Engaged Leadership Course

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Leadership

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Intermediate

About Engaged Leadership Course

Module 1: Fundamentals for Leadership Success

MODULE 1

This section will help you learn the fundamentals of leadership and management success. By the end of this module, you will understand how your personality impacts your natural tendencies to lead and manage. From here, you can better identify where and how you want to improve your skills.

Chapter 1: Foundations of Leadership understanding mindsets and motivations

18 lessons

This lesson will give you an overview of the Engaged Leadership Course.

To ensure that you get the most value from this course, we must begin your journey with two assessments. These assessments consider your unique characteristics, making this course actionable to you while also deepening your learning and growth in the process. After you complete both assessments, you’ll be able to start the course video lessons with the insight necessary to inspire and sustain you as you journey through each module, maximizing your strengths and minimizing your weaknesses. In this first lesson video, let’s step out of our own shoes for a moment. We'll talk about increasing engagement and emotional intelligence by using self-awareness and looking at yourself from different perspectives.

Session 1B: Why Should we Consider Behaviors

What behavior do you show to the world? Behavior is on display for everyone to see. In this lesson, we'll introduce our behaviors' significance in both general communication and one's comfort or preferences in communication.

Session 1C: Behaviors

Let's delve deeper into how and why we act. Set behaviors are not typically something that changes without a significant life experience or even trauma. In this lesson, we will help you begin to understand and master the behaviors you have been given to maximize your leadership potential.

Session 1D: Understanding High Dominance

This lesson is about dominance. Examining and understanding dominance will provide powerful insight into how you approach and respond to problems, challenges, and exercise power.

Session 1E: Understanding High Influence

This lesson introduces influence. Grasping the concept of influence is an invaluable tool that will impact how you interact with—and attempt to influence others to your point of view.

Session 1F: Understanding High Steady

What does it mean to be steady? We'll recognize and discuss in this lesson how our steadiness may lead us to respond to our environment's changes and pace.

Session 1G: Understanding High Compliance

How do you respond to authority? Understanding the latter will require analyzing compliance. This lesson will provide personal insight into your compliance and how you typically react to the rules and procedures set by others.

Session 1H: Application of Behaviors

In this lesson of application, we take the time to consider individuals in a workplace environment through descriptions of their actions and reactions. You will be asked to provide input on what behavior they display and why you chose that. In the end, we will review what we learned so far in the first 8 lessons.

Session 1I: Mindset and Behavior: What’s the Difference?

Whether family-based or societal-based, every culture will have a significant impact on the individual and their identity as a leader/manager. Our learned priorities are what moderate or intensify our behaviors. This lesson will cover why understanding our "learned mindset" is so important as it allows very different people to work together amicably.

Session 1J: Objective Mindsets

We all know highly objective people. They tend to be the thinkers rather than the feelers. We will focus on objective individuals in this lesson and examine how they categorize problems, rely on "measurables," and separate decisions from feelings

Session 1K: Subjective Mindsets

On the other side of the coin, I'm sure you've known highly subjective people—they rely more on feelings than observations. So we will focus on subjective individuals in this lesson, how a cause or passion for something often drives them, and how they care deeply about their surroundings and ideals.

Session 1L: Belief Mindsets

From mindset, we have our beliefs. Our beliefs govern the way we interact and communicate with others. Beliefs shape the responsibilities we feel toward ourselves and the world around us; they can be deeply rooted. In this lesson, we'll learn how belief mindsets can both give us a sense of foundation and basis on which to make decisions but also bias our actions.

Session 1M: Application of Mindsets

In this lesson, we take the time to consider individuals in a workplace environment through descriptions of their observed priorities. You will be asked to provide input on what behavior they display and why you chose that. In the end, we will review what you have learned about mindset observation.

Session 1N: Introduction to Motivations

Unlike the behaviors and mindsets, which are "value-neutral," motivations can be good or bad. More specifically, motivations can lead you to be either productive or counterproductive. So this lesson isn't about work productivity as much as it's about whether you are responding to events in ways that end up helping or hurting you.

Session 1O: Sections of the QMQ

The quality of motivation questionnaire (QMQ) is the world’s most validated and in-depth motivational assessment; It's used identify employee motivation and help them drive success. This lesson focuses on understanding how the QMQ works, and each of the five sections of the assessment will be reviewed so that you can better understand and apply the information.

Session 1P: Motivations Application

This lesson will be applying what you've learned about personal motivations. We will describe an individual and their reactions and ask you to communicate the source of their motivations, what kind of rewards they are seeking, and how they would generally tend to approach this process.

Session 1Q: Exercise One

This lesson brings together all you've learned so far about mindsets and motivations into one exercise. The goal of this lesson is to help you unravel and better understand the complexness of other individuals. You'll see how to make this process of understanding work, even with the most challenging individuals.

Chapter 2: The Science of Leadership

11 lessons

Session 2A: The Science of Leadership Intro

In this first lesson focusing on the topic “The Science of Leadership,” we will first bring your attention to how our personalities shape the kind of leaders we will become.

Session 2B: Are Leaders Born or Made?

Is there such a thing as a born leader? In this lesson, we will study how your personality may impact those beliefs.

Session 2C: The Essentials of Leadership

Is there a recipe for leadership? Experts have boiled leadership down into four essential ingredients that measure an individual's motivations. This lesson will help you understand each leadership ingredient and how it can be deployed to improve your leadership capacity.

Session 2D: Exercise One

In the first part of this two-part exercise, we use graphical analysis to identify which leadership skills impact one's leadership and management style.

Session 2E: Exercise Two

In the second part of this two-part exercise, we use further graphical analysis to identify which leadership skills impact one's leadership and management style.

Session 2F: Applying Motivations

In this lesson, we’ll explore the motivation-influenced skill of ambition. Understanding your general motivations that are both productive and counterproductive to leadership, will allow you to chart a pathway to success - uniquely your own.

Session 2G: Essentials of Leadership- Accountability

In this lesson, we discuss the skill of accountability. Understanding your motivations relating to both productive and counterproductive accountability to leadership will allow you to chart a pathway to success - uniquely your own.

Session 2H: Essentials of Leadership- Awareness

Awareness is a necessary skill of leadership. Understanding your motivations relating to leadership awareness that is both productive and counterproductive to leadership, will allow you to chart a pathway to success - uniquely your own.

Session 2I: Essentials of Leadership- Agility

Let's discuss the skill of agility. Understanding your motivations relating to both productive and counterproductive accountability with leadership will allow you to chart a pathway to success - uniquely your own.

Session 2J: Leadership vs. Management

In both leadership and management roles, situations and circumstances will require you to be BOTH a leader AND a manager regardless of your actual title. This lesson will discuss how to be flexible in your skillset and feel confident acting in both roles.

Session 2K: Final Exercise

In this exercise concluding “The Science of Leadership,” we will illustrate how certain measurable characteristics may provide insight into valuable data and also accelerate your capacity as a leader and manager through graphical analysis.

Chapter 3: Redefining your Skills

10 lessons

Session 3A: Redefining your Leadership and Management skills

Many of us may have found either leadership OR management much easier to work with than the other. Nevertheless, this lesson will further discuss why we must practice both, no matter the size of our company or our actual role.

Session 3B: What are your natural inclinations

This lesson will assist you in analyzing your—or others' natural inclinations. By simply entering your scores (or a team member's scores) into our score matrix, you will be able to understand both yours and their natural tendencies quickly.

Session 3C: You as a Leader and Manager – Opening Exercise

Which aspects of your job are more leadership-oriented, and which ones require management skills? This lesson contains an exercise to check out the necessary skills needed for your role.

Session 3D: Discussing you as a Leader and Manager

You now know how your belief mindsets dictate how your leadership—or management style, is perceived by others. In this lesson, we further discuss you as a leader and manager before we conclude the analysis of inclination and necessary skillset to focus on talents.

Session 3E: Using Your Teams Talents Exercise

We're now moving on to talents, starting with the first of the four Team Talent exercises. The first exercise in this lesson will provide you with insight into how to help both a leader manage and a manager lead through adaptation.

Session 3F: Using Your Teams Talents Exercise Two

This lesson contains Team Talents Exercise Two for you to learn more about helping a leader adapt to managing and a manager adapt to leading.

Session 3G: Using Your Teams Talents Exercise Three

This lesson contains Team Talents Exercise Three for you to learn more about helping a leader adapt to managing and a manager adapt to leading.

Session 3H: Using Your Teams Talents Exercise Four

This lesson contains the fourth and final Team Talents exercise to conclude learning about helping a leader adapt to managing and a manager adapt to leading.

Session 3I: Interactional Leadership and Management

This lesson defines the skills necessary to take your previously learned leadership and management skills to the next level.

Session 3J: Reflection Exercise

In this reflection exercise, we will go through an example that helps us apply what we have learned about redefining our skills.

Chapter 4: Clear Communication

12 lessons

Session 4A: Introduction

Let's talk about Leading and managing requires that your team has clarity and understands your direction—and that's your responsibility. In this lesson, we will introduce the lessons that will discuss how to manage your responsibility as a leader in the best possible way.

Session 4B: Clear and Confident Communication

Based on Harvard studies, we will identify in this lesson the benefits of improving your communication and what the payoff will look like to you, your team, and the organization.

Session 4C: Communication Mismatch

The problem most of us encounter is that humans are not very good at understanding one another. This lesson will provide specific areas to which you should pay attention to avoid needless communication clashes.

Session 4D: Finding the Right Words Exercise One

In this four-exercise series on finding the right words, we will focus on honing the messages you communicate. The first step of honing your messages is understanding the communication styles of different people you interact with.

Session 4E: Finding the Right Words Exercise Two

In this second exercise, we'll illustrate a leadership/management style to help you see how our previous lessons have prepared you for success.

Session 4F: Finding the Right Words Exercise Three

This third exercise will illustrate yet another leadership/management style to help you see how our previous lessons have prepared you for success.

Session 4G: Finding the Right Words Exercise Four

In this fourth and final exercise within the series, we'll illustrate a third additional leadership/management style to help you see how our previous lessons have prepared you for success.

Session 4H: Finding the Right Words Summary

In this lesson, we've provided you with a "cheat sheet" that will help you use the information you learned to meet each communication challenge with just the right approach.

Session 4I: Fighting Words

What are fighting words? This lesson will identify how different behaviors and mindsets will bristle when certain words are used. Once you've learned what those "fighting words" are, you'll be able to avoid them and achieve clarity in your interactions.

Session 4J: Framing Your Message

As you've learned, figuring out the words to use is the first crucial step in becoming an expert communicator. This lesson focuses on the next vital step in the communication process, which is organizing and framing your message

Session 4K: Exercise and Application

In this exercise, we will focus on making your message clear and concise.

Session 4L: Where are we going next?

Want each message to become even more powerful? We will illustrate how to make that happen in this lesson's discussion.

Module 2: Bringing Others Into a “Safe Place to Succeed”

MODULE 2

This section is all about recognizing the nitty-gritty self-work necessary to become a more engaging leader. At the beginning of each chapter within this module, you will find a valuable opportunity to learn more about yourself as an individual and a leader with our Trust, Response to Conflict, and Coachability Assessments. We will then teach you how to build team member trust, better handle conflict, and provide feedback to motivate others to greatness.

Chapter 1: Trust

12 lessons

Session 5: Trustworthiness Index Intro

This introductory lesson will acquaint you with our next topic, trustworthiness—and our Trustworthiness Index.

Session 5A: Trust

This lesson will focus on how your mindsets and behavioral types can either help or hinder your ability to build trust with others.

Session 5B: The Essentials of Trust

This lesson is about Trust 101. What are the key elements that will help you to build trust with just about anyone? Each of your interpersonal, intrapersonal, and application skills are critical to this process of building trust!

Session 5C: Transparency

When leaders are transparent, they help employees see that they themselves may have also made the same decision if they were in the leader’s shoes. In addition, transparency demonstrates that a leader is candid and free of pretense, as you will see in this lesson.

Session 5D: Relatability

Whereas many other trust-building skills are about getting people to trust your mind, relatability is about showing them that they can trust your heart. This lesson focuses on that fact and narrows down how you can get there with your peers.

Session 5E: Relatability Discussion

In this discussion, we will provide a real-life example of how to be more relatable to others.

Session 5F: Discussion about Assessments

In this lesson, we take a quick break to help you understand how the Trust Assessment and other assessments can help you maximize your leadership skills.

Session 5G: Predictability

This lesson is about predictability, or rather, your predictability. You are predictable when you are the same, decent person to your employees, day-in and day-out. This consistency creates stability in both your leadership and the way that others view you.

Session 5H: Feasibility

Let's discuss feasibility within your leadership. People are only willing to trust a leader once based on a big dream; And if the plan doesn't pan out, they will learn to be skeptical of your "big ideas" in the future.

Session 5I: Empowerment

How can leaders empower others? Empowerment is about increasing your employees' autonomy and self-determination, both personally and within their community.

Session 5J: Skills Application

This lesson will illustrate how to build trust with a unique personality that may not normally merit inherent trustworthiness.

Session 5K: Trust Building Skills Quick Concepts

This lesson will provide you with quick and easy-to-learn skills that will help you build your team's trust to conclude Module 5.

Chapter 2: Response to Conflict

17 lessons

Session 6: Response to Conflict Assessment Introduction

If your team trusts you, then you can build a deeper relationship WITH conflict. In this lesson, we are going to acquaint you with the importance of the Conflict Assessment. This assessment will help you to understand how the mind works when confronted with conflict.

Session 6A: Conflict Introduction

Our goal is to help you see conflict as being constructive —not destructive. To do so, in this lesson, we must first take stock of our preexisting attitudes toward these formative events.

Session 6B: Conflict Conundrum

Why is conflict considered such a problem for most people? In this lesson, we will explore how to shift your current mindset and rethink conflict's value.

Session 6C: Thinking About Conflict

In this lesson, we'll consider multiple opinions on the approaches and results of conflict.

Session 6D: Conflict Assumptions- True or False

In this lesson, we will present common mindsets relating to how conflict is viewed and the reality of whether these beliefs are true or false.

Session 6E: The Vital Importance of Conflict

When diverse groups of people must work together, conflict is bound to arise—at least of the minor sort. This lesson will examine the vital importance of conflict in learning how to better work together with others.

Session 6F: Why is Conflict So Important

Without diversity, teams would lack important perspectives and unique areas of expertise, with problems arising that are generally not visible—until it's too late.

Session 6G: How We Respond to Conflict

In this lesson, we will examine our responses to conflict. Just as people are different in behaviors and cultural mindsets, they also have different reactions to conflict.

Session 6H: Response Styles

This lesson delves deeper into our responses to conflict by breaking our responses down into definable Response Styles. We can define these Response Styles in terms of "Who wins, and who loses?"

Session 6I: Conflict Styles Revealed

This lesson focuses on understanding how you can better use conflict to your advantage, regardless of your personality.

Session 6J: Should I Always Be a Collaborative Partner?

When we face conflict, should we always try to make sure everyone wins? Is it reasonable?

Session 6K: Choosing a Style Situationally

Now that we've discussed the various response styles, how should we respond to conflict? It all depends on the specifics of a situation! We'll discuss those specifics within this lesson.

Session 6L: Benefits of Being a Collaborative Partner

This lesson answers the question: "why collaborate?" When we act as collaborative partners, we can find resolutions to a conflict that often improve both the strength and productivity of a relationship

Session 6M: The Conflict Continuum

This lesson poses an idea of The Conflict Continuum. Remember that by the time an outburst or discussion begins, the reason for conflict has been happening long beforehand.

Session 6N: Becoming a Collaborative Partner

This lesson breaks down: "how do you collaborate?" Although each conflict response style has its strengths, it is essential to approach it from the standpoint of a collaborative partner.

Session 6O: Becoming a Collaborative Partner Exercise

In this exercise, we will use customer service employee named Erica as an example of how to become more collaborative.

Session 6P: Application

In this lesson, we go through and apply what we have learned about conflict, various response styles, and collaboration.

Chapter 3: Feedback

11 lessons

Session 7: Coachability Assessment Introduction

This lesson introduces the topic of Coachability and the Coachability Assessment. If we can identify how leaders and team members can achieve their objectives, your feedback's value instantly multiplies, and both parties will win.

Session 7A: Giving and Receiving Feedback

This lesson focuses on the mutual gains of feedback. Feedback will help leaders achieve performance gains, but it can also strengthen the bond of trust between the giver and receiver.

Session 7B: The Need for Feedback

Feedback is essential to meeting both the leader's and team members' growth and development. In this lesson, we'll explore how both leaders and team members can avoid approaching feedback improperly.

Session 7C: Approaching Feedback Properly

Now that we've learned what-not-to-do concerning feedback, let's talk about what we should be doing as leaders.

Session 7D: Truth Triggers

What are the mental triggers that can thwart what is intended to be positive feedback? In this lesson, those mental triggers will be both revealed and discussed.

Session 7E: Feedback Skill Sets

In this lesson, we will identify the three fundamental skills necessary to approach feedback as a leader.

Session 7F: Feedback Reaction vs Response

This lesson will be about recognizing the opportunities for learning in the feedback process.

Session 7G: Approaching Feedback for Career Development

If handled properly, Feedback can help your career. In this lesson, we will provide you with the four elements of making feedback work for you.

Session 7H: When to Give Feedback

When should you give feedback? We'll provide you with the three best moments to provide feedback within this lesson.

Session 7I: Keys to Being Steady and Supportive

As a leader, the way you approach feedback with your team is critical. This lesson contains three tips to help you master the feedback process.

Session 7J: Application Exercise

In this final lesson on Coachability, we'll help you apply what you've learned using a feedback example where you will identify what works best.

Module 3: Transferring Your Skills to Others

MODULE 3

This section looks outwards at those around you: How can you empower and encourage others? Every leader needs people on whom they can depend. In this session, you will learn how to develop "up and comers" with the skills they need to establish the integrity and charisma necessary to succeed in their role. We will also cover topics such as: becoming more present, exuding warmth to others, and empathy.

Chapter 1 : Integrity

12 lessons

Session 8A: Integrity Introduction

All aspects of integrity can be learned, and all are necessary to ensure that your employees have confidence in you. In this lesson, we introduce Module 3 and the lesson series of Integrity.

Session 8B: Integrity’s Value to the Organization

This lesson will go through the value of integrity to your organization. When you have integrity, people are attracted to you and put their confidence in you and your organization attracting staff, customers, and investors.

Session 8C: What Integrity is and is not

This lesson is all about Integrity 101. Integrity has a few key components; Depending on your behaviors and mindsets, some features will come more easily to you than others.

Session 8D: Integrity’s Growth Mindset Exercise

This lesson is an exercise of relating your integrity to your mindset. Leaders and managers with high levels of integrity operate in a constant learning mode marked by a "growth mindset" instead of a "fixed mindset."

Session 8E: Integrity’s Proper Perspective

This lesson will show you how you can perceive your integrity. Integrity is not merely reflective. It requires understanding how you fit in your organization and among the people around you.

Session 8F: Integrity’s Proper Perspective Exercise

In this exercise, we'll apply what we learned so far about integrity to an actual work-life situation.

Session 8G: Integrity Means Keeping Your Promises

This lesson will guide you through analyzing those with high integrity. High-integrity leaders will be open and honest about what they know, what they don't know, and what they can and cannot control.

Session 8H: Integrity Means Being Honest

Honesty is about making sure your words are in line with the truth. This lesson aims to show you how honesty means giving candid feedback as opposed to avoiding the tough talks.

Session 8I: Keeping Your Promises and Being Honest Exercise

Keeping promises and being honest are often thought of as the same thing—indeed, they overlap a lot, but there are some essential differences that we will discuss here in this lesson.

Session 8J: Doing the Right Thing and Being Consistent

In this lesson, we uncover why high-integrity leaders are not prone to taking shortcuts.

Session 8K: Putting Integrity into Practice

This lesson will provide you with a measured approach to help you build your integrity 40 times more than an alternative, unmeasured approach.

Session 8L: Integrity Exercise

In this exercise, we provide the example of Cathy and help you identify what she needs to build a more substantial level of integrity.

Chapter 2: Charisma

11 lessons

Session 9A: Charisma Introduction

In this lesson, we will introduce the lesson series topic of Charisma. Charisma is a psychologically distinct phenomenon that refers to the degree to which people are attracted to you. Most people want to be around charismatic people.

Session 9B: What Drives Charisma

In this lesson, we will detail the three distinct concepts that define and describe charisma.

Session 9C: Ancestral Instincts

This lesson looks back at our ancestors. Since the beginning of time, people have sought to follow people who cared, were attentive, and were capable.

Session 9D: Where Does Charisma Come From?

We will further break down the three characteristics of charisma, in this lesson, and how those characteristics can be used to increase your appeal.

Session 9E: Fostering Internal Power

This lesson will discuss establishing internal power by being confident that you are doing the right thing for the right reasons.

Session 9F: Fostering a Sense of Internal Power Exercise

In this lesson exercise, we will provide a physical and visual image of improving your own internal power.

Session 9G: Demonstrating Warmth and Empathy

In this lesson on empathy, we will illustrate the three characteristics that help you demonstrate warmth to others.

Session 9H: Demonstrating Warmth and Empathy Exercise and Best Practices

This empathy exercise will provide you with the direction you need to maximize empathy in three approaches with practical examples.

Session 9I: Becoming Fully Present

In an age with more distractions than ever, how do you stay fully present? In this lesson, we will provide you with four examples that will show others that you are present in the moment alongside them.

Session 9J: Becoming Fully Present Exercise

This lesson exercise will provide you with a scenario to begin practicing applying what it takes to be fully present with your team members.

Session 9K: Personal Development Plan

The Personal Development Plan (introduced in the last lesson topic: Integrity) is now applied to strengthening your charisma in this lesson.

Module 4: Building Engagement and Organizational Wellness

MODULE 4

Did you know that effective leadership and management are as much about fostering collaboration as they are about finding good employees? Therefore, every leader needs a pathway to begin inspiring engagement within their workplace. This section will teach you how to apply six essential collaboration skills that build organizational wellness--from individual and team approaches, to fulfill the organization's mission, vision, and values.

Chapter 1: Collaboration

16 lessons

Section 10 Introduction: Engagement that leads to Organizational Wellness

This Introductory lesson on Engagement will help you understand both the challenging and straightforward components of engagement through Gallup's research.

Session 10A: Collaborative Approaches

Did you know that effective leadership and management are as much about finding good people as they are about fostering collaboration? This lesson will kick off Module 4 with us examining helpful collaborative approaches.

Session 10B: Collaborative Myths 1 and 2

Fiction or fact? This lesson will explore the first two myths about collaboration and its extensive value.

Session 10C: Collaborative Myths 3 and 4

Fiction or fact? This lesson will explore the third and fourth myths about collaboration and its extensive value.

Session 10D: Collaborative Myths 5 and 6

Fiction or fact? This lesson will explore the last two myths about collaboration and its extensive value.

Session 10E: Embracing Constructive Struggling

Why is it that teams must struggle together to find success? In this lesson, we’ll delve into the importance of embracing the constructive struggle.

Session 10F: The Differences that Define Us

Personality clashes happen, right? During collaboration, struggles that occur are often due to personality differences. We’ll provide you with multiple examples of different personalities within this lesson to increase your collaboration understanding and effectiveness.

Session 10G: Subjective and Objective Collaboration Exercise

This lesson will give you the confidence and know-how to lead and manage both objective and subjective personalities in a way that maximizes their unique potential. You got this!

Session 10H: Collaboration Through Relatedness

Do you find relating to others difficult at times within the workplace? This lesson will shine a light onto how "relatedness" can improve collaboration and improve your teams' odds of success.

Session 10I: Collaboration Through Expression

How important is expression between manager or leader and employee? This lesson will give you some insight into how the concept of "expression" can improve collaboration and improve your teams' odds of success.

Session 10J: Collaboration Through Recognition

We love being recognized for the work that we do—it's natural as humans to seek positive affirmation from others. This lesson covers how "recognition" can improve collaboration and improve your teams' odds of success.

Session 10K: Collaboration Through Interpersonal Connection

Interpersonal connection is the connection between two or more individuals. Connectedness is an ever-important building block in the best of collaboration. In this lesson, we will examine how and why connection improves collaboration and your teams' odds of success.

Session 10L: Collaboration by Seeing the Facts

This lesson is sure to help you see all the facts—see what I did there? We’ll answer why "seeing the facts" in your workspace can improve collaboration and improve your teams' odds of success.

Session 10M: Collaboration through Hope for the Future

In this lesson on future hope, we’ll exemplify how being hopeful while looking forward can actually improve workplace collaboration and your teams' odds of success.

Session 10N: Collaboration Application

Have you ever witnessed clashes when different generations try to collaborate? Let’s navigate collaborating with generational differences in a workplace scenario where we’ll help out Terence, a managing partner at a law firm with 15 employees.

Session 10O: Collaboration Best Practices

Collaboration isn’t always easy; however, it doesn’t have to be miserable or ineffective. In this lesson we will wrap up the topic of collaboration; But remember, practicing collaboration shouldn’t end when this course topic ends—because we collaborate in the real world, we will leave you with The Six Collaboration Best Practices to continue honing and improving your collaboration skills today.

Chapter 2: Engagement

11 lessons

Session 11A: Engagement Introduction

This lesson focuses on, yes, you’ve guessed it: Engagement 101. Engagement—or getting employees to go "above and beyond" is not something you can manufacture, so, let’s talk about that.

Session 11B: Benefits of Engagement

This lesson will present to you exactly how engaged employees benefit a company's productivity, performance, and profitability.

Session 11C: The Good and Bad News about Engagement

Do you know that only 35 % of employees are truly engaged? It costs businesses big-time bucks! This lesson will cover both the good and bad news of workplace engagement.

Session 11D: Observing and Measuring engagement

In this lesson, we’ll illustrate the "bell curve" and how it translates into measuring engagement.

Session 11E: Cognition and Engagement

This lesson analyzes a negative mindset's impact on engagement. In cognition, "fixed mindsets" tend to keep using the wrong strategy when faced with a problem; When problem-solving fails, they disengage, thus impacting the team's performance.

Session 11F: Exercise for a Growth Mindset

So, we’ve covered a negative mindset—the fixed mindset, let's now meet on the other, the more positive side of the cognition coin. In this lesson, we will exemplify how a growth mindset can improve engagement.

Session 11G: The Workplace Engagement Challenge

How do employees ultimately become either engaged or not engaged? This lesson will show you how the actual engagement problem lies in your team members' mindsets—growth versus fixed.

Session 11H: Creating a Culture of Engagement

How does one inspire engagement in the workplace? This lesson illustrates you how creating a culture of engagement depends on the buy-in of those who were already "giving it their all;" after all, those individuals set the tone and influence others.

Session 11I: Bringing Your Team Members Together

In this lesson, we’ll present to you the four ways that you can start the engagement process with your team members today.

Session 11J: Application Exercise

This lesson contains a practical exercise about a man named Reggie. Reggie is an employee who is beloved by his peers, but found to be a challenge by his management. We’ll discuss how to help Reggie better engage the team by applying what we’ve learned thus far.

Session 11K: Engagement Best Practices

This lesson will focus on engagement best practices and give you some ideas to help implement your Employee Engagement plan.

Module 5: Becoming an Interactional Leader and Manager

MODULE 5

This section is about stepping out of your shoes to look at yourself from another perspective. What is it like to work for you? Where do you see your strengths and your need for improvement within your leadership? Through self-awareness, growth, and development, you can learn to maximize your potential and leave a lasting legacy with those you influence as they become future leaders themselves. Finally, you will also have the opportunity to hear from our live session group members as they share their own experiences, skill strengths, and improvements needed as leaders and managers.

Chapter 1: Your Legacy

13 lessons

Session 12A: Learning, Adjusting, and Leaving a Legacy

Have you ever thought about what it’s like to have yourself as a manager or leader? By looking at your unique personality makeup, we'll help you develop a sense of what it is like to work for you.

Session 12B: The Purpose of Self-Awareness

Research shows that high self-awareness results in greater confidence, creativity, stronger relationships, and better decisions. This lesson will be about discussing why 85 – 90% of leaders lack these self-awareness traits.

Session 12C: Using Data to Improve Self-Awareness

This lesson is on improving our self-awareness. Only once you know your behaviors and mindsets can you make the adjustments needed to become a top-flight leader and manager.

Session 12D: Awareness Debrief with Daniel

In this lesson, a professional tennis pro, Daniel, evaluates his skills as a leader and manager.

Session 12E: Awareness Debrief with Susan

In this lesson, a corporate executive assistant, Susan, evaluates her skills as a leader and manager.

Session 12F: Awareness Debrief with Dean

In this lesson, a CEO (services industry), Dean, evaluates his skills as a leader and manager.

Session 12G: Awareness Debrief with Sonny

In this lesson, a pharmacist, Sonny, evaluates his skills as a leader and manager.

Session 12H: Awareness Debrief with Jeff

In this lesson, a Senior VP of a multinational architectural firm, Jeff, evaluates his skills as a leader and manager.

Session 12I: Awareness Debrief with Sandra

In this lesson, a seasoned corporate consultant, Sandra, evaluates her skills as a leader and manager.

Session 12J: Awareness Debrief with Michael

In this lesson, a consultant and academic, Michael, evaluates his skills as a leader and manager.

Session 12K: Awareness Debrief with George

In this lesson, a seasoned corporate training executive, George, evaluates his skills as a leader and manager.

Session 12L: Self Awareness Group Exercise

In this lesson, our live session group tackles the process of self-regulation and self-awareness within an exercise.

Session 12M: Self Awareness in Team Relationships

In this course concluding lesson, our live session group shares their closing thoughts on fostering relationships that build engagement.

About the Teacher

Chuck Coker

For more than 30 years, Chuck has focused his career on people's development. He has implemented proprietary Personal Formation, Human Capital, Talent Management, and incentive-based programs across a broad scope of Fortune Companies, regional organizations, and educational institutions.


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