Day 1: Discovering your own style of ‘leading’ in a project team.
‘Situational Leadership’
- Revisiting the model of ‘Situational Leadership’ where the different styles of leadership (instructing, persuading, consulting and delegating) are discussed.
- Discovering your own leadership style and reflecting on it. (self-assessment)
- Applications to your own situations, specific to a project.
‘Leading a team’
- Insights into a project team and team development.
- How does a project team come about (Ron Fry's model)?
- What are the absolute elements to function well as a team?
- How do you develop from a team to a top team?
- What insights are needed in this process?
Result after day 1:
The project manager has a perfect picture of himself as a leader of a project team. He knows his own style and knows how to use it better to guide the team towards the result.
Day 2: The communicative and motivating team leader
The communicative team leader
- Basic communication skills
- Gaining insight into the communication process
- Your own communication style (Leary's Rose) and the application of the different styles in function of the project
- Specific skills such as active listening, asking questions and giving feedback
- Understanding that you can lead a conversation by listening and giving correct feedback
- Verbal and non-verbal communication
The motivating team leader
- Motivation and motivating
- Motivators in demotivators, specific to a project
- Motivation techniques, using the ‘six-ball model
- Standing up for interests in a non-threatening way
- Understanding the importance of non-verbal communication
Result after day 2:
The project manager has a perfect picture of his own communication style and how to use it to communicate efficiently. He knows the basics of a communication process between sender and receiver. He is aware of the impact of motivation and demotivation on the roll-out of the project and knows the necessary techniques to motivate the team towards the desired result.
