Leadership, Management and Personal Effectiveness - Level 2 Course - 2 Days

We want to re-establish the fundamental principles of the first course so we can set the context for the second course.

We will quickly review the major elements of the first course, in order to bring it back to mind, and to serve as a strong foundation upon which to build the new items presented on this course.

This will be an interactive session and will get us ready for the new material that follows.

Clarity in thought, reasoning and verbal expression.

How to present your point in a way that makes your message more compelling.

1. Conclusion first; then give reasons. (The Deductive Method of presentation)
2. Reasons first; then give conclusion. (The Inductive Method of presentation)

1. To attempt to express their “strong feelings” instead of giving “good reasons”.
2. To give opinions without supporting them with proper reasoning.
3. Failure to explicitly state their conclusion, (assuming it to be “obvious”).
4. To lose the “conclusion statement” amongst the supporting reasons.
5. To never arrive at a conclusion: to be always “on the fence”.

1. Order your thinking and improve your explanation and presentation of ideas.
2. How to make it more likely other people will accept your ideas as true.
3. Discover exactly WHAT other people think, and WHY they think it.

In our first course, we studied the “wrong box, right box” method.
The “wrong box, right box” method, presupposes that it is YOU who is taking the initiative in the conflict situation. (I.e. You approach the person and say, “wrong box, right box”.)
Six step method assumes the opposite case: Six step method assumes that the other person is the one taking the initiative and that you are responding to them.
We analyse conflict, into its six steps and we take them one at a time.

The first thing to do when in conversation with a complainant, is to listen.

Listen without too much interruption to what the other person has to say.

Empathise, summarise and reflect back to them, the essence of their message.

Question down and find out from their perspective, what has gone “wrong”.

Your task is to question the other person in order to separate the facts from the feelings.

What is the solution? Once you have all the facts clear in your mind, then you tell him/her the next step in the process and agree the steps.

Do they understand and agree? If no, then return to step one. If yes, then go to step 6.

Once you have the agreement and/or an understanding, then close the conversation.

We will run role play examples to see how this works in practice.

The quality of life is dependent upon the quality of decision making. Those who make wrong decisions, usually have a bad time and often fail. Those who make good decisions, tend to succeed at whatever they set their minds to.

Lifetime earnings are associated to the value of the decisions that organisations entrust people to make. Organisations pay most to those people who are responsible for making high value decisions.

There are multiple types of decision:

1. Prioritisation by value. (Which we did on the first course).
2. Yes No, Binary decision. (Should we or should we NOT?)
3. Which one / what kind?
4. Problem cause solution.
5. Problem implication countermeasure.
6. Prioritisation by logical sequence.

The most fundamental of all decisions is the binary choice of yes or no?

• Should we do it or not?
• Say it? or not?
• Buy one? or not?

Many people are frightened of binary decisions, because the fear making a mistake for which they may be criticised. So they try to compromise on everything. But there are some things upon which you should not and cannot compromise. Someone must decide to “Push the button to launch the rocket”: Yes or No.

• Many decisions fall into the category of which one, or what kind?
• Which car, what kind of car?
• Which destination, What kind of destination?
• Which candidate, what kind of candidate?

These decisions are more complex than yes or no decisions. We will show you how to solve these decision matrices.

All problems have got multiple causes. All causes suggest a solution to the problem.

To solve a problem, one must understand its “set of causal conditions”. For example, a fire has three causal conditions, Fuel, oxygen, and a heat source. Whenever these three conditions are present at the same time and place there is a fire.

The solution to a problem is to be found in interrupting one or more of its causal conditions.

All problems have the potential to trigger additional painful implications.

ie One problems implies many others. For example, a simple hole in the Titanics skin, below the waterline, precipitated a series of desasterous effects. It is important to look forward and see the potential dangers associated to the existance of a current problem and to take countermeasure actions to prevent a situation spiralling out of control.

On the first course we learned how people’s beliefs affect their feelings, which affect their actions, which affect their results. We called this concept, “the self-fulfilling prophecy”.

How much a person does or does NOT believe in their own ability.

In this section of the course we will look at how to reduce unnecessary self-doubt and build up rational self-confidence.

We will achieve this by investigating how people use:

• “Self-Talk”
• “Mental imagery”

We show you how to use your self-talk and mental imagery as a source of great strength.

We finish this course with, how to inspire others. We know that people do not always respond to objective reality. They respond to what they think it MEANS.

Peoples responses to the same situation varies wildly, because people respond, NOT to the facts, but to what they think they will MEAN to them.

There are many occasions when you cannot change the facts, but you want to change how people feel about them.

We must change the way people are evaluating the event. If you help them to change the evaluative meaning, then you will change how they feel, and therefore how they will respond.

We will learn how to use questions to prompt people to re-evaluate the situation, and to attach a more empowering meaning to the event.

We will learn that asking questions can often be more effective than making direct affirmations.

If we TELL them, they tend to fight us. But if we ask the right questions, then their own answers will change their minds.

We are sure that you will enjoy learning this technique and will want to use it to encourage others to a more optimistic mode of thinking.

How will you apply this course material to help yourself and others?

Action Plan