• Transformational Leadership Skills
• How To Build A Compelling Vision & Enroll Others
• How To Coach And Counsel Your Staff
• How To Conduct Performance Appraisals Effectively
• Humor At The Workplace
• Managing And Leading Change With Impact
• Taking The Guesswork Out Of Your New Teammate
• Teambuilding Through Motivation & Facilitation
• The Skills And Practices Of A Learning Organisation
• Values Into Action
  
   
HOW TO BUILD A COMPELLING VISION & ENROLL OTHERS
  
Learn how to use various tools in communicating vision, mission and values to different levels in the school to enrol them in building a compelling future.
  
GOALS AND OBJECTIVES:
At the end of the course, participants will learn :
• Why mission and core values are essential in working towards a vision
• How to internalise the meaning of vision and core values personally and what it means to live and operate by the core values
• To review and clarify the school’s vision and mission
• To create a shared set of values for the school
• To refine departmental action plans
   
COURSE HIGHLIGHTS:
• Moving from Control to Commitment Management
• Mission and Vision – Review current statements in small groups with these questions:
• Create Shared Values – Small group and large group consolidating, organising and naming of the values 
• Action Plans – departmental groups work through a structured process
• Final Reflection – small group discussion and large group reports
• Action Plan for Development
   
 

 
  
HOW TO COACH AND COUNSEL YOUR STAFF
  
This is a highly interactive workshop, filled with practical skills that participants can employ in their school’s organisation immediately for coaching in a variety of situations.
  
GOALS AND OBJECTIVES:
At the end of the course, participants will learn to :
• Apply and demonstrate coaching and mentoring skills to achieve better performance
• Provide guidance and feedback on performance
• Give regular feedback on progress 
• Coach subordinates for better performance
• Identify underlying causes of conflict in interpersonal relationships
• Help those involved in conflict to identify mutually beneficial solutions
   
COURSE HIGHLIGHTS:
• What is Coaching?
• Reasons for Poor Performance at Work
• Understanding Your Coaching Styles
• Coaching Models
• Essential Skills and Techniques of a Good Coach
• Creating “Same Side of the Desk” Thinking
• Strategies for Managing and Coping with Difficult Situations
• Practising the 5-S Coaching Conversation Model
• Personal Action Plan
   
 

  
 
 
HOW TO CONDUCT PERFORMANCE APPRAISALS EFFECTIVELY
  
This is a comprehensive workshop on what it takes to make the appraisal process really work. It is structured to present positive, pro-active strategies that equip participants with performance assessment skills. Participants learn a simple 6-step process for conducting all performance appraisal meetings. They will also participate in pre- and post- evaluation sessions to gauge their improvement.
  
GOALS AND OBJECTIVES:
At the end of the course, participants will learn to :
• Identify and measure current skills in conducting performance appraisals
• Improve the skills needed for effective performance-management and appraisal
• Put staff at ease and ask questions that generate confidence so that the staff is working from the same point of reference as their supervisor
• Use a 6-step process for conducting all performance appraisal meetings
   
COURSE HIGHLIGHTS:
The Staff Performance Review: “Why Bother?”
• The challenge of performance management
• The process of performance based management
• Performance based management: How to remain fair and objective
  
The Performance Appraisal Process
• Identify and measure your current skills in performance appraisal through Performance Appraisal Skills Inventory by Kenneth R. Phillips
• Being aware of your weak spots and how to improve them
• A 6-step process for conducting performance appraisal meeting
• Actionability / Follow-up
• Contracting with staff’s action plan
  
Four Key Conversations in Performance Management
• Three phases of performance management conversations
• Four key conversations
• Conversation Planner for Establishing Direction
• Conversation Planner for Coaching for Results
• Conversation Planner for Reviewing Performance
• Conversation Planner for Developing Others
  
Rewards, Incentives and Motivation
• Staff motivation
• How to build commitment
• Action Plan for Development
   
 

  
 
   
HUMOR AT THE WORKPLACE
  
No one sets out to be negative, grumpy or frustrated. However, during times of change, turmoil and pressure, negativity and frustration subtly creeps into the workplace – sabotaging you, your productivity and your team’s effectiveness.

Identify and control the effect of negativity in your workplace and replace it with a more positive and productive attitude. Just remember, “It takes more muscles to frown than to smile”. 
  
GOALS AND OBJECTIVES:
• Understand the positive impact of humor in the workplace.
• Experience the importance of humor and laughter to health and well-being
• Learn how humor plays a powerful role in the creative thinking process
• Realize first hand the benefits of humor in their bodies, minds, emotions, and spirits
• Learn how to create environments that foster humor and lightness
• Learn how to stop taking themselves so seriously and cooperate better
   
COURSE HIGHLIGHTS:
• Introductions and Orientation
• Humor defined
• Understanding the Creative Me
• Establishing an alter-ego
• Benefits of humor – mind, body, emotions, spirit
• Taking Charge: Controlling Emotions, Attitude and Abilities
• Practising the steps to defusing negative reactions
• Telling stories in impactful ways
• The Humor Contract
• Action Plan for Development
   
 

  
 
   
MANAGING AND LEADING CHANGE WITH IMPACT
  
Organisations are dynamic and have to constantly change and adapt to change which can be sudden and unexpected. Staff members , too, must learn how to cope with changes; and school leaders have a challenging task ensuring that levels of productivity are maintained despite changes and uncertainties.

This programme is not about controlling others, but rather doing things in a way that gets others to want to follow and be part of the organisation’s vision and mission, especially during the change process. It is also aimed at those who wish to design effective change processes that will positively impact the organisation.
  
GOALS AND OBJECTIVES:
At the end of the course, participants will learn :
• The leader's role in change
• How to clarify a mission and stay on the path
• How to perceive individual responses to change
• The communication skills of leadership
• What to look for in teams during the change process
• How resistance is created or eliminated
• How to manage change in organisations
• States of excellence on organisational leadership
   
COURSE HIGHLIGHTS:
• Understanding the Needs for and Dynamics of Change
• Looking at the Change Process
• Understanding the 3 levels of Change
• To Manage and Contribute to Change
• Managing Personal Change – A 5-step model
• Taking Charge of Your Own Reactions To Change
• Equipping School Leaders With The Skills & Tools To Lead And Manage Change
• Becoming an Effective Change Agent
• Tools and Skills for Leading and Managing Change Organisational Change
• Steps in Managing the Change
• An Action Plan for Department/Team’s Success
   
 

  
 
  
PARTICIPATORY STRATEGIC PLANNING
  
Facilitated Planning is a structured process for turning ideas into productive action and visible accomplishments. Too many plans end up on the shelf and never become reality. This unique planning process allows you to achieve consensus among participants from diverse backgrounds and gain their commitment to getting plans implemented. In this programme, you will learn how to facilitate and actualise learning at your organisation.
  
GOALS AND OBJECTIVES:
At the end of the course, participants will learn :
• Help groups uncover their obstacles and associated underlying causes 
• Develop strategies which focus a group towards a new direction
• Develop action plans to ensure that new visions are turned into results
• Get buy-in and create momentum for getting plans implemented
• Use a common framework for decision-making, communication, planning and problem-solving
• Develop greater initiative and responsibility for turning plans into action
• Produce more innovative solutions to tough problems by engaging all members of a group and getting more ideas into the process
• Explore a variety of applications for these skills
   
COURSE HIGHLIGHTS:
• Defining the Context for Planning
• Maximising “Buy-in”
• Identifying the Obstacles
• Creating New Directions
• Creating Action Plans
• Using the Planning Process
• Action Plan for Development
   
 

  
 
   
TAKING THE GUESSWORK OUT OF YOUR NEW TEAMMATE
  
GOALS & OBJECTIVES :
At the end of the workshop, participants will know how to :
• Build synergy within the team and share common practices and goals
• Assess their individual style based on Team Management Profile so that they can build on strengths and improve the areas where they are not as strong
• Understand their motivators and learn specific techniques to be self-motivated and motivate their team
• Develop a spirit of esprit de corps, teamwork and mutual co-operation
• Participants will develop a personal action plan to drive their development and establish a cycle of continuous learning
   
COURSE HIGHLIGHTS:
• Understanding Work Preferences and How They Impact on Others
• Introducing the Four Work Preference Measures
• Participants’ TMP Report
• Individual debriefing
• Tuckman’s Model of Team Development
• Integrating the TMP and Tuckman’s Model
• Individual Reflection and Personal Action Planning
   
   
 

  
 
  
TEAMBUILDING THROUGH MOTIVATION & FACILITATION
   
This exciting, interactive workshop provides participants with the skills and knowledge to work co-operatively and effectively as a team. It will create the skills and knowledge for participants to take control of building effective team synergy.
  
WORKSHOP OBJECTIVES
At the end of the course, participants will learn to :
• Create effective teams, working from a shared vision
• Draw on individual strengths in building a successful team
• Create buy-in for team goals and action plans
• Bring the whole person into play for yourself and team members
• Use project tools and techniques in planning, setting priorities for and managing a team project
• Use relevant tools and strategies in teambuilding and creating the most productive environment
• Establish the right level of ‘self-management’ in a team
• Delegate effectively
• Report back on progress and adapt goals as time and events require
• Counsel and coach team members
• Manage an ineffective or unco-operative team member
• Manage change in a team
• Generate a positive, creative and innovative environment
   
COURSE HIGHLIGHTS:
Essential Team Dynamics
• Review all relevant elements in the team model
• Understand the relevance of each and the relationships with other elements
   
Project Planning, Team Goals and Action Plans
• Aligning school, team and personal goals
• Vision, goals and action planning
• Intuition and creativity
• Planning tools
• Key performance indicators and milestones
• Communication about the outcomes, action plans and reporting
   
Structuring a Team for Maximum Effectiveness
• Interpersonal styles; individual strengths
• Balance in team contribution
• Managing individuality
• Positive mental attitude, motivation and encouragement
• Creating and maintaining buy-in
   
Reporting, Responsibility and Accountability
• Communicating about milestones and problems
• Delegating
• Reviewing and amending goals and action plans
• Balancing responsibility and accountability
• Models for self-managing teams
   
Personal Strengths
• Self-motivation
• Holding the vision
• Being fair on yourself
• Being fair on others
• Negotiating in a team environment
   
Handling Problems
• Identifying problems early
• Identifying and managing manipulative behaviours
• Managing change in the composition of a team
• Managing change in team priorities
• Managing change in project goals
• Managing an ineffective or uncooperative team member
• Managing out an unsuccessful team member
• Feedback; applying accountability and responsibility models
• Holding the vision
   
Creating a powerful and positive team environment
• The 80/20 rule in management of your people
• The 80/20 rule for yourself
• Innovation
• Openness and exchange
• Earning trust
• Action Plan for Development
   
GOALS & OBJECTIVES :
At the end of the workshop, participants will know how to :
• Build synergy within the team and share common practices and goals
• Assess their individual style based on Team Management Profile so that they can build on strengths and improve the areas where they are not as strong
• Understand their motivators and learn specific techniques to be self-motivated and motivate their team
• Develop a spirit of esprit de corps, teamwork and mutual co-operation
• Participants will develop a personal action plan to drive their development and establish a cycle of continuous learning
   
COURSE HIGHLIGHTS:
• Understanding Work Preferences and How They Impact on Others
• Introducing the Four Work Preference Measures
• Participants’ TMP Report
• Individual debriefing
• Tuckman’s Model of Team Development
• Integrating the TMP and Tuckman’s Model
• Individual Reflection and Personal Action Planning
   
 

   
 
  
THE SKILLS AND PRACTICES OF A LEARNING ORGANISATION
   
In today’s increasingly complex and rapidly changing environment, the ability to learn is critical. As we make sense of continuously changing conditions, we are being challenged to learn more and learn faster. What is required is the capacity to perceive, make sense of what is occurring, find new solutions and apply these on the job. The learning organisation provides new principles, practices, and structures to help organisational members thrive in changing conditions. A learning organsation is one in which all members continuously learn together and are capable of transforming themselves to achieve desired results. In this program you will learn what a learning organisation means and six practices to build the learning capacity of your organisation. 
   
GOALS AND OBJECTIVES :
At the end of the course, participants will learn to :
• Define the learning organisation and what it means for your organisation
• Assess the learning environment in your organisation
• Understand how learning for innovation differs from traditional learning
• Identify practices that can be implemented within your organisation to generate greater learning
• Identify opportunities within your organisation to get started
• Create a process for building momentum for change, starting small or planning a more in-depth transition
• Integrate the learning organisation with other organisational strategies and initiatives
   
COURSE HIGHLIGHTS:
Why the Learning Organisation
• Making the case for why a Learning Organisation is necessary in today’s environment
  
Definition of a Learning Organisation 
• What is a Learning Organisation and examples of what they look like in operation
    
Conditions for a Learning Organisation
• An exercise to identify what conditions encourage learning
   
Why the Learning Organisation
• Making the case for why a Learning Organisation is necessary in today’s environment
   
Review Models of Key Contributors to the Learning Organisation
• Senge: Fifth Discipline
• Hurst: Crisis and Renewal
• Redding: Strategic Readiness
• Pedler: The Learning Company
• Wheatley: A Simpler Way
   
Overview of the Five Disciplines of a Learning Organisation
• Systems Thinking
• Personal Mastery
• Mental Models
• Team Learning
• Shared Vision
  
Group Discussion
• A group discussion of learning organization behaviours currently present and those that need development
  
Starting & Sustaining Momentum
• Places to start implementing and practices for sustaining the Learning Organisation
   
• Action Plan for Development
   
 

  
 
   
VALUES INTO ACTION
  
Organisation values can be defined as the way things are done, what is expected in relationships, what you stand for, the beliefs on which you premise your policies and actions. Values comprise the things that are most important to your organisation.
  
GOALS AND OBJECTIVES:
At the end of the course, participants will learn to:
• Review and clarify the school’s vision and mission
• Create a shared set of values for the school
• Refine departmental action plans
   
COURSE HIGHLIGHTS:
Mission and Vision – Review current statements in small groups with these questions:
• What words or phrases stand out?
• Where have you seen examples of the vision or mission in action?
• What are the most challenging aspects of this vision and mission?
• Where should we focus priority attention to achieve this vision?
  
Create Shared Values – Small group and large group consolidating, organising and naming of the values 
• Using the pre-work lists, participants will meet in small groups to consolidate their individual values into the top five most important values for the school in the future. As a large group, we will organise these small group items into a consolidated set of values for the whole group.
   
Action Plans – departmental groups work through a structured process
• Departmental groups will review current action plans 
• For next year, departments will identify:
• The “Victory” – completed accomplishment for next year 
• Assessment of current situation: strengths, weaknesses, potential benefits and dangers
• Commitments – description of the measurable, agreed upon goals
• Key Actions, responsibilities and target dates
  
Final Reflection – small group discussion and large group reports
• Key points from the departmental plans
• Areas of concern, areas of excitement
• Points of connection between department plans
• Most important actions to move forward to achieve the vision
• Action Plan for Development
   
 

  
  
 

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