This training program focuses on improving communication and relationships at work. Leaders who try to go it alone seldom accomplish much – and it’s only until they’ve built productive interactions between the people they lead do they enable the full potential of the group, team, organization to be realized. Positive working relationships primarily come through skillful and sincere communication. They attract people, harness their energy, engage and unify their talents to deliver quality work products, while moving the organization’s goals, objectives, and mission imperatives forward. Successful leaders develop a sustainable work environment for their staff, which facilitates superior effort and performance. The best leaders not only get the work done, but make their teams stronger at the end of the day.
Ask a question by email. The curriculum includes:
26. Building Relationships
Employees want to know leadership cares about them, as much as they want to know about what’s going on in the organization, and what’s expected of them. The bottom line is that leaders can’t isolate themselves and expect to be effective – they need to get to know their people as well as they know their work. Engaged bosses engage their employees by embracing them as individuals, and learning about their unique interests, opinions, and experiences. They use the water cooler as effectively as formal meetings. The cumulative effect of a leader’s interpersonal skills, and the quality of their daily interactions, determine if they are to be trusted, respected, and followed.
27. Establishing Communication
A thriving workplace comes to life where people are informed and feel they are being heard. That means leaders must communicate in 360 degrees, include everyone, and value listening as much as they value speaking. The extent of their communication can be evaluated by: 1) what’s communicated; 2) who get the communication; 3) how often communication happens; 4) how information is presented; 5) why it’s important; and 6) how messages are received, interpreted, circulated, and discussed. These understandings help others believe in the leader and in his/her ability to guide them in the right direction.
28. Making Work Attractive
Authentic, consistent, and approachable leaders are better prepared to establish rapport with their workers and leverage those relationships into meeting the increasing demands of their organizations. It’s really a process of putting people first and creating an atmosphere of trust between employees, departments, and offices. Managing the steps in getting the workforce to ‘buy-in,’ and validating their position as a leader by the people-principles and behaviors they exhibit, go hand-in-hand. Attractive work is motivating, exciting, and satisfying. These are the feelings that best advance the initiatives of the organization.
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