Managing Self and OthersAnglia Ruskin University
Price on request
- Cambridge (England)
What you'll learn on the course
Being prepared and able to have effective tricky conversations is a key skill of managing ourselves and bringing about improvement in our workplace. This two-day workshop explores several aspects of having 'difficult' conversations - ideal if you want to find better ways to do your job and deliver services.
This two-day programme will help you manage yourself and work with others more smoothly, clearly and productively.Day 1 - Having tricky conversations
Everyone in their working lives, at some time or another, has to have a conversation that is challenging or difficult. This may be with those who we manage, or colleagues, managers or bosses. Being prepared and able to have effective tricky conversations is a key skill of managing ourselves and bringing about improvement in the workplace system and climate.
This interactive workshop explores several aspects of having 'difficult' conversations, including how we resource and manage ourselves, how to have authoritative interpersonal conversations, assertion skills, and tactical influencing - how can we best tailor messages to particular individuals. The workshop is for people who want to find better ways to do their job and deliver their services.
To equip participants to have their difficult conversations sooner, and more effectively.
- Review participants’ tricky conversations
- Consider the different components that make up an effective conversation; context, self, others, and system
- Examine each component in detail
- Explore practical techniques
- Action plan
- Tricky conversations – what are they and when do they need to happen?
- Levels of influence
- Risks and benefits, drivers and obstacles to effective conversations
- Tactical influencing
- Assertion and authority
Band 5 and 6 nurses are at the start of their leadership experience. It can be challenging, energising, demanding and fulfilling. This interactive workshop focuses on the practical aspects of leadership, examining how to manage both the work and the people effectively. We will examine the importance of using reflection as a leadership resource, the crucial role of team purpose and identity, how to manage a shift, and how to motivate people, building trust and team cooperation and modelling good leadership.
To equip participants with to have their tricky conversations sooner, and more effectively.
- Review participants’ management and leadership responsibilities
- Examine the Band 5 and 6 role: what is essential, what is desirable, what are the role responsibilities and accountabilities?
- Styles of leadership; what do you need and when do you need it?
- Explore the evidence on effective teams
- Consider basic service improvement tools and techniques
- Discuss development, delegation and accountability
- Examine supporting teams through change
- Action plan
- Management vs leadership; similarities and differences
- Leadership styles
- Stakeholder mapping
- Bands 5 and 6 management role: definitions, rights and responsibilities
- Creating effective teams
- What is service improvement? How do we do it?
- The change curve and the right interventions at each stage
- Effective teamwork: the research and what it means for leaders