A leader is someone who leads or commands a group of people. Most people believe that some are born leaders while in fact most leaders are MADE. Being a leader is not only about directing someone or something, but about giving guidance.
What are LEADERSHIP fundamentals? The question that's most often asked is, "What's the best leadership style?" The answer: there isn't one. There are lots of different ways to be a leader. How do you know which leadership style is best for you? We'll help you figure that out.
What makes a great leader? The simple answer is: A leader is a collection of traits that work well together. So what are those traits? We're going to go through the list, and breakdown each of the traits and characteristics a good leader has.
How do leaders get their followers? To get the answer, you have to understand the relationship between Leadership and Power. Power is defined as "the ability to do something in a particular way." The word "POWER" suggest a very dictatorial, do it "my way or the highway" style of leadership. In most situations, this autocratic style doesn't work. So which leadership style DOES work?
Who is your most follow-able leader? Why? Watch this course to understand what makes a leader follow-able.
One of the most often asked questions from managers is, "How do I motivate employees?" Research shows that there are six hallmarks of a motivating experience ... and a video game fits them all perfectly! This program explains what an ideal motivating work experience is, and shows you how you can create a "video game environment" at work.
If you're going to be a leader, you need followers. How do you get those followers? As a leader, you have to set up an environment that creates people who WANT to follow you. How do you do that? By making some simple, conscientious efforts.
So what makes a great motivational leader? You have to be able to recognize the motivational truths in your employees. You may learn that not everybody is completely unmotivated.
Can you do everything your organization needs to get done all by yourself? Can you handle all of those responsibilities? A good leader answers that question with a "No." To keep focused on your company's goals, you need to delegate your tasks.
As a leader, how do you empower your employees, your "followers?" It starts with a vision. Your vision for the organization is to have an empowered company, where employees are able to make a difference.
Teams productively working together can be far more effective than individuals working separately. It's particularly important for an organization to build a cohesive leadership team. This program defines the three types of teams, explains the behaviors that drive team productivity, and provides a checklist for building effective leadership teams.
How do you get employees to be excited to be part of your team? It's all about developing followership. Followership refers to a role held by certain individuals in an organization, team, or group. It's the capacity or willingness of an individual to actively follow a leader and it's a process.
You know what it takes to be a good leader. You know what it takes to develop a follower. So now the question is, how do you develop yourself as a leader?
By now you know what makes a great leader, you know what characteristics a leader should have, you know the difference between leadership and power, you know how to create followers, and you know how to develop yourself as a leader. So how do you put all of these things together to be the best possible leader for your organization?
Welcome to our series on creating a framework for execution and this program which talks about how organizations today fail to execute. Let's start off with a question. What are the three reasons projects fail? Execution, execution, execution.
Welcome to our series on creating a framework for execution and this program, the reasons for poor execution. Now in our first program, we talked about the widespread failure to execute and so it begs the question: if over eight out of ten projects are considered to be failures by the people involved in them, what is going on?
Welcome to our series on creating a framework for execution and this program, the Current Situation. Now in previous programs, we talked about the failure of execution in organizations and the reasons for that poor execution. What we really need to understand now is the situation in place, so we understand what needs to be done to create a framework for execution.
Welcome to this final program in our series on creating a framework for execution. In earlier programs, we talked about the general failure of organizations to execute, and the reasons for that, and then the current situation in terms of communication and skills transfer within the organization. In this program, we're going to talk about something called a Framework for Execution. This is connecting of subject matter experts with constituencies to convey all the information that needs to be conveyed throughout the organization.
OK, so you need to attend a professional meeting in order to network with other professionals, lobby for a bill, convince city officials, promote your business, or generally influence people and make a good impression. This program teaches you a step-by-step process to "work the room" ... taking you from preparing for the meeting to following up afterwards ... all designed to help you achieve your goal for the meeting.
Welcome to our program on How to Work a Room. This program is for business professionals who are attending a networking event, a corporate or government function, seminar, lobbying meeting, community gathering, etc.
How do you transfer knowledge from your seasoned, top-level employees to your newly hired, or new-to-a-position team members? What's the most effective and efficient method? Aside from standard training, mentoring programs are a great way to creating relationships among employees to help them gain knowledge and grow professionally. There are many different types of mentoring which we'll discuss in this course. We'll also talk about who mentees and mentors are, and the benefits to implementing a mentoring program within your organization.
Now that we know the benefits of mentoring, we need to discuss how to create a mentoring program within your organization. In this course, we'll go over determining your goals, identifying sponsors, and establishing guidelines. This course also covers ways to ensure that your program is a good fit for your company culture. We'll discuss how to match mentors and mentees, how to monitor the progress, and set a fixed timeline.
Matching mentors and mentees is a key component to creating a successful mentoring program. A successful match depends on three things: experience, expectations, and compatibility. In this course, we'll talk each of these factors, why they're important, and how to use them to find a good fit among participants. We'll also go over creating a mentoring profile form for participants to fill out. Lastly, we'll discuss some additional things to consider once you've paired up mentors and mentees.
You've probably heard the saying, "If it's not in writing, it never happened." Well, the same applies for your mentoring program. A written mentoring agreement ensures that your mentors and mentees are on the same page throughout the entire process. In this course, we'll discuss the eight parts of a mentoring agreement. This includes goals, time frame, frequency, when and where, checkpoints, wrap-up, confidentiality, and signatures.
Let's say you've been paired up with a mentor or mentee, and now it's time to meet for the first time. How are the mentoring meetings supposed to flow? That's what we'll cover in this program. We'll talk about what the meeting should cover from start to finish. Then we'll discuss what to do and what not to do when it comes to mentoring meetings which includes everything from preparation to scheduling time and more.
This program is about how to make the most of a mentoring relationship. There are some essential components needed to make this type of relationship work. In this course, we'll discuss trust, personal compatibility, setting clear expectations, preparedness, and giving and taking feedback. We'll also go over the do's and don'ts of mentoring relationships for both the mentor and mentee.
Your company's Mission, Vision, and Values help determine the future of your company. If you don't have these statements, or if you have them and are not using them to guide your organization's work, you take the chance of your company having no direction. Mission, Vision, and Values are the simplest and most effective governance tools you can find. In this course, we'll discuss how to develop these three important statements. We'll talk about what the difference is between the three, how to write them, the reasons why you need to have them, and give examples from larger companies who have successful Missions, Visions, and Values.
Your vision statement is a short, one-sentence statement, but it needs to encompass many things. It should define your output. It should be specific to your business. It should be interesting and draw on emotion. And, it should be short enough to memorize. How is this even possible? That's that this course is for. We'll go over how to research and write an effective vision statement.
A values statement is what you believe in. It's a set of five to seven words that articulate what your team and people in the organization believe in and hold true. Unfortunately, most companies never get around to creating values statements. They have mission and vision statements, but no values statement. The only way you can create an amazing future for your company is if you work in a way that reflects universally shared values. This ensures you do not squander your time and resources rationalizing your actions, and it helps ensure you're not potentially squandering your company's good will. In this course, we'll discuss what a values statement needs to be, how to write it, and how your mission, vision, and values should all tie together.
In this class, you will learn the six warning signs that a new manager or supervisor may need guidance on.
Are you working against your team? This session will help you identify behaviors that contribute and take away from the effectiveness of your team.
In the last 25 years, ej4 consultants have been involved with hundreds of companies, conducted thousands of seminars and consulting engagements, and tabulated tens of thousands of leader and employee surveys. What has emerged is that there are common patterns to organizations that are having problems. This program details a checklist that you can use to evaluate your company for symptoms of dysfunction, and shows how to address issues that you find.
OK, so you now know the ten symptoms of an unhealthy organization. Some of the symptoms might be uncomfortably similar to what you see in your organization. Now what? This program details a process for rating your organization and using the results to create an action plan for organizational improvement. It is the perfect pre-work to an executive leadership team meeting talking about your organizational culture and performance.
What is THE answer for business success today? It turns out there isn't one correct answer; instead it's lots of different things.
Succession planning is a process for identifying and developing new leaders who can replace the leaders who leave, retire, or die. It's part of good human resources management. Most leaders will tell you how important succession planning is, but those same leaders often admit that they haven't done enough in their own organizations to feel prepared when someone leaves. This course looks at this critical component of planning ahead.
Identifying high-potential employees (HiPos) is an overlooked part of the succession planning process. Ensuring that you have people prepared to step into leadership positions means a more stable future for your organization. While most executives know they aren't doing enough for succession planning, getting serious about HiPos is a great place to start.
Your succession plan and HiPo policy will go hand-in-hand. Even though these will be unique to your organization, there are some things you should either include or keep in mind when creating that policy.
When identifying high potential employees, you're ultimately trying to determine the likelihood that individual will become a leader within your organization. This is a combination of potential, ability, and aspiration. So what does a HiPo look like in your organization? This course helps you explore just that.
Although there can be overlap, there is a difference between high-potential employees and high performing employees. This course will help you more easily discern between the two.
HiPos are some of the most sought-after employees in the job market. Their individual value is often understood even outside of their own organizations. That means you have to work to keep your HiPos, as well as find ways to keep them committed to your company. This course will explore useful strategies to this end.
How do you make things happen as a leader? How do you TRANSFORM the organization? Customer needs are expanding, markets are changing, new products and technology are coming out. You have to adapt to these changes. If you don't adapt, your competitor will.
How do you deal with someone in your organization who is resisting change? Change is something that might make someone on your team nervous, concerned, or even fearful. As a leader, what is your responsibility?
Have you noticed your team becoming unfocused during change? It's easy to lose sight of what's really important or what you should be focusing on. As a leader, you need to be focused on understanding your role and how to help your team deal with change.
Welcome to our four part series on How to Know What We Know, and this program, Understanding Better Practices. Unknown knowns ... It's the idea that throughout your organization, you have great ideas, great processes, great practices that could be used to improve the overall business, BUT NOBODY KNOWS IT.
Welcome to our four part series on How to Know What We Know, and this program, The Knowledge Transfer Process. Here's a question. Can an organization improve without learning something new? The answer is No. To continuously improve, you have to learn new things.
Welcome to our four part series on How to Know What We Know, and this program, Getting Started in sharing better practices.
Welcome to our four part series on How to Know What We Know, and our final program, Leading Knowledge Transfer. The question at the heart of this program is, How do you make sure that knowledge transfer actually works in your organization? The answer, it depends on the situation.
Learn at work, at home or on the go. All of our courses our online and play well with desktops and mobile devices.
Upon completion of this Learning Path, you will be awarded a Certificate of Completion showing that you have gained the skills presented.
Have a question? We're here to help. We have detailed FAQs and resources as well as a support team ready to assist you.
We offer over 90 professionally hand-crafted learning paths to get you started, but we realized that not everyone wants to learn the same things. That's why we give you the flexibility to create your own, custom learning paths just for you and your team.