A Trusted Learning and Development Advisor
A Trusted Learning and Development Advisor
“Employees have infinite training needs yet organisations have finite training resources” – B Charles
Participants will also learn how to reset unrealistic training expectations. Your technical people might be demanding for technical training. But the organisation might have prioritised other training.
Would you like to attend this program?
For maximum effectiveness, this course is best conducted as an in-house program.
Venue: For your convenience, you can choose to conduct this course at your workplace. Alternatively, we can provide a training venue at a small additional cost.
Duration: Each course can be tailored to suit your timeframes.
Often, people who perceive they are in the middle of opposing views get frustrated. They don’t realise that everyone is often in between opposing views. A prime example is your CEO. If you think a CEO is not stuck in the middle, you are completely wrong. CEOs spend their careers managing various expectations and get a fair amount of dissatisfaction from angry stakeholders. Consider a school principal. School Principals walk a tightrope between employee expectations, legislative requirements and a child’s wellbeing every day.
This program helps participants manage the relationship with their manager and the relationship with their direct reports simultaneously.
How do you currently manage relationships with peers and direct reports? Do you agree with the following statement?
1. Delegated and allocated tasks are delivered seamlessly.
2. I feel comfortable with my relationship with my boss and my reports.
3. I understand the need for opposing wants and needs.
4. I believe I juggle tasks well and meet critical deadlines.
5. I provide the required information to complete the task.
6. I have a trusted relationship with my peers and reports.
7. I do not feel any resentment towards my peers or my direct reports.
8. I can build rapport even with diametrically opposed stakeholders.
9. I search for win/win outcomes even when it seems impossible.
10. I monitor the progress of projects and give upward and downward feedback.
11. I rely on customer feedback to feed forward information to reports and peers.
12. I am very approachable by reports and peers.
13. I actively engage my peers and reports.
14. I encourage a culture of open, honest and courageous feedback.
Did you know . . .
People who are good at managing relationships generally score “YES” to 10 of these questions.
If you scored less, you should think about learning how to improve managing your relationships.
If you disagreed to question 7 then it is vital for your emotional and career success to improve the current relationship with your reports, your boss or both.
For maximum effectiveness, this program is best conducted as an in-house program.
Ideal group size: 4–12 participants.
Venue: For your convenience, you can choose to conduct this program at your business premises. Alternatively, we can provide a training venue at a small additional cost.
Duration: This program can be adapted to meet your requirements.
Cost: Price on request. Target Audience: Supervisors, Team Leaders and Management.
If you would like more information on this training program, please contact: Deborah Dear on 1300 323 752 or email: [email protected] or contact us online today.
Here is a way to find out how good you are at delegating and letting go. Ask yourself the following:
Score Check
– People who are good at delegating generally score “Yes” to 9 of these questions. If you scored less, you should think about learning how to improve your delegation skills.
For maximum effectiveness, this program is best conducted as an in-house program.
If you would like more information on this training program, please contact: Deborah Dear on 1300 323 752 or email: [email protected] or contact us online today.
A major challenge for Australian organisations will be to keep critical personnel. A major opportunity will be to lure key employees from your competitors. The last 2 recessions lasted 8 months each. Don’t let your organisation make the mistake of losing your key people and then find yourself in an abyss next year without them.
Are you keeping your people in the picture?
For maximum effectiveness, this program is best conducted as an in-house program.
If you would like more information on this training program, please contact: Deborah Dear – 1300 323 752 Email:[email protected] or visit our website today.
Too many leadership development projects get too complicated. It’s easy to get caught up in the diagnostic and theoretical components of leadership without actually doing anything. A major criticism of leadership programs is that they often substitute “doing” with “deliberating”. RealTime Leadership® enables you to move from thinking about leadership development to actually delivering leadership development programs in an effective and efficient manner.
Are you an authentic leader?
We’re teaching the wrong things in the wrong ways. There is a massive difference between what we know about leadership and what we do as leaders. What makes leadership hard isn’t the theoretical, it’s the practical. It’s not about knowing what to say or do. It’s about whether you’re willing to experience the discomfort, risk, and uncertainty of saying or doing it.
—P Bregman 2013
LEADERSHIP CLUSTERS
To get an idea of what clusters are available to you, the examples below are categorised by number of employees. The clusters can alternatively be sorted by
Contact your consultant to discuss the ideal cluster categories for your organisation.
STEP 1 — LEADERSHIP NEEDS IDENTIFIED
(Plus beginning the leadership training)
A facilitated session with your leadership group to prioritise leadership gaps and identify your leadership capabilities.
This session is conducted by a highly qualified facilitator, and will quickly focus your leadership group on identifying and prioritising your leadership gaps.
The facilitated session is immediately followed by leadership training of the group’s identified highest priority. This means that you’ve actually started the leadership skills delivery piece.
TENSILE STRENGTH OF THE COURSE
The capability and content can be tightened or loosened depending on the combined strengths of the leadership group. There will be some areas of leadership where you just need a refresher and then there will be other areas that will need to be explored in depth. The leadership development is very similar to an acrobat’s performance. It looks easy. But as every great acrobat will tell you, it takes years and years of refinement to achieve a perfect 10.
STEP 1 (A) — LEADERSHIP GAPS REPORTED BACK
(Cluster of targeted leadership programs recommended)
The identified leadership gaps are reported back to the group together with a suggested cluster of targeted leadership programs. Your leadership programs can be delivered in module, half day and full day formats. This flexibility means that the RealTime Leadership® program can be delivered with minimal operational disruption and maximum impact. The report will outline the recommended program content that will address your leadership gaps. Preferred Training Networks will tailor the content to ensure that it has the right mixture of theory and practical. The practical components will be aligned to your organisation, industry and context.
Your leadership programs can be delivered in module, half day and full day formats.
STEP 2 — CLUSTER DELIVERY
RealTime Leadership® is delivered as a cluster to the leadership group. On the previous pages, you’ll see some examples of training clusters.
REALTIME LEADERSHIP® CORE CAPABILITIES
WHERE TO FROM HERE:
If you would like to move your leadership development from “deliberating” to “doing” then this course is perfect. If you’d like to initiate (obligation free) RealTime Leadership® discussions then contact us to arrange a consultation and assessment of your RealTime Leadership ® readiness.
Ph: 1300 323 752 Email: [email protected]
How good are your trust building skills?
For maximum effectiveness, this program is best conducted as an in-house program.
If you would like more information on this training program, please contact: Deborah Dear on 1300 323 752 or email: [email protected] or contact us online today.
For maximum effectiveness, this program is best conducted as an in-house program.
Ideal group size: 4–12 participants.
Venue: For your convenience, you can choose to conduct this program at your business premises. Alternatively, we can provide a training venue at a small additional cost
Duration: This program can be conducted as a one day or half day program
Cost: Price on request.
Target Audience: Staff, Team Leaders, Supervisors and Management
If you would like more information on this training program, please contact: Preferred Training Networks on 1300 323 752 Email:Deborah at [email protected]
In Part One (PAT1) the management group will be trained in conducting best practice appraisals in the morning session. In Part Two (PAT2), general staff will learn the best practice in participating, asking questions and maximising the performance appraisal in the afternoon. It’s a win/win course. Both parties win by conducting and participating in performance appraisals that not only fulfil and meet the organisation’s expectations but provide the participants with the skills for making performance appraisals more relevant. Instead of dreading performance appraisals, they will simply be seen as part of the ongoing relationship between managers and their staff and an easy system to carry out regularly. Both parties will be able to connect the performance appraisal to the bigger picture. By completing the appraisals more diligently (instead of randomly filling in boxes) staff and managers will have the opportunity for meaningful and realistic performance discussions.
Here are a few comments we’ve heard recently on the receiving end:
“We caught up on the footy results and talked about the draft pick.”
“I said to my manager that I had a few questions. She replied, there wasn’t enough time for questions.”
“I walked in the door, my manager handed me my appraisal and I left. It took about 20 seconds, which was a bit slower than last year.”
“We randomly ticked off some boxes for performance development and bid each other goodbye.”
“I have had mine done today!”
Here are a few comments on the delivery side:
“Every year, HR gives us these forms to fill in and expects us to know what to do.”
“We spend oodles of time changing the appraisal forms and zero time completing them.”
“What’s the point? We fill in their questions, and the silence till the next year is deafening.”
“It’s a 15-page form. Why can’t we just talk — it would be far more beneficial.”
“Both parties win by conducting and participating in performance appraisals that not only fulfil and meet the organisation’s expectations but provide the participants with the skills for making performance appraisals more relevant.”
This program can be conducted as in-house training at your offices.
Group Size: An ideal group size is 6 – 10 participants.
Venue: For your convenience, you can choose to conduct this program at your offices. Alternatively, we can provide a training venue at a small additional cost.
Duration: Each course can be tailored to your timeframe. We recommend a half-day course for each group.
Cost: Upon request.
If you would like more information on this training program, please contact us at 1300 323 752 or Email: [email protected]
Managers often report they’re frustrated when the same reporting problems keep reoccurring. Quite often it’s the same issue being delivered by the same person on a different day. The #1 cause of workplace conflict is role ambiguity, and roles are further complicated within the matrix framework. Traditional reporting lines are scrambled, tensions build as deadlines get tighter and confusion can reign over who was meant to do what!
Smart managers don’t accept that matrix mayhem is inevitable. Instead, they fence off and solve the problems that will occur within the matrix beforehand. Forward matrix planning is a proven productivity tool. This breakthrough course will provide you and your staff with the skills and knowledge to manage and perform within the matrix.
WHAT IS MATRIX MANAGEMENT?
Matrix management is a structure that uses specialist staff from different functional areas to work on projects or assignments being led by project managers. Staff in the matrix structure have two managers – their functional manager and their project manager. The functional manager maintains the line of authority over the day-to-day issues such as work allocation, performance, sign-offs, etc while the project manager has authority over the issues related to the project.
| Marketing | Information Technology (IT) | Human Resources (HR) | Sales & Service (S&S) | |
| Project 1 — Tony | Jim — Marketing | Jane — IT | Steve — HR | Tina — S&S |
| Project 2 — Simon | Sally — Marketing | Mario — IT | Jenny — HR | Marc — S&S |
| Project 3 — Kate | Stefan —Marketing | Deb — IT | Carrie — HR | Bruce — S&S |
| Project 4 — Naomi | Renae — Marketing | Greg — IT | Dom — HR | Ali — S&S |
WHAT DOES IT LOOK LIKE?
The figure below shows an example of a basic matrix structure. Across the top are the typical organisational functions of marketing, information technology, human resources and sales & service. Down the left-hand side are the various projects being undertaken by the firm. Each project has a project leader and is staffed by a person from each of the functional areas.
A unique dynamic of matrix management is that it creates a dual line of command, as the project team leaders report to their functional manager as well as their project manager. Jim from Marketing is part of Project 1, so his project manager is Tony, however he still reports to his functional manager. Our matrix management workshop enables participants to effectively work in matrix-managed teams with a matrix reporting structure.
DISADVANTAGES
The disadvantages of matrix management are caused by the dual line of command, and this typically plays out as a conflict around resource allocation between the line or functional manager and the project manager. Staff then find themselves lost in the matrix as their functional manager is demanding or refusing one thing while their project manager is demanding something else. The challenge for matrix management is to work through the role clarity issues and providing staff and managers with clear guidelines to address role ambiguity.
“Matrix management is a structure that uses specialist staff from different functional areas to work on projects or assignments being led by project managers.”
This program can be conducted as in house training at your offices.
Group Size: An ideal group size is 6 – 10 participants.
Venue: For your convenience, you can choose to conduct this program at your offices. Alternatively, we can provide a training venue at a small additional cost.
Duration: Each course can be tailored to your timeframe.
Cost: Upon request.
Target Audience: Project Managers, Project Leads, Stream Leads and Line Managers.
A program outline:
Want to know more about our matrix training? Look at what you receive within 24 hours at no cost:
If you would like more information on this training program, please contact: Deborah Dear on 1300 323 752 or email: [email protected] or contact us online today.
Managing virtual teams training courses became popular in the 20s. The lockdowns across the world meant overnight virtual teams. Some virtual teams excel and others implode. What’s the DNA of the ideal virtual team. Well, that’s the purpose of this workshop!
For maximum effectiveness, this program is best conducted as an in-house program.
Ideal group size: 4 – 12 participants.
Venue: This course can be delivered in-person, virtually or both (hybrid). For virtual delivery, we can use our virtual platforms or your organisations.
Duration: This program can be adapted to meet your requirements.
Cost: Price on request.
Target Audience: Supervisors, Team Leaders and Management
If you would like more information on this training program, please contact: Deborah Dear on 1300 323 752 or email: [email protected] or contact us online today.
