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Leadership Continuum    

Managing Self

Passage 1—Managing Others

Skills • Professional or technical • Doing assigned work to meet objectives • Ability to collaborate and be empowered Values • Acceptance of company culture; adopting professional standards, and engagement Time Application • Planning so can complete work on time; punctuality, content, quality, reliability Blanchard Offering • Situational Self Leadership: Goal Setting, Getting What You Need to Succeed; Selling Your Solutions; Negotiating for Autonomy • Legendary Service: Exceptional Service with increased engagement • DISCovery Self and Others: understanding style preferences • Team Skills • Trust Builder

Skills • Planning work; filling jobs; assigning work; motivating, coaching, measuring work of others. Getting work done through others Values • Learn to value managerial work, rather than just tolerate it; believe that making time for others, planning, coaching, are necessary tasks • Value making others productive Time Application • Less time on individual work, more on managing other’s work Blanchard Offering • Situational Frontline Leadership (STL): Diagnose Needs Providing Work Direction; SMART Goals; Feedback; Active Listening; Building Self Esteem; Creating a Motivating Work Environment; Resolving Performance Problems; Delegating; Praising • Goal Setting: Focus energy, sustain motivation, and increase the likelihood of success using SMART Goal Setting • Listening: Mastering skills of nonverbal listening, inquiring, paraphrasing, synthesizing and summarizing feelings. • Giving Feedback: Conversational skills on 4 key types of feedback • Whale Done: Building trust, accentuating the positive and use focused redirection to achieve best results

     

 

Passage 2— Managing Managers Skills • Selecting people to turn Passage 1; assigning managerial and leadership work; measuring Passage 1 people’s progress as managers; coaching and motivating them • Think beyond function and concerned with strategic issues • Identify value-based resistance to managerial work Values • Value managerial work; value those who can lead rather than those who can only do Time Application • Coaching to instruct first-line managers on how to lead; complete performance-feedback cycle with reports Blanchard Offerings ® •Situational Leadership II: Diagnose development levels; apply flexible leadership styles; partner for performance •Situational Leadership II DISC/MBTI Bridge: Integrating Personality Styles to provide easier matched interaction • Building Trust: Awareness of elements of trust, trust eroders, and what to do to build and sustain trust. Learn 4 key elements (ABCD) of building trust. • Coaching Essentials for Leaders: Help managers and leaders integrate coaching skills into their leadership style and draw out ideas and solutions in line with key objectives. • Optimal Motivation: teach people the skill to upgrade and integrate own motivation outlook and sustain • Challenging Conversations: Willingness and ability to initiate challenging conversations that surface conflict and transform difficult emotions into productive energy • One-to-one coaching to support learning  

        The Leadership Pipeline (San Francisco, CA: Jossey-Bass, 2000).

  © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate

 

Passage 3— Functional Manager Skills • Taking other functional concerns and needs into consideration; work in teams with other functional managers; competition for resources; skill of skip-level communication and delegation • Proficient strategist; communicating in a matrix Values • Act like a function leader in a matrix environment adopt a broad, strategic perspective Time Application • Participating in business team meetings; working with other functional managers; delegating responsibility for functional tasks to direct reports Blanchard Offerings • Situational Team Leadership: Stages of team development; benchmark team performance against high performing team standards; use appropriate strategies for team development • Team Skills: Team Chartering and skills tailored to specific group needs • Leading and Teaming Virtually: Understand how to modify behaviors as time, distance, and technology separate the team and the leader • Leading in a Matrix: Leading Self and Others in a complex environment, with conflicting goals and ambiguous decision making needing specific communication skills. • Organization Coaching: Create an internal coaching climate

 

Leadership Continuum    

 

Passage 4— Business Manager Skills • Integrating functions, rather than just understanding and working with other functions; responsibility for unfamiliar functions and outcomes; required to work with a wide variety of people and must be sensitive to functional diversity issues • Moving to a profit perspective and a long-term view; balance future goals, present needs and making trade-offs and change Values • Value and effectively use staff functions • Trust, learn to accept advice and receive feedback from all functional managers Time Application • Reserve time for reflection and analysis Blanchard Offerings • Leading Change: Learn characteristics of change-adaptive organizations; strategies for leading through change and diagnose and respond to predictable stages of concern; • Leadership Point of View: Explore and create legacy to leave as a leader; prepare leadership point of view to share with others; learn discipline of a servant leader • Executive Coaching: One-to-one relationship with a hand-selected ICF certified coach

 

         

Passage 5— Group Manager Skills • Evaluating strategy for capital allocation and deployment purposes; development of business managers; coaching new business managers; managing a portfolio of businesses; assessing if right core capabilities are in place to win Values • Move from valuing the success of his or her own business to valuing the success of other people’s business Time Application • Spend time beyond running multiple businesses: community, industry, government, ceremonial responsibilities and activities Blanchard Offerings • Custom Executive Development • High Performing Organizations: Refine six elements and best practices to become the employer of choice, the investment of choice and the provider of choice. • Executive Coaching: One-to-one relationship with a hand-selected ICF certified coach

 

       

Passage 6— Enterprise Manager Skills • Long-term visionary thinker; develop operating mechanisms to know and drive quarter-by-quarter performance • Ability to manage external constituencies, sense significant external shifts, and do something with them proactively • Inspire all employees through variety of communication tools Values • Learn to value trade-offs between driving quarter-by-quarter performance that is in tune with longer-term strategy • Value an outward-looking perspective Time Application • Shift subtly from strategic to visionary thinking and from an operation to a global perspective Blanchard Offering • Creating Your Organization’s Future: Create a shared vision for team, department, or organization and help identify the strategies and actions needed to make their vision a reality. • Executive Coaching: One-to-one relationship with a hand-selected ICF certified coach  

    The Leadership Pipeline (San Francisco, CA: Jossey-Bass, 2000).

  © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate

 

             

 

Relevant Offerings from The Ken Blanchard Companies Mapped to The Leadership Pipeline  

Prepared for:

Prepared by:    

Note: Many of the programs described in this document are applicable to people at multiple leadership passages.    

  References made to The Leadership Pipeline by Ram Charan, Stephen Drotter, and James Noel. The Leadership Pipeline (San Francisco, CA: Jossey-Bass, 2001).    

 

 

Table of Contents Managing Self (Individual Contributor) ........................................................................................................................................................ 1 Situational Self Leadership .................................................................................................................................................................... 1 DISCovering Self and Others ................................................................................................................................................................. 1 Trust Builder (Myself As) ........................................................................................................................................................................ 1 Team Skills ............................................................................................................................................................................................. 2 Legendary Service ................................................................................................................................................................................. 2 Passage 1—From Managing Self to Managing Others (First–Line Manager) ............................................................................................ 2 Situational Frontline Leadership ............................................................................................................................................................. 2 Goal Setting............................................................................................................................................................................................ 3 Listening ................................................................................................................................................................................................. 3 Giving Feedback .................................................................................................................................................................................... 4 Whale Done............................................................................................................................................................................................ 4 Passage 2—From Managing Others to Managing Managers (Manager of Managers) .............................................................................. 4 ®

®

Situational Leadership II (SLII )............................................................................................................................................................ 4 ®

®

®

Situational Leadership II Bridge with Personality Styles: DISC and MBTI ........................................................................................ 5 Building Trust ......................................................................................................................................................................................... 5 Coaching Essentials for Leaders ........................................................................................................................................................... 6 Coaching to Support Learning ............................................................................................................................................................... 6 Challenging Conversations .................................................................................................................................................................... 7 Optimal Motivation.................................................................................................................................................................................. 7 Passage 3—From Managing Managers to Functional Manager (Functional Manager) ............................................................................. 7 Situational Team Leadership.................................................................................................................................................................. 7 Team Chartering [Intact Teams]............................................................................................................................................................. 8 Leading and Teaming Virtually ............................................................................................................................................................... 8 Leading in a Matrix ................................................................................................................................................................................. 9 Organizational Coaching ........................................................................................................................................................................ 9 Passage 4—From Functional Manager to Business Manager (Business Manager) .................................................................................. 9 Leading People through Change ........................................................................................................................................................... 9 Leadership Point of View...................................................................................................................................................................... 10 One-on-One Executive Coaching with Certified Business Coach........................................................................................................ 10 Passage 5—From Business Manager to Group Manager (Group Manager)............................................................................................ 10 Custom Executive Development .......................................................................................................................................................... 10 High Performing Organizations ............................................................................................................................................................ 11 One-on-One Executive Coaching with Certified Business Coach........................................................................................................ 11 Passage 6—From Group Manager to Enterprise Manager (Enterprise Manager) ................................................................................... 11 Creating Your Organization’s Future .................................................................................................................................................... 11 One-on-One Executive Coaching with Certified Business Coach........................................................................................................ 12 

1  © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate

 

Managing Self (Individual Contributor)  Situational Self Leadership Description: Organizations need self-motivated employees who improve corporate productivity and profitability, effectively manage themselves, and create an emotional engagement with the customers they serve. Situational Self Leadership is designed to assist individuals at all levels in making the transition from disengaged to engaged, from being responsive to responsible, and in taking initiative in idea generation, innovation, and problem solving. Situational Self Leadership uses the latest in accelerated and adult learning concepts, and provides a model with strategies for gaining more satisfaction from work by examining motivation, confidence, knowledge, and skill. Objectives:  Take responsibility for themselves and the organization  Ask for the support and direction they need to excel  Capitalize on Points of Power to enhance leadership, communication, and performance  Learn the difference between setting goals and achieving them  Master the art of managing up Length: 1-2 days See chapter 6 in Leading at a Higher Level

DISCovering Self and Others Description: Using the online DISC Profile and dynamic classroom activities, your employees learn how to adapt their behavior in order to communicate and relate more effectively and interact more skillfully with others. By developing an appreciation of others’ behavioral preferences and acknowledging their unique strengths and areas for development, participants will create more satisfying, meaningful, and productive business and personal relationships. DISCovering Self and Others is designed in modular format that can be tailored to a particular schedule. It is based on the DISC Profile, a powerful and profound tool for people to use in order to understand themselves and the way they relate to the world. Employees learn to identify and understand their own behavior patterns (DISCovering Self); and how to identify, understand, and better respond to others’ behavior patterns (DISCovering Others). Objectives:    

Observe and identify their natural and learned behaviors Identify and understand their primary DISC position and Classic Profile Pattern Observe the behaviors of others that reveal their DISC position and Classic Profile Pattern Develop strategies for taking advantage of their strengths and monitoring their behavior to create more satisfying, productive, and meaningful relationships  Develop an appreciation for others’ behavioral preferences (DISC positions) by acknowledging their unique strengths Length: 1 day

Trust Builder (Myself As) Description: Trust is core to how people work together, listen to one another, and build effective working relationships. In fact, the primary factor affecting employee turnover is whether or not the manager and the employee have developed a trusting relationship. This program creates awareness and sensitivity about which behaviors are known to erode trust and which behaviors build and sustain trust. We teach a model that is easy to learn and follow, and is based on the four elements of trust—demonstrating competence, acting 1  © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate

 

with integrity, caring about others, and maintaining reliability. Objectives:    

Awareness of the elements of trust, trust eroders, and what to do to build and sustain trust A personalized action plan for becoming a more trustworthy leader Communication skills for enhancing trusting relationships with direct reports More trusting employees with higher levels of commitment, creativity, and productivity; improved morale and retention Length: 2-3 hours

Team Skills Description: Understand the importance of creating a team charter, use effective listening and communications skills, analyze and effectively manage team conflict, use creative problem-solving techniques and decision-making skills to solve issues quickly, give and receive feedback on individual behaviors within a team setting, test your skills in an engaging team-building simulation.(see Team Charter in Passage 3) Length: Modular format, 1–2 days depending on modules chosen

Legendary Service Description: The Legendary Service program focuses on consistently delivering exceptional customer service through improved employee engagement. Legendary Service creates awareness of the importance of customer service and skills for participants at all levels, from the top down to those most in touch with customers. Legendary Service is a fast-paced, interactive program where participants develop their personal service vision in alignment with organizational imperatives. They practice service skills, identify their customer groups to provide consistent personalized service, and unleash their personal power as they focus on taking care of self as the foundation for taking care of others. Objectives:  Improved customer satisfaction that drives repeat business  Aligned practices to ensure seamless customer service is delivered consistently  Empowered people who fulfill their potential and know how they can make a difference  Continuous service improvement that increases market share and reduces costs Length: 1day See chapter 3 in Leading at a Higher Level

Passage 1—From Managing Self to Managing  Others (First–Line Manager)  Situational Frontline Leadership Description: Organizations need leaders who can transform plans into action by working with individuals to ensure that their jobs are personally meaningful and motivating. Situational Frontline Leadership equips frontline leaders to effectively handle the situations they face every day. Situational Frontline Leadership uses the same language as Situational Leadership II, but provides specific microskills of effective management, such as SMART goal setting, listening, giving work direction, and ensuring accountability. Managers learn both directive and supportive behaviors, such as establishing timelines, collaborative problem solving, resolving performance problems, and building partnerships for success. 2  © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate

 

Objectives:  Take responsibility in developing their direct reports  Diagnose employees’ development needs and adapt leadership style to meet those needs  Partner by creating a side-by-side relationship where both parties are mutually influential  Partner with their people on a journey to transform beginners into self-reliant achievers Length: 2-3 days See chapters 7 and 8 in Leading at a Higher Level

Goal Setting Description: Goal setting is critical to setting performance expectations, developing others, and ensuring desired outcomes. In providing SMART goals for the people you lead, you are helping them to develop their talent and increasing the chance for a successful outcome. When you develop your skills in goal setting, you will find it easier to develop the competence, motivation, and confidence of those you lead. This program teaches participants how to define a goal, from the “big picture” down to the action steps needed, by learning the differences between a key responsibility area (KRA), a specific outcome statement (Goal ), and an action step or activity needed to achieve the goal (Task). They will also understand and appreciate why these distinctions are critical for clarifying expectations, communicating effectively, alleviating conflict, and especially for directing, generating, and sustaining energy. Participants will then learn how to ensure that their goal statements are SMART by validating the statement using the five fundamentals of goal setting. Objectives:   

Understand the difference between a key responsibility area, a goal statement, and a task statement Feel confident to write goal statements using the fundamentals of SMART goals Value the role SMART goals play in sustaining motivation and increasing energy, vitality, and a sense of well-being  Appreciate the importance of goals as a tool for developing others  Facilitate another person in writing his or her SMARTgoal Length: 4-Hour Classroom; No Training for Trainers Required

Listening Description: In any relationship, effective listening may be the most important skill for building trust and creating a strong connection. Many managers believe that they are good listeners, while their employees feel otherwise. This program develops your managers’ skills as effective listeners. It helps managers learn to listen with the intent of being influenced and helps them master the skills of nonverbal listening—inquiring, paraphrasing, and summarizing feelings. Objectives:  Better interpersonal communication skills  More comfortable and productive work relationships  Greater alignment among team members  More self-reliant problem solving and self-leadership Length: 4-Hour Classroom; No Training for Trainers Required

  3  © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate

 

Giving Feedback Description: Feedback is a critical skill for managers in coaching and developing others. To provide effective feedback, your managers must develop and cultivate specific conversational skills. This program uses a behavioral approach to teach participants how to deliver four types of feedback. The program also includes a situational focus that helps leaders identify exactly the type of feedback that is most appropriate for the situation. The result is a comprehensive approach that teaches your leaders how to deliver feedback in a way that improves performance, promotes trust and confidence, and increases productivity throughout Objectives: 

Enhanced ability to provide direct reports with information that helps them take personal responsibility for observing, reflecting on, and revising their behavior  Good relationships where people are open to hearing feedback  Increased competence, motivation, and confidence among employees  Improved trust and respect between leaders and the people they lead Length: 4-Hour Classroom; No Training for Trainers Required

Whale Done Description: Training smart animals helps us dive deep into the key concepts of building trust, accentuating the positive, catching people doing things right, and redirecting energy. Participants will be led to explore these concepts with their own most vital relationships in mind. The deep dive includes work on motivation and the part it plays in our actions, the ABC Model of Performance Management, and the strategic use of activators and consequences. Objectives:  Create an action plan for developing productive, positive relationships  Learn techniques for reinforcing positive behavior  Identify the five steps for redirecting behavior when a correction is needed Length: ½-1 day

Passage 2—From Managing Others to Managing  Managers (Manager of Managers)  Situational Leadership® II (SLII®) Description: Situational Leadership® II is the most comprehensive and up-to-date, yet practical, method in the world for developing people into self-reliant achievers. It teaches managers to analyze, diagnose, think, and apply leadership concepts effectively in any situation. Understand the negative consequences of overmanagement and under-management and the positive consequences of a match on performance and development. By creating a partnership instead of the typical top down “boss-employee” relationship, managers are able to engage and develop their employees faster and more effectively. Learn how to use a set of tools that reinforce the day-to-day application of Situational Leadership® II. Our blended version allows managers to learn at their own pace through elearning modules and simulations, and then provides a classroom experience with a skilled instructor to work on real work challenges. Objectives:  

Proficiently diagnose development levels of their direct reports Match leadership styles—communications and behavior—to development levels 4 

© 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate

 

 Create a common language and approach to leadership that permeates the organization’s culture  Shift intentions into behaviors, and behaviors into accountability  Develop highly skilled, flexible leaders who can develop and retain people Length: 1-2 days See chapter 5 in Leading at a Higher Level Note: Situational Leadership® II has been deployed effectively to people in earlier passages of leadership (e.g., positions of influence, but not formal people leadership – Team Leaders and others).

 

Situational Leadership® II Bridge with Personality Styles: DISC® and MBTI® The Leadership Bridge: Situational Leadership® II and DISC Description: Situational Leadership II teaches leaders how to use four leadership styles—Coaching, Directing, Supporting, Delegating—to manage more flexibly. Thousands of companies also use the DiSC® model to determine the personal behavior preferences of their managers. This program provides a method for integrating these two popular and powerful concepts. Objectives:  Identify individual strengths and underdeveloped potentials  Understand and appreciate others’ behavioral preferences  Develop a personal plan to expand range of leader behaviors to improve flexibility  Combine personal preference strategies with appropriate levels of direction and support Length: 1-3 days

The Leadership Bridge: Situational Leadership® II and MBTI® Description: This innovative program merges the concepts of Situational Leadership II and the Myers-Briggs Type Indicator® (MBTI). Both theories have been used separately for years, and now we have combined the theories to increase the effectiveness of both. In this program, managers learn how to match their leadership style to the development level and personality preference of their employees, understand their strengths and weaknesses, and learn how to modify leadership style to build employee self-esteem. Objectives:  Respond to situations based on feedback from the MBTI instrument  Increase work effectiveness by viewing personality differences as complementary  Use leadership style and temperament to positively impact performance  Combine Situational Leadership II and MBTI skills  Use organizational type to diagnose strengths and blind spots  Use concepts to set performance goals and keep peak performers from regressing Length: 1-3 days

Building Trust  

Description: Trust is core to how people work together, listen to one another, and build effective working relationships. In fact, the primary factor affecting employee turnover is whether or not the manager and the employee have developed a trusting relationship. This program creates awareness and sensitivity about which behaviors are known to erode trust and which behaviors build and sustain trust. Participants learn the ABCD model that is easy to learn and follow, and is based on the four elements of trust— (Ability) demonstrating competence (Believable) acting with integrity, (Connected) caring about others, and 5  © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate

 

(Dependability) maintaining reliability. Objectives:    

Awareness of the elements of trust, trust eroders, and what to do to build and sustain trust A personalized action plan for becoming a more trustworthy leader Communication skills for enhancing trusting relationships with direct reports More trusting employees with higher levels of commitment, creativity, and productivity; improved morale and retention Length: 4-Hour Classroom; No Training for Trainers Required

Coaching Essentials for Leaders Description: Coaching Essentials for Leaders is an interactive and transformational learning experience designed to help managers and leaders integrate coaching skills into their leadership style. This includes drawing out ideas and solutions, collaborating and focusing on the development of people by using supportive behaviors, while achieving the organization’s goals. Coaching Essentials for Leaders is a learning process that takes place over time. Classes can be on-site or virtual, are interactive, and focus on applying the coaching concepts. Facilitators will role-model coaching behaviors throughout the process, as they know the challenges of leading and managing people. Three follow-up coaching sessions are required, allowing participants to work with a professional coach for a deeper understanding and greater application of the material. Follow-up coaching provides a safe place to discuss the challenges of leadership with a coach and to receive feedback. Objectives:  Use coaching to accelerate team progress toward organizational objectives  Create an environment of trust that supports the development and growth of others  Apply a coaching process that results in clear agreements and initiates action  Use communication skills that develop self-reliance in others Length: 1-2 day workshops available; 2-day workshop involves videotaping of practice coaching conversations and feedback See Chapter 9 in Leading at a Higher level

Coaching to Support Learning Description: Follow-up coaching sessions with a Blanchard certified business coach will help participants move from learning to taking action. Training initiatives that are supported by coaching are four times more effective than those that are not supported by coaching. One-to-one conversations with a coach help deepen participants’ understanding of the content and explore new skills in a confidential environment. Through our proprietary coaching management system, your managers not only receive expert coaching but also have the opportunity between sessions to practice and sharpen new skills using Web-based tools. Each manager is paired with a Blanchard-certified coach typically for a series of three one-hour coaching sessions. Our coaches are subject matter experts and they help your managers work through challenges they are facing in applying these principles on the job. They also hold your managers accountable by ensuring that they review the action plan they create at the completion of each coaching session for progress during the next session. Length: Length 3, 1 hour individual telephone sessions

  6  © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate

 

Challenging Conversations  

Description: The capacity to effectively have challenging conversations is a key competency for skilled managers. Your employees need managers who are willing to initiate challenging conversations that surface conflict and acknowledge and defuse the emotion that accompanies it. This program covers all of the most challenging, intense, and emotionally charged types of conversations, such as delivering a difficult message, giving tough performance feedback, or confronting inappropriate behavior. Objectives: 

Willingness and ability to initiate challenging conversations that surface conflict and transform difficult emotions into productive energy  Greater confidence in delivering difficult messages, giving tough performance feedback, or confronting challenging behavior  Enhanced communication skills that increase competence, motivation, and confidence among direct reports and lead to improved morale  Quicker resolution of performance issues resulting in fewer grievances and disciplinary issues  Reduced tension, friction, and sabotage Length: 4-Hour Classroom; No Training for Trainers Required

Optimal Motivation Description: If you pay for performance, you may motivate for a moment, but if you teach people how to activate optimal motivation, they have the skill to upgrade their motivational outlook at any point in time, and can sustain high quality over the long term on the key elements, Autonomy, Relatedness and Competence. The Optimal Motivation program teaches that motivation is not something that is given or done to someone else. Instead, leaders play a pivotal role in setting up and supporting an environment that satisfies, rather than undermines, what people need for activating optimal motivation. Building on the skills they developed to in participants learn to use Optimal Motivation best practices and language to help others activate Optimal Motivation for themselves. Objectives: 

Willingness and ability to initiate challenging conversations that surface conflict and transform difficult emotions into productive energy  Greater confidence in delivering difficult messages, giving tough performance feedback, or confronting challenging behavior  Enhanced communication skills that increase competence, motivation, and confidence among direct reports and lead to improved morale  Quicker resolution of performance issues resulting in fewer grievances and disciplinary issues  Reduced tension, friction, and sabotage Length: 1 ½ days

Passage 3—From Managing Managers to  Functional Manager (Functional Manager)  Situational Team Leadership Description: Situational Team Leadership provides a structured process for developing the full potential of teams. Several research-based models and strategies provide the building blocks of the five-part Team 7  © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate

 

Performance Process. The Team Performance Process is a systematic method for increasing team effectiveness and innovation. It can be adapted to fit any team, regardless of its purpose, pursuit, type, or size. Participants learn to identify the characteristics of high performing teams, create a team charter, diagnose the stages of team development, and provide continual support throughout the team’s life cycle. The Team Performance Process simplifies the often-complex nature of teams training and provides the knowledge and tools that participants can immediately apply back on the job. This course can also be delivered virtually. Further training modules begins with examination of the Team Performance Assessment (TPA) to diagnose the team’s stage of development and identify team strengths and development needs. Each of the subsequent units focuses on developing one of the key characteristics of high- performing teams (PERFORM). Objectives:  Know and understand the behaviors of effective leaders and members  Create a vision, charter, and values for optimum performance  Respect, honor, and trust the contributions of each team member  Communicate effectively—verbally and nonverbally  Embrace and practice accountability Length: 1-1 ½ days. Further modules in skills such as decision making and problem solving, valuing differences DISC/MBTI, and conflict management, are 2-3 hours in length. See chapter 10 in Leading at a Higher Level

 

Team Chartering [Intact Teams] Description: Team Chartering is a structured process to define clear agreements regarding what the team is to accomplish, why it’s important, and how the team will work together to achieve results. A team charter provides the team with the necessary direction in its early stage of development. As pressures build and difficulties arise, the charter serves as a guide to keep the team focused on its agreements and the end results. While a documented set of clear agreements is the pre-defined outcome of the chartering process, the content of the agreements (e.g., team goals, norms, decision- making process, and communication strategies) is not pre-defined. No certification is required to deliver this program. Objectives:  Clarifies team purpose and roles  Provides structure and direction  Creates ground rules and norms for behavior Length: 1-2 days. Length depends on needs.

Leading and Teaming Virtually Description: Learn the needs of teams and specific challenges in virtual teaming (i.e., trust, attentiveness, and communication), identify tools and practices that support effective virtual teaming, charter the team virtually, and learn how to troubleshoot virtual team issues. As a result of this experience, participants will increase their effectiveness in virtual teams by exploring the issues of working on virtual team, examining the three special challenges faced by virtual teams: Trust, Attentiveness, Communication, and Exploring and using some of the 32 tools included in the Virtual Teams Handbook. Participants develop an action plan to make their virtual team more effective Length: Half-1 day. This course can also be delivered in 3–4 live, virtual sessions of 90- minutes each, over 3–4 weeks with fieldwork assignments between live virtual sessions.

8  © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate

 

Leading in a Matrix Description: In most organizations it is critical to build skills to lead, and enable working in a matrix environment. Participants learn to lead self and others in a complex, ambiguous, and fast-moving matrix and understand the concerns of people in transitioning to a matrix. Objectives:   

Understand the dangers of a silo-focused mentality Develop self-insight about your own motivations and behavior and others’ needs Understand how to work with others when there are conflicting goals, unclear roles, or ambiguous decision-making agreements  Identify how to get things done without formal authority by understanding personal influencing style preferences  Know how different conflict resolution styles play out in building solid working relationships across the matrix Length: 1- 2 days

Organizational Coaching Description: Blanchard can train key individuals in an intensive coaching training program to become be internal coaches to further enable the development of a coaching culture. to improve the quality and focus of conversations of a leader with other colleagues and staff, improving communication skills, opening up opportunities for development, and modeling the leadership behaviours that drive the organization forward. Length: 2-3 days

Passage 4—From Functional Manager to  Business Manager (Business Manager)  Leading People through Change Description: Learn why change agents/efforts typically fail or get derailed. Identify and develop the characteristics/behaviors of change-adaptive organizations and successful change agents. Learn how to diagnose and respond to individuals’ predictable concerns with change and therefore, reduce resistance to change and gain buy-in. Explore ways to increase involvement and influence in leading change. Learn strategies for lowering concerns and leading change. Assess your organization’s current change readiness. Develop an action plan for successfully leading a current change effort. Test your knowledge and skills in the engaging Tipping Point simulation. This interactive computer simulation allows participants to create and modify different strategies and utilize resources to maximize the number of advocates and minimize the number of resisters and apathetics. It is designed to create dialogue about the outcomes of spending resources in various ways to try to enable a change effort. The simulation highlights the interacting factors which affect change. Playing the simulation helps managers think outside the box, to question their assumptions, and explore innovative strategies—in a low-risk simulated environment. Objectives:   

Positive effects on productivity and morale An adaptive environment where change is effectively implemented on an ongoing basis More buy-in and less time to achieve the desired performance 9 

© 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate

 

 Development of business-wide change leadership capabilities Length: 1 ½-2 days. 2-day design includes Tipping Point simulation See chapter 11-12 in Leading at a Higher Level Note: Leading People through Change may also be highly relevant to all levels of Managers in cascading the implementation.

Leadership Point of View Description: Our research shows that the relationship employees have with their employers is predicated on their perception of their managers’ values. Executive and senior managers will think through a series of questions that help you develop your leadership point of view (e.g., your leadership role models, your core values, your beliefs about leading and motivating people, what people can expect from you, what you expect from your people, how you will set an example). Prepare to share it with the people you lead. Describe how it supports the organization’s strategic objectives. create their personal Leadership Point of View statements regarding how they put the organization’s values into action and how their leader behaviors align with their beliefs. When your leaders create and share their Leadership Point of View, employees can confidently and quickly respond to ethical dilemmas, make choices consistent with the organization’s culture, and ensure consistency with their leaders’ espoused values. Objectives:  Helps your leaders clarify their thoughts on leadership  Prepares leaders to share their leadership point of view with their teams  Ensures employees understand where their leader “is coming from,” what the leader expects from them, and what they can expect from their leader  Helps employees explore their own thinking about leadership Length: See chapter 15 in Leading at a Higher Level Note: Leadership Point of View has been used at many levels and is very effectively cascaded from one level down to another.

One-on-One Executive Coaching with Certified Business Coach Description: Through a one-to-one relationship with a hand-selected Blanchard coach, executives are able to learn and, more importantly, practice new behaviors and strategies that will benefit themselves and their organization. Executive Coaching is a flexible process designed to accommodate the needs of your busy executives who have constantly changing demands. Our Executive Coaching program utilizes both face-toface and telephone coaching. We typically recommend a coaching package that includes six months of coaching for the individual, up to two hours of telephone coaching per month with one face-to-face meeting. Most of our coaches hold master’s degrees or doctorates and all have been certified by the International Coach Federation and an accredited coach-training program Length: 1, three-hour face-to-face session and 4, 12 one-hour phone sessions

Passage 5—From Business Manager to Group  Manager (Group Manager)  Custom Executive Development Description: Blanchard can design a custom executive development process targeted to a client’s goals and objectives. Our best practice process includes a cohort-based learning process where 20-24 senior leaders 10  © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate

 

share a common learning journey that combines traditional classroom learning, online elearning, real-work action learning projects, and coaching. Objectives:  Leaders who possess greater self-insight and lead with greater confidence and effectiveness  Improves internal executive retention, placement, and promotion rates  Develops executive competencies and knowledge of key business areas  Improves global knowledge sharing, networking, and collaboration across  different business units Length: TBD

High Performing Organizations Description: To excel in today’s competitive business environment, organizations must constantly seek to grow, improve and refine themselves and their business practices. They must find ways to attract the right people, continually communicate and inspire their employees, and to create an environment that encourages these people to excel. They must capture and nurture both employee and customer loyalty. A High Performing Organization is an organization that, over time, continues to produce outstanding results with the highest levels of human satisfaction and commitment to the success of the organization. While many organizations grow quickly and then plateau and topple, others not only survive, they continue to grow and thrive, reinventing themselves when and where they need to. Our research indicates that there are six elements that need to be present in order for an organization to become the employer of choice, the investment of choice and the provider of choice. Objectives:  Improves awareness of strengths and weaknesses  Drives strategic improvement  Clarifies areas needing attention Length: Consulting Intervention See chapter 1 in Leading at a Higher Level

One-on-One Executive Coaching with Certified Business Coach Description: Through a one-to-one relationship with a hand-selected Blanchard coach, executives are able to learn and, more importantly, practice new behaviors and strategies that will benefit themselves and their organization. Executive Coaching is a flexible process designed to accommodate the needs of your busy executives who have constantly changing demands. Our Executive Coaching program utilizes both face-toface and telephone coaching. We typically recommend a coaching package that includes six months of coaching for the individual, up to two hours of telephone coaching per month with one face-to-face meeting. Most of our coaches hold master’s degrees or doctorates and all have been certified by the International Coach Federation and an accredited coach-training program

Passage 6—From Group Manager to Enterprise  Manager (Enterprise Manager)  Creating Your Organization’s Future Description: Creating Your Organization’s Future: Full Steam Ahead!™ (CYOF) takes participants through 11  © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate

 

the process described in the book Full Steam Ahead!: Unleash the Power of Vision in Your Company and in Your Life by Ken Blanchard and Jesse Stoner. It guides participants through the steps to create a shared vision for their team, department, or organization and helps them identify the strategies and actions needed to make their vision a reality Objectives:  Clarify the big picture and strategic direction  Improve productivity and alignment throughout  Provide clear direction and indentify priorities  Ensure coordinated efforts of individuals and teams  Create buy-in at all levels Length: 1–2 days plus ongoing consulting as needed See chapter 2 in Leading at a Higher Level

One-on-One Executive Coaching with Certified Business Coach Description: Through a one-to-one relationship with a hand-selected Blanchard coach, executives are able to learn and, more importantly, practice new behaviors and strategies that will benefit themselves and their organization. Executive Coaching is a flexible process designed to accommodate the needs of your busy executives who have constantly changing demands. Our Executive Coaching program utilizes both face-toface and telephone coaching. We typically recommend a coaching package that includes six months of coaching for the individual, up to two hours of telephone coaching per month with one face-to-face meeting. Most of our coaches hold master’s degrees or doctorates and all have been certified by the International Coach Federation and an accredited coach-training program Length: 1, three-hour face-to-face session and 4, 12 one-hour phone sessions

     

12  © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate