“A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves..”
A practical approach to leadership in between top management and operations, is often referred to as the ‘hamburger-position’. The special position between operations and (top) management, that supervisors take upon themselves. On the one hand, managers at this level need to have enough specialized knowledge about operations. On the other, they need to be able to motivate their team, monitor motivations and behavior and organize operational processes. They often used to work in operations themselves and now have to lead and manage the people they used to work with. This requires particular skills in communication, leadership, motivation and management.
The goal of this training course is two-fold:
The results for the participants is as follows:
has more insights in their strengths and weaknesses as a supervisor/leader and is able to deal with them better;
is able to apply a variety of conversational, communicational and discussing techniques to their own practical working situation;
organizes his own work and that of his employees better;
anticipates the various needs of the employees;
leads with more self-confidence.
The organization benefits from the following results:
Employees, having participated in this Pressure Qooker:
represent the company’s interest better;
facilitate communication between operations and (top-) management;
are sensitive to feedback and deal with this in every day working situations;
deal with difficult situations more effectively;
fit their style of leadership better to their employees.
But most importantly, leaders and supervisors participating in this training will generate better results through enhanced practical skills in motivating people and optimize operational processes. Úpon having completed the Pressure Qooker, they cannot wait to apply their skills to everyday practice!
Who Am I: Identifying the manager
Increase awareness of individual strengths and weaknesses
Identify individual leadership styles
Setting goals and taking responsibility
Understanding and managing people’s roles in teams: team roles by Belbin
Inspire and motivate:Getting people to take responsibility
Leading the team: forming, storming, norming and performing
How to inspire people
Understanding the principles of motivation
Giving and receiving feedback
Dealing with criticism
How to: Management skills through practical tools
Job performance evaluation
Job evaluation conversation
Bad news interviews
Dealing with conflicts: the Thomas Kilmann instrument