In companies’ different growth stage, managers should play different roles:
The First Stage: Companies aim to create and can only survive when they do the right things well. So leader’s role is significant;
The Second Stage: With regulations and systems established, companies go forward; therefore manger’s role dominates;
The Third Stage: Companies’ situation cannot fit external and internal requirements; continuous growth is only possible via change. So managers should come back and play as leaders.
Development trend of modern companies is: corporate lifecycle is shortening; less and less companies survive in the 2nd stage; when a stable model is finally established, surrounding changes again. Actually, most Chinese companies face the excessive management and deficient leadership.
Leadership seems profound, but could be cultivated actually. Based on numerous empirical studies on leadership related topics, AMA (China) introduced the program of leadership in practice to help managers reflect on their management practices, identify thinking paradigm and bottlenecks, and finally merge into the five key practices of leadership through assessment, case study and scenario practice.
Practice 1: Eyes of the Leader — Common Vision
Does vision really work? The foremost barrier against leaders to effectively establish vision is: they are not sure whether it makes sense to establish vision. Passion and influence are also required to effectively establish vision, to convey it to each subordinate, and to continuously deepen and approach vision via daily words and deeds.
Practice 2: Brain of the Leader — Grabbing Chance to Change
When bad news arrives, shall we accept or deny? The outside world keeps changing and forces companies to always face the new reality. For changes as well as the need to change, it’s always more difficult to take immediate action with courage than watch-and-wait or avoid. Change will never be accomplished at one stoke; it’s a process of elaborate design. While executing changes, resistance from all aspects needs to be resolved. Leaders must jump out of the stuck dilemma, identify the right chance, exert influence and take control.
Practice 3: Hands of the Leader — Push Steps Forward
Subordinate refuse to take responsibility; team is lack of cohesiveness; team-members don’t trust each other and regard individual competition more important than team work… Faced with different situation, leaders need to sense humanity and master the art to use people. Sometimes, leaders’ own words and deeds may accidentally bring great damage to team’s cooperation.
Practice 4: Heart of the Leader — Stimulate Potential
How should leaders grasp the proper limits while encouraging their people? Will some subordinates get puffed up? Will this bring side-effect to other subordinates? Should leaders balance power during encouragement? Leaders should not only take the incentive fitting each employee’s needs, but also use that to push the whole team forward.
Practice 5: Feet of the Leader — Establishing Norms for Behaviors
Root for leadership lies in leaders’ reputation. Leaders need to make their people believe they are fair, which come from their daily words and deeds, so to create their consistent leading standard in the public eyes.
How you will benefit
- Cultivate leadership thinking, enhance leadership effectiveness
- Discuss leaders' dilemmas and solve the confusions
- Identify gaps, challenge the current situation and manage resistance to change
- Motivate and align people properly under the shared vision
What you will cover
The true meaning of leadership
- Leadership/management and business growth curve
- 3 types of influence
- Best leadership status
- 5 leadership practices
Practice 1 Visualize the future
- How to develop a shared vision
- How to make vision alive
Practice 2 Challenge status quo
- Clarify the gap between status quo and vision
- Understand positive and negative response towards change
- How to lead change process
Practice 3 Push the action
- 3 basic game management rules
- Art of empowerment
- How to practice situational leadership
- How to build team
Practice 4 Encourage the heart
- Motivation theory and the role of values
- Selection of motivation style
- How to change behavior
Practice 5 Set the example
- Lead by action: leaders’ moment of truth
- Trust people: plan periodic victory
* Sequenced by surname alphabetical order.
“The tool is practical. I was benefited a lot.”
“The course is practical. It involves well-pointed theory and vivid cases.”
“The course is practical by combining real work situations, thus opening up the gate of leadership.”