gets done at the right time and in the right way. 
4 Hour Session £378.00 incl. VAT
Want to run this event in-house? Enquire about running this event in-house 
Interested in attending? Have a suggestion about running this event near you?
Register your interest now
Description

The course supports leaders as they do two things. 
Harness the skills and energy of their people
Reduce the negative effects of over-centralization and micro-management.
The content is designed to be thought-provoking and challenge ideas about the purpose of leadership. It draws its inspiration from the concept of Mission Leadership, an idea which has its roots in military and emergency service leadership. In Mission Leadership groups and individuals working for a leader are encouraged fully to understand the aims of their organization and their own critical role within it. As a result, they feel confident to act on their own initiative to achieve the mission. 
The course is ideal for those who want to encourage initiative and decentralisation of authority and responsibility.
Join this course to engage with other leaders in discussing and developing the art of leadership. Develop new ideas, processes and assumptions with which to free up the people you lead and 'get stuff done'.
Available as private Face to Face and virtual sessions (max 12 delegates) - £1,305 Plus VAT

Modules/Lessons

Module 1: The Theory
What are we meant to be doing? Working out the outputs.
Giving clear direction on what people should be doing.
Freeing people to do their best work.
Taking risks with people.
Developing people.
Module 2: Making it Happen
Practice giving Mission based instructions
Measuring success.
Supporting your people.
Why now? 
Most organisations naturally respond to stress by centralizing power and authority. The greater the risks and the pressures, the more leaders feel that the only people they can trust to 'get stuff done' are themselves. Eventually, those same leaders buckle under the stress because, it always turns out, that the boss cannot do it all.
During 2023 huge economic pressures will fight with the impacts of social, cultural and technological change to put a constant stream of new challenges on the shoulders of leaders. There has probable never been a time when bosses feel under more pressure. As a result the damaging effects of over-centralisation have never been more relevant. Now is the moment to take some time and ask yourself, how can I make better use of my people?
Benefits?
Free yourself of the tendency to micro-manage. You know you shouldn't do it. Find a practical way to stop.
Help the people you lead to take responsibility, use their initiative and flourish as future leaders of your organization.
How?
Suitable for all leaders, but particularly those involved in complex operations and with large numbers of critical groups and individuals who must co-operate in pursuit of an overall goal.
Learn how to:
give clear mission oriented instructions and to
give your people confidence that they can act on their initiative and with your support
manage the risk that results from giving your people their freedom to act
Learn how to enable your people to:
understand the mission and embrace their part in it
use their initiative and to take responsibility for their actions
build their confidence and independence
and manage their risk and that of the whole organization


Mpi Learning - Professional Learning And Development Provider

Business Leadership

Institute of Leadership & Management (ILM)

Leadership is about 'getting stuff done'. This course concentrates on just that. In a complicated world, it helps leaders to ensure that the right stuff gets done at the right time and in the right way.

Achieving Outputs in a Complex World

<h2>The Art of Delegation and High-Impact Feedback</h2>
<p>Whether you are a project manager, an executive, or simply someone involved in leading or helping others, a critical part of your work must involve delegating and giving feedback. These two skills, however, are not as simple as they seem. How do you know what to Partcipant? What kinds of feedback should you give? Knowing this and practicing this are two different things.</p>
<p>Ultimately, delegating and giving feedback are skills that must be done mindfully, strategically, and meaningfully. They must be done in ways that not only positively impact performance, but also inspire growth, engagement, and motivation. When done poorly, they can create significant problems. But when done well, they can generate value for everyone and benefit future endeavors.</p>
<p>In this course, you will learn to think more deeply about the importance of delegating and discover how to give better feedback. You will have opportunities to apply best practices and methodologies that you can use in the real world, ultimately paying off for you and for others.</p><h3>What you Will Learn</h3>
<p>At the end of this program, you will be able to:</p>
<ul>
<li>Explain why common excuses for NOT delegating are short-sighted</li>
<li>Identify what needs delegating by using a proven methodology</li>
<li>Utilize best practices in real world scenarios, delegating in a way that benefits you and the individual to whom you Partcipant</li>
<li>Summarize key lessons learned in brain science which enhance the feedback-giving process</li>
<li>Recognize the critical connection between feedback and performance</li>
<li>Apply a proven model to deliver feedback that inspires growth, engagement, and motivation</li>
</ul><section>
                    <h3>Getting Started</h3><ul><li>What is delegation?</li><li>What makes delegation hard?</li><li>What do I Partcipant and why?</li><li>How to Partcipant effectively</li></ul><h3>Feedback</h3><ul><li>Exploring the feedback process</li><li>Why feedback is hard to give...and receive</li><li>Why giving feedback effectively is important</li><li>Feedback models</li></ul>


                </section>

The Art of Delegation and High-Impact Feedback
Whether you are a project manager, an executive, or simply someone involved in leading or helping others, a critical part of your work must involve delegating and giving feedback. These two skills, however, are not as simple as they seem. How do you know what to Partcipant? What kinds of feedback should you give? Knowing this and practicing this are two different things.
Ultimately, delegating and giving feedback are skills that must be done mindfully, strategically, and meaningfully. They must be done in ways that not only positively impact performance, but also inspire growth, engagement, and motivation. When done poorly, they can create significant problems. But when done well, they can generate value for everyone and benefit future endeavors.
In this course, you will learn to think more deeply about the importance of delegating and discover how to give better feedback. You will have opportunities to apply best practices and methodologies that you can use in the real world, ultimately paying off for you and for others.
What you Will Learn
At the end of this program, you will be able to:
Explain why common excuses for NOT delegating are short-sighted
Identify what needs delegating by using a proven methodology
Utilize best practices in real world scenarios, delegating in a way that benefits you and the individual to whom you Partcipant
Summarize key lessons learned in brain science which enhance the feedback-giving process
Recognize the critical connection between feedback and performance
Apply a proven model to deliver feedback that inspires growth, engagement, and motivation
Getting Started
What is delegation?
What makes delegation hard?
What do I Partcipant and why?
How to Partcipant effectively
Feedback
Exploring the feedback process
Why feedback is hard to give...and receive
Why giving feedback effectively is important
Feedback models

Educators providing Professional Agile Leadership (PAL) courses in Swanscombe

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