Where can I Find Leadership Training Courses?
Where can I find leadership training courses?
On our leadership training courses we help people by helping them to clarify their thinking about exactly what to do and say whist at work in order to get the best from themselves and others.
In order to clarify thinking we use the method of distinguishing between two similar but not the same concepts.
The idea is that the better you can make accurate judgements between what is good and what is bad, the better off you will be.
Here are some examples of these important distinctions:
- Leader vs. manager
- Humorous vs. silly
- Criticism vs. insult
- Fact vs. opinion
- Reason vs. excuse (for not doing something)
- Busy work vs. productive work
- Motivation by fear vs. motivation by desire
Let us make these pairs clear and distinct.
1. Leader vs. manager
What is the difference between a leader and a manager?
We define "leader" as:
A member of the team or organisation, that is primarily responsible for the creation and communication of a clear goal: and who can then inspire the team to take the actions necessary to achieve the goal in the most effective manner possible.
We define "manager" as:
A member of the team or organisation that is primarily responsible for the planning, implementation, organisation and control of all resources that will achieve the stated goal, in the most efficient manner possible.
- Obviously it would be an advantage if a leader had good management skills.
- Equally it would be an advantage if a manager had good leadership skills.
Leadership Training - The Effective Leader Manager
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2. What is the difference between being funny vs. silly
Being funny can be good: it is a virtue.
Being funny means "laughing at the right thing, at the right time, in the right place and in the right way."
Being silly is not a virtue.
It means acting the fool, the clown, the idiot: laughing at the wrong person at the wrong time and in the wrong place.
Many people mistake being witty with being idiotic.
Don't make the same mistake!
3. What is the difference between Criticisms vs. insult
Some people cannot take criticism because they mistake all criticism as "a put down" or "an insult" i.e. something to be avoided.
All Champions (like us) distinguish between feedback (which they welcome) and insults (which they may ignore).
"Critical feedback" is constructive, specific, factual information that does suggest a corrective action. E.g., your shoes are dirty.
Insults are vague emotionalised opinionated and do not suggest a specific corrective action e.g. You're an idiot
So always distinguish insults from feedback
What is the difference between Fact and opinion?
A fact is that which is given to you by direct sense perception: e.g. the redness of a tomato.
An opinion is what you think and feel about the fact given to you by direct sense perception: e.g. the beauty of the redness of a tomato.
Distinguish between facts and opinions
Most people don't.
They think that all their opinions are facts.
Exercise
Which of these pairs is the "fact" and which is the "opinion"?
- 20 minutes late / unprofessional
- Attractive/ blue
- 10 meters tall / high
- heavy / 5 kg
As a matter of management principle: speak and write more frequently in factual language.
4. What is the difference between Reason vs. excuse for not doing something
Is there a difference between a "reason" and an "excuse" for not doing something?
You bet there is a difference!
- A reason is true, logical, undeniable and unavoidable.
- An excuse is none of these. (i.e. an excuse is untrue, illogical, dishonest or avoidable).
Imagine you give a person some off target feedback, and ask him to make a change in behaviour. Imagine that he does not make the change. You will want to ask, "why not?"
Here is the point: When you ask the question and that person answers, listen very closely.
You will have to classify their answer into one of two categories: either:
- The reason they cannot change, or
- The excuse they use to avoid changing
When you listen to others, do you consciously distinguish between reasons and excuses?
It is important that you do, because, as a leader you will need to have a different policy for each.
5. Is there a difference between being Busy vs. being productive?
Distinguish between "BUSY" and "PRODUCTIVE".
BUSY = A measure of .....................................................................
PRODUCTIVE = A measure of .....................................................................
You must manage "busy fool" work.
So this question comes in three parts:
- Who in particular are the people who continually interrupt you and put you in the busy zone or the fruitless zone? What are you going to do to limit their impact?
- What personal habits put you in the busy or fruitless zone? How can you stop them?
- What is there in the system or office layout that wastes time? How could you change it for the better?
6. Is there a difference between motivations by fear vs. motivation by desire?
The two main motivators of human action are:
i. Desire: based upon a promise to achieve a better future
ii. Fear: based upon a threat of a painful future
Both work in the short term
Threats don't continue to work as an effective motivator.
To what degree are you able to consciously affect the emotions of others towards the positive: i.e. to inspire and motivate others to take action towards the goal? Or is your motivational method based on threats?
Ensure you motivate more frequently by means of positive incentives and praise, as opposed to fear and threats.
For more information about leadership training courses visit the Corporate Coach Group website
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About the Author: Chris Farmer
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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