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Professional Development Training - Knowledge is Power

Professional Development Training - Knowledge is Power

21 items of knowledge that you need to know

You have heard it said that, "Knowledge is power".

It is true. Knowledge IS power.

  • If you know how things work, then you can make things work.
  • If you don't know how things work, then you cannot make things work.

For example, if you know how your computer works, then you are better able to work it, and you are more able to fix problems when they occur.
And if you don't know how your computer works, then you are less able to work it and you are less able to fix the problems when things go wrong.
This is true for all things, not just for technological things.

This is why knowledge is power.

In order to make the best progress as a leader manager, then you must have specific knowledge.

What specific knowledge do you need as a leader manager?

Here is a list of 21 things you need to know.

  1. How to set clear specific goals and to use your goals as your guide, as opposed to just drifting along, hoping that things will turn out okay.
  2. How to communicate those clear specific goals to other people so that they will understand exactly what you mean.
  3. How to communicate those goals to other people so that they will want to get involved and work to achieve the goals that you have set.
  4. How to analyse goals into their smaller subset elements and then how to put those elements into a logical sequence and figure out the critical path.
  5. How to make good decisions based upon a logical evaluation of all the available evidence, as opposed to guessing or going by a hunch, or by the majority opinion.
  6. How to gather the courage to act on a decision once it is made, as opposed to losing your nerve and procrastinating, due to fear.
  7. How to monitor the feedback results of your actions and how to know whether your plan of action is producing progress, or not producing any progress or, even worse, producing counterproductive results. (These are called "negative feedback results").
  8. In the event of observing "negative feedback results" from your latest actions, then how to evaluate the meaning of the feedback and how to make the necessary corrective adaptations to the original plan of action.
  9. When the necessary corrective adaptations to the original plan of action have been identified, how to implement the necessary changes to the original plan.
  10. On the implementation of the necessary changes to the plan, how to handle the inevitable conflict that the need for changes will cause in the ranks. Since most people don't like the plan being changed, the team will argue against the need for a change. You need to know how to handle this conflict in a rational, not emotional, manner.
  11. In order to handle conflict in a rational, not emotional, manner, you will need to know how to verbalise your messages in objective terms.
    "Objective terms" means speaking in non-emotionalised, non-opinionated language. You must be able to distinguish objective language from subjective language.
    Subjective language is the opposite of objective language. Subjective language is opinionated, evaluative, emotionalised and highly charged.
    When in conflict you need to know how to remain objective, not subjective.
  12. In order to maintain control over the circumstances you need to know how to keep control over yourself. You need to know how to manage your own self.
  13. You need to know how to manage your own thoughts.
  14. You need to know how to manage your own feelings.
  15. You need to know how to manage your own mouth.
  16. You need to know how to manage your own energy.
  17. You need to know how to manage your own bad habits.
  18. You need to know how to manage your own bad moods.

  19. If you know how to manage the above points, 12 to 18, then you need to know how to apply the same principle to other people.
  20. You need to know what to say, and what not to say, to others, in order to induce them to give you their best performance and cooperative efforts.
  21. You need to know how to orchestrate the above knowledge and play all the elements simultaneously, rather like a conductor using all the elements of the orchestra, at the same time, to produce a perfect performance.

That takes knowledge.

Where can you find such knowledge?

If you want to attend a course that covers all the above knowledge, then please follow the link to the two day course.

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About the Author: Chris Farmer

Chris

Chris Farmer is the founder of the Corporate Coach Group and has many years’ experience in training leaders and managers, in both the public and private sectors, to achieve their organisational goals, especially during tough economic times. He is also well aware of the disciplines and problems associated with running a business.

Over the years, Chris has designed and delivered thousands of training programmes and has coached and motivated many management teams, groups and individuals. His training programmes are both structured and clear, designed to help delegates organise their thinking and, wherever necessary, to improve their techniques and skills.

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