Professional Development

Leadership

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Comprehensive Leadership Power Series

• Positive Power ™ Leadership: 7 Steps to Success
• Step 1: The Basics of Power and Self-Esteem
• Step 2: Positive Power ™ Communication Skills
• Step 3: Dealing with Difficult Employees
• Step 4: The Basics of Positive Power Leadership
• Step 5: Coaching Employees for Ongoing Employee Development
• Step 6: Positive Power™ Team Talk: Facilitating Effective Meetings & Teamwork
• Step 7: Leadership Skills Review and Action Plan

Postive Power Leadership: 7 Steps to Success

When an employee is promoted to a position of leadership and wants more than anything to do a good job, things can still go terribly wrong. Without careful training that begins with building confidence, the fear of losing respect and control often leads the new leader to rely on a parental model of leadership -- the one most people are familiar with.

This ineffective type of leadership is often characterized by scolding, personalizing issues, emotional outbursts, overt methods of control and even punishment. To prevent or reverse the damage that can come from ineffective leadership, Wizard offers the following integrated series of courses, any of which can be a stand-alone workshop.

Each workshop:

• Offers unique, proprietary content.
• Can be delivered in a time frame ranging from 3 - 12 hours.
• Is content-rich, interactive and entertaining.
• Can be tailored for virtually any association, industry, small business or community group.
• Will benefit anyone who is or will be in a position of leadership .

Step 1: The Basics of Power and Self-Esteem

Introducing the 7 Steps ; setting personal goals for the entire program; completing a self-esteem assessment; identifying the elements of a strong self-esteem; understanding self-esteem myths; committing to conquering fears with action; distinguishing phony power from real power and overcoming personal barriers to a strong self-esteem.

Step 2: Positive Power ™ Communication Skills

Defining communication in a new way; identifying four basic personality types and how to connect effectively with each; using the attitude formula ; becoming comfortable in intimidating situations; avoiding aggressive communication by using Power Levels,T demonstrating confidence through changes in body language, voice and word choice; projecting confidence, poise and professionalism; using the 12 Positive Power™ Skills; eliminating power-sappers from workplace communication; developing superior listening skills; understanding the specific challenges of written, telephone, voice-mail and e-mail communication; strengthening aspects of voice and speech patterns that convey credibility and using targeted questions.

Step 3: Dealing with Difficult Employees

Dealing with angry, aggressive, and passive-aggressive individuals; assessing and handling criticism and confrontations; confronting and delivering constructive criticism; controlling other communication challenges; distinguishing between difficult behavior and different behavior; halting negativity and preventing customers and others from becoming angry.

Step 4: The Basics of Positive Power™ Leadership

Delegating tasks and responsibilities effectively; establishing clear, fair standards for employees; confronting performance problems; understanding the factors that hinder or kill motivation; delivering constructive criticism in a positive, motivational way; avoiding reverse-delegation; using affirmative and negative discipline (pros and cons of each) and conducting an effective performance evaluation.

Step 5: Coaching Employees for Ongoing Employee Development

Guiding employees to continually improve customer service, communication and time management skills; helping employees to accept changes; teaching employees with different learning styles; coaching without patronizing; overcoming resistance and maintaining open communication between team leaders and team members.

Step 6: Positive Power™ Team Talk: Facilitating Effective Meetings & Teamwork

Clarifying objectives; creating an agenda; conquering nervousness; organizing material; capturing and keeping a group's attention; lightening the mood, when needed; using visual aids effectively; handling questions; developing an agenda; keeping meetings on track; resolving disagreements during meetings; involving each participant; ending meetings with agreement and action steps; using group brainstorming techniques; using a problem-solving model and determining whether a meeting is necessary or when another communication avenue would be best.

Step 7: Leadership Skills Review and Action Plan

Leadership skills will be the focus of every session and step, therefore the final sessions will be devoted to integrating the skills and creating a plan for continued growth. There will be a natural progression in the skill-building that will allow the skills to be applied to the ever-increasing challenges presented in the material.

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Comprehensive Leadership Speeches

Each program:

• Offers unique, proprietary content.
• Can be delivered in a time frame ranging from 45 minutes to 3 hours.
• Is content-rich, interactive and entertaining.
• Can be tailored for virtually any association, industry, small business or community group.
• Will benefit anyone who is or will be in a position of leadership.

The Magic to Build a Positive Power ™ Team

Leading a Positive Power ™ team can only happen when a leader knows how to create an environment in which each team member flourishes. It requires an understanding of behavioral styles, coaching and inspiring team members to focus on the shared goals of the group. Capturing the power of the cycle of motivation that drives each employee leads to increased productivity and flow. Engaged employees feel better about themselves and their work and the entire organization benefits from this positive chain reaction that starts with effective leadership.

The Politics of Power and Perception in the Workplace

Leadership today demands excellence in every area. Yet mediocre communication skills and deeply ingrained misconceptions about communication present a stumbling block for most leaders and for their organizations. Success depends on getting to the root of communication problems, understanding the sources of both power and perceptions and building communication skills suited for today's complex challenges.

Unleash Your Creative Magic to Transcend Business Problems

Learn the latest techniques for developing unique, innovative solutions to business challenges. This workshop will show you how to reduce decision-making stress by following an approach that expands and tests possible choices. Participants will understand how to filter information overload, which can actually impose ideas that block or hinder imagination and creativity.

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Comprehensive Leadership Articles

• Creating an Environment for Open Communication
  To suggest that you want to create a workplace environment where individuals speak freely is like saying you want to create a workplace environment that contains oxygen. People will always find ways to speak freely.  It's just that they don't always speak to the individuals who need to hear what they have to say.
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• Hesitation About Delegation
  

  Delegation is usually most difficult for leaders who are quite skilled at the task they're trying to delegate--or when they really enjoy the task. In both situations it's natural to be reluctant to let go. However, as organizations grow, leaders need to utilize the talents of every team member.
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• Delegation and Inspiration
  We've all heard stories of the heroic boss who regularly rolls up his or her sleeves to work tirelessly alongside the staff. Some of you have worked for this boss. Some of you ARE this boss. In fact, this approach to leadership is not the exception.This can be a somewhat effective way to lead. However, the leadership model that is far more effective is that of the leader who delegates extensively, guiding the business or the office as a conductor leads an orchestra.
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• Dealing with Delegation Deterioration
  

  A client recently asked me: "How should I handle an employee who says, 'I guess there are some things I'm just not meant to learn'?" The monthly task she said she couldn't learn required her to apply the most basic reading and math skills, but she messed up every part of it twice in a row, then attempted reverse delegation. This employee had been slow to catch on to most of her assigned tasks, was haphazard and disorganized, was not a self-starter and rarely took responsibility for her mistakes.
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