We do projects to make change.  Yet, change will not occur without leadership, and leaders are rare.  Leaders make others want to do what the leader wants done.  Leaders cause ordinary people to achieve extraordinary things.  Managing is not the same as leading, and titles do not make leaders.  Seminars can teach you to manage, but they cannot teach you to be a leader.  Rather, making a leader takes special techniques—such as our personal development clinics—that can change deep-seated behaviors learned over a lifetime.   However, since clinics usually last about ten weeks, this mini-clinic was devised as a more convenient alternative.  This format places responsibility upon the participant to carry out an extended informal follow-on program after completion of the formal seminar workshop session.  During the follow-on period, the participant uses time-condensed methods that simulate the lifetime learning which makes a leader.  Therefore, commitment to carrying out these exercises is essential for successful transformation.

Participants will learn:

Leadership characteristics and practices that are essential for project and personal success.

Differences between management and leadership, how they conflict, and why leaders are so rare. Behaviors leaders use to influence others, up and down, to want to do what the leader wants them to do, Special techniques personal development clinics use to change lifetime learning and make leaders. How to employ those special techniques in a follow-on mini-clinic to develop the leadership skills they need to make their projects successful.

WHO SHOULD ATTEND:  This course has been designed for business and systems professionals who want to improve their ability to lead and influence other people.

Outline

LEADERSHIP CHARACTERISTICS & ROLE

How leadership looks and feels

Management vs. leadership

Leadership components of project success

Basic leadership practices; power sources

Real change leaders in organizations

TEAMS AND LEADERSHIP

Everyone feels leadership is lacking

Everyone thinks s/he is a leader

Results, not actions or intent

Workgroups, teams, and leaders

Situational leadership styles

Coaching and sports analogies to projects

INSPIRING AND MOTIVATING

Gaining commitment to project success

Communicating that influences others

Addressing negativism and groupthink

Conscious and unconscious messages

Greatest management principle

Hierarchy of needs effects on projects

Hygiene factors vs. motivators

Helping project players get their rewards

Influencing up and down without authority

Inspiring the extra efforts projects need

Energizing the project team

SHARED VISIONS

Relating values and vision to projects

Getting others to embrace one’s vision

Developing a motivating project vision

WHERE AND HOW LEADERS ARE MADE

Born or made?  How do we know?

Habits of thought that affect project success

Overcoming self-limiting lifetime learning

Leader’s critical success factors

Traditional education doesn’t make leaders

Special way—personal development clinics

SETTING AND ACCOMPLISHING GOALS

S.M.A.R.T. goals for self and project

Action plans to achieve your goals

Visualizing and emotionalizing

DEFINING THE FOLLOW-ON PROGRAM

Clarifying project leadership objectives

Breaking into prioritized subgoals

Establishing rewarding daily achievements

Special techniques to change habits

CARRYING OUT THE MINI-CLINIC

Working with a follow-up support structure

Mapping results regularly to goals

Objectively recording leadership changes

Self-leadership through the process

Decision (Run/Cancel) Date for this Course is Friday, Nov. 10, 2006

Course Fee Schedule:

On-line Registration and Payment

On-line registration for this course is closed. If you would like to register for this course, you may do so by calling 781-245-5405 or you may register at the Holiday Inn Select, 15 Middlesex Canal Park Road, Woburn, MA on Tuesday, November 21, between 8:15AM – 8:30AM

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Maintained by R M Stelting

Updated Thursday August 16, 2007