Attending the training "management workshop" from the educational platform "global education"

management workshop

at the training, participants in unique business games and management cases will practice their personal skills - to lead, and learn how to bring their management skills - to the level of art.

the cases work out:

• decision-making skills “here and now”, the ability to make accurate decisions “under pressure”, reaching agreements in conditions with many unknowns, “bypassing” and canceling employee resistance when setting tasks, exercising competent intermediate control to timely achieve the set goals, motivational and career “conversations” with staff, corrective feedback on misconduct or rejection.

management fights

• this is an intellectual single combat of two participants, where each seeks to show his mastery in solving a given conflict management situation, acting in different roles.
• for every leader taking part in the training, this technology is a powerful tool for improving his personal technology for making managerial decisions.
• this is an opportunity for direct exchange of practical management experience with leaders from other business areas;
  this technology opens up the opportunity to try yourself in various social and managerial roles, to try to build from each role, both strong and weak, both, at first glance, winning and losing, the scenario that will allow you to find a shortcut to the intended result.

program:

what does it mean to manage people

• why is there resistance when managing people.
• the root causes of managerial mistakes in communication with personnel.
• how to work in a company with responsibility and exactingness.
• how and in what atmosphere employees receive goals and objectives for implementation.
• motivation. is there an interest of the staff to work and how to create it.
• delegate, not steer yourself and not throw everything off yourself.
• feedback is a key aspect of the company for employees.
• building a performing discipline.

problems / consequences of inaccurate personnel management and what to do about them

• passing responsibility, like a pennant, from the staff to the manager and back.
• what does the lack of exactingness of the leader lead to?
• what leads to ignoring non-compliance with orders.
• what happens to staff in the absence of regular feedback.
• what a manager needs to know and what to own for each operational day when managing personnel.
• leadership practice for different situations (working out the situations of the participants).

the main thing in setting goals

• algorithm for setting tasks. levels of setting goals. personnel maturity levels.
• communication when setting a task. how to set tasks and delegate with maximum accuracy. formulation of the key communication message to the subordinate.
• statement of the problem by the problem, by the result, by technology.
  "resistance" when setting a problem. types of employee resistance. working methods.
• methods of "activating" an employee for execution. motivation techniques for solving a problem. ways to “enable” responsibility for the result.

control, not supervision. techniques and technologies

• typical difficulties in applying control. control levels.
• 7 control errors. management templates, what and why not to do.
• 10 types of control: goals, differences, points of application, technologies.
• "points of control": at what moments and in which areas it is most expedient to control the work of employees, how to optimize management costs and not miss the result.
• control planning. control cards. algorithm of drawing up, stages of implementation.

coordination, feedback.

• five coordination mechanisms. coordination methods.
• feedback in the management of subordinates: typical mistakes in application, basic rules, ways of providing.
• how to develop the qualifications of subordinates in the coordination process: various formats of feedback, their conscious choice depending on the real situation and application to improve the professionalism of employees.
• side effects from the development of employee qualifications: causes of occurrence, consequences and methods of prevention and neutralization.
• coordination techniques depending on the maturity level of the employee.

motivation and stimulation of employees

• how to understand what drives subordinates. technology for diagnosing needs and motives.
• staff motivation and career development. what, how and in what period of time motivates the employee.
• signs of employee demotivation: how do they manifest themselves and what to do with them?
• motivation and loyalty. 7 levels of loyalty. formation of personnel involvement.

employee management in difficult situations

• conflict management. analysis of error, misconduct and incident
• how to identify and stop the dynamics running against you. what are you "made" on, what are you "taken" on, what are you "led" to.
• self-sabotage and resistance from staff. types of resistances and methods of work.
• manipulation by subordinates. 21 manipulations. countermanipulation
• "bringing back to life" of an unmotivated employee. the taming of the "irreplaceable". working with "stars". negotiations with a disgruntled, warring, subordinate who was expecting a promotion.