Description

The ‘Leader Others Want to Work For’ has switched their script from:

• It’s about ‘me’ - to it’s about ‘them’
• A ‘me’ mentality - to a ‘we’ & ‘us’ mentality
• Being the center of attention - to shining the spotlight on others
• Individual success - to make their team successful
• Personal advancement - to help each team member reach their potential

Employee-centric leaders are constantly:

• Communicating - through their words, behaviors & priorities
• Influencing - through logic, explanation & connection

Building relationships with their team through:

• Direction – clarity around the vision
• Alignment – clarity on the ‘line of sight’
• Commitment – everyone wants what’s best for the team

Successful leaders recognize that they:

• Need their team more than their team needs them
• Get paid more for what their team does than what they do
• Should do everything in their power to help their team be as successful as possible
• Succeed when their team succeeds!

The ‘Leader Others Want to Work For’ meets their employees’ engagement needs causing them to:

• Expand discretionary effort & do more than they are asked to do
• Be motivated toward the organization’s success
• Take pride in their work & suggest improvements
• Appreciate the ‘line of sight’ between their jobs & the organization’s performance
• Believe their leader wants them to be successful

Leaders can impact employee engagement by 20%. Engagement is based more on employees’ relationship with their leader – than their perception of the organization. Leaders are the key to enhanced employee engagement.

Leaders can view their employee touch-points as interruptions or opportunities to:

• Listen & learn
• Build the relationship & coach
• Satisfy engagement needs & improve performance

The employee performance needs most correlated with business results are:

• Receiving clear job expectations
• Having adequate materials & equipment
• Being able to utilize their talents
• Receiving recognition & praise
• Feeling cared about, personally
• Having their development encouraged

Areas Covered:-

Having the perspective of a leader by switching your individual contributor:

• Script
• Skill set
• Relationships
• Do-it-all attitude
• Focus

Meeting employees’ engagement needs:

• The business case for increasing engagement
• Why most organizations have a significant opportunity to increase employee engagement
• Companies currently benefitting from employee engagement initiatives
• The significance of leadership

How effective leaders utilize their employees’ talents

Why Should You Attend:-

The individual contributor’s script is to:

• Keep your head down
• Work harder than everyone else
• Push to get things done
• Utilize your technical skills
• Be a subject matter expert
• Rely on yourself in order to be successful

Many people are promoted to leadership positions because they:

• We're highly competent as an individual contributor
• Had a track record of exceeding expectations
• Displayed a special set of technical skills

This is an excellent start - but leaders can’t rely solely on their individual contributor skills.

When you become a leader, your team wants to know that:

• Their best interests are your priority

• You are more invested in your team than in your personal success

Because when your team is successful, you are successful

A leader’s success is no longer determined by just the work they do. Not empowering others is saying: “I think my way is better and/or I don’t think the work will get done.” The job of a leader is to enable his/her direct reports to perform to their potential

So, ‘Becoming the Leader Others Want to Work For’ requires:

Having the perspective of a leader by switching your:

• Script
• Skill set
• Relationships
• Do-it-all attitude
• Focus

And meeting your team’s engagement needs

Who Should Attend:-

• Managers
• Team Leaders
• Supervisors
• Directors
• Executives
• Human Resources Professionals
• Department Heads
• Project Managers
• Team Coordinators
• Senior Leaders