Description
Maximize your own and your team's returns.
As an entrepreneur/manager, you are to a large extent the reason that technical employees work for you and continue to work for you. A complex of factors that determine the success of the company revolves around this. One of these factors: "How do I give technical employees the feeling that they are the most important capital of the company?" without them standing at your desk every day with "I want to earn more". This will form the guideline within this much-requested training. The training provides excellent insights into the daily management of technicians from various sectors. Practical skills in the field of coaching and communication play a major role. The patented MoRe-Coaching® methodology that we work with in this training was developed by Kenneth Smit Training.
Desired result
As a manager you want:
- Make maximum contributions to company objectives and bring out the best in employees!
- More insight into the management process and your contribution to it!
- More insight into yourself: into your style and your strengths and weaknesses in the areas of collaboration, leadership and communication!
- A concrete method with which you can secure the results achieved in the training in the organization!
Learning objectives and topics
The following topics will be covered during days 1 and 2 of the training:
- Group communication: How should a manager behave in a group of technicians? Communication to multiple people at the same time. Interaction in a group. How can more return be obtained from a group by means of the assembly effect bonus?
- Management versus leadership: Explanation of frequently used terms, so that it is recognized when the various matters apply. Used incorrectly. Differences between technical and managerial leadership and the influence of these within one's own functioning. Recognizing the processes that influence the management of small and large groups of people. The effect of exclusively technical leadership on technical employees and the risk of minimal commitment.
- Communication Management/employee: Controlling factors such as building trust, maintaining conversational balance, bringing continuity to the relationship. Carrying out needs and problem analyses for personal/technical development using effective question and interview techniques, achieving “depth and connection” in a conversation. Using a helicopter view. Responding appropriately to objections, reproaches and assertions. Preventing “dominance” in the conversation. Gaining acceptance. Formulating and presenting matters in such a way that the other person accepts them.
- Leadership styles: Recognizing and applying the various leadership styles that a manager can use in his/her daily dealings with his/her employees. Preparing and executing practical cases, in which both the “Management By Exception” and “Management By Objectives” styles can be used. When to choose “MBE” and when to choose “MBO”. Evaluation and in-depth analyses of the chosen leadership style in the practical cases.
- Personal management style: Analysis of personal leadership style and translating this into practical applications within the “Management By Exception” and “Management By Objectives” styles.
The following topics will be covered during days 3 and 4 of the training:
- Sharpening and deepening: Sharpening and deepening the skills acquired in the first session through role-playing, workshops and cases. During this session, the informal conversations between manager and employee are sharpened and deepened. In addition, the test will be used to provide feedback on the individual management style and changes therein.
- Motivational processes: Introduction to the theory of motivation and the power of motivation processes. The practical combination of inspired leadership and motivation processes. Backgrounds within the natural human actions of technical employees. Using the “objective theory” and its practical translation into cases, recognizable within everyone's personal environment. Deepening of behavior and processes that are particularly recognizable in groups of employees. The origin and consequences of the “self-fulfilling prophecy”.
- Typologies according to Jung: Learning to recognize different types of people within the organization and your own department. Gaining insight into other basic attitudes and explaining the behavior of others.
- Steering discussions: Almost every day a manager directs his or her employees. How to do this without demotivating the employee. Holding good corrective interviews in an MBO manner. Differences between performance interviews and corrective interviews.
- Coaching Leadership through MoRe Coaching: Providing insight into the management process, which has no general standard solution. Improving insight into the way in which managers lead people in order to ultimately achieve a higher return from the employee. Depending on the situation, use leadership skills that are tailored to the individual needs of the employee. Making learned skills understandable, translated into the situation in which the manager finds himself. Recognizing competency levels in the employee. Learning to deal with changing environmental factors. Classifying the degree of coaching by means of MoRe Coaching. Integrated approach to MBE and MBO within MoRe Coaching.
Personal support
After completing the training, the trainer is available for online personal support. For example, to briefly discuss practical situations with each other. So nice!
Length of time
This training consists of 4 training days. These are divided into 2 two-day sessions with an interval of approximately 6-8 weeks. If successful, there is a possibility to participate in the follow-up of 2×2 days.
Participants
Minimum 4, maximum 8 participants.
Certificate
Upon successful completion of the training, the participant will receive proof of participation in the form of a certificate.