Leadership Course Offering

Executive Summary:

A high functioning Team requires three components; intimacy, relevance and measurability agreed to by the team. Gaining proficiency in these three areas produces higher employee engagement, satisfaction and retention.

Intimacy is knowledge and relationship at a level that allows team members to fully understand approach and content in conversation as if they were speaking and listening from the other person’s perspective. Communication effectiveness grows exponentially when this is achieved.

Relevance is the understanding of the importance of job and task for the employee, the executive/owner’s family and the community. The employee knows, sees and feels who and how their job impacts on a local, national and global level. The team understands and embraces company direction and goals universally.

Measurability is beyond the intrinsic or obvious traditional requirements of the job description; and includes creative quantification of satisfaction, happiness, and personal and team validation. Goals are set and measured throughout the learning cycle.

2Eagles Training uses Patrick Lencioni’s three principles to insure a firm foundation of operation. Working through these three foundations insures synergy, cohesiveness and effectiveness.

Servant Leadership is also fundamental to the development of highly effective leaders and leadership teams. Using the time proven research and practices of John Maxwell for serving; and the work of Steven Covey for trust and effectiveness insures that trust, respect and looking out for each other, and for each other’s teams, becomes a simple daily repeatable enjoyable task.

The quintessential work of Dr. Terry Anderson’s Book, Transforming Leadership is also woven into the work of 2Eagles for team training. True leadership is the most valuable commodity in the world- yet few really know how to attain it. Transforming Leadership introduces a new style of leadership-one that blends effective business practices with compassion and awareness-to help today’s leaders develop and build what Anderson calls a “leadership organization” that will flourish in our ever-changing global marketplace.

5 modules are offered at a cost of  2,350 dollars/module/individual.

2Eagles Consulting seeks to bring teams together with deeper trust, transparency and the pursuit of truth in every conversation and transaction. Teams with these attributes in place move fast and achieve much!

2Eagles Leadership Development Training

The Ladder of Success and the Inter-Relationship of each Progression

(END)  5.Effective learning organizations build healthy communities.

4.High performance teams build successful learning organizations.

3.Effective team leaders build high-performance teams.

2.interpersonal development builds effective team members and leaders.

(START) 1.Self-Leadership leads to individual and team success.

Five Steps to go from Good to Great:

Each module includes team meetings and educational sessions to clarify goals, outcomes and progress towards completion of the five cumulative “rungs” of the 2Eagles ladder of leadership development.

The team will spend up to 8 weeks in each module in didactic and interactive sessions that includes power point presentations, and learning/exploratory/interactive exercises to incorporate the fundamental points of the module.

Self-Leadership leads to individual and team successes

         “The higher the self awareness – the stronger the leader.” MKL

  1. The learning goal is to develop a manager/leader that is self-aware (understands who they are and what strengths and skills that they possess and are skilled at using their natural strengths. The manager is motivated, understands and embraces the organizational targets. The manager/leader owns these targets, and uses the appropriate language. WE/not they. US/not them. OURS/not theirs.

Training/education takes place during the first two months of the curriculum. The team meets together for education in their personal operating system as well as each other’s unique approach to company goals and assigned tasks.

The Personal Style Indicator (PSI) is a powerful communication and learning tool. This assessment scores natural preferences towards time, people, tasks, and situations. Participants identify their specific PSI style pattern(s), which assists them to instantly understand their strengths and potential challenges so they can be more effective at work.

Resource list:

PSI/LSI

The Four Agreements

The Happiness Advantage

Transformational Leadership

There may be opportunity for a Leadership 360 evaluation during this learning module.

Personal and interpersonal development builds effective team members and leaders

Teams fail because they don’t understand each other and they don’t communicate.” MKL

  1. The manager develops superior communication skills and awareness of others and their communication styles to open up every possibility for high-level outcomes. The manager understands and uses each individual team member’s language because he/she is fully aware of each of the team’s strengths and skills. Team members are valued for their strengths and skills and are valued for what they contribute naturally, not what they are missing. Training focuses on Leadership development. Manager’s direct reports will be included in some of the educational opportunities.

This two-month module includes both team learning/training and education on working with teams. Training will include respecting and using each other’s communication language, recognizing the key elements of a crucial conversation, and responding using the STATE model.

With crucial conversations skills the participant will learn to: prepare for high-stakes situations with a proven technique; transform anger and hurt feelings into powerful dialogue; make it safe to talk about almost anything; be persuasive, not abrasive; improve nearly every professional and personal relationship; and yield major professional improvements in areas like productivity, quality, safety, diversity, and change management.

Summary/Review: 30 multiple choice questions on manager/leader and EQ.

Resource list:

Style Shifting.

Assessing the Team using the PSI

Why Aren’t you more like Me? (book)

Transformational Leadership

Crucial Conversations

Effective team leaders build high-performance teams

     “If you don’t know where you’re going, any road will get you there.” (AIW)

  1. The manager/leader insures that team members are clear about their roles and responsibilities and know where they fit in and that they own their position on the team. She/he looks for gaps in performance and creates opportunity for staff to self identify and to develop personal plans for growth and development. The manager is up to date on annual performance appraisals and uses them as opportunities for discussion, interpersonal growth and as blueprints for staff development. Employees look forward to these assessments as an opportunity for personal reflection, affirmation from their manager, and time for positive dialogue.

Training and education focus on the executive/key team members and will involve learning conflict resolution strategies as well. Potentially there may be some soft mediation delivery/communication clarification as well. This module takes place over 2 months.

Resource list:

Who moved my cheese?

The Disney U introduction to the Key concepts: Safety/Courtesy/Show (on my game)/Efficiency

Twelve Management Lessons (Disney)

The Speed of Trust

Job Description and Role Definition.

Interview with Direct report.

360 assessments.

High Performance teams build successful learning organizations

     “Education at its highest level is more about unlearning rather than learning.” MKL

  1. The Leader/Manager ensures that each of their reports have the tools and education available to get better, learn more and expand their roles on the team. Each participant will know where they fit into the flow of the team and how they contribute to the daily tasks. They know how and why they are there. They know that they can continually explore new opportunities and develop new efficiencies in their day-to-day roles. When learning opportunities are identified, plans are developed to increase knowledge and to further training specific to current job roles with an opportunity for advancement. Training/Education in module 4 takes place over 2 months.

The Training/educational focus is on workshops for the functional teams with the manager learning and embracing their role as the key influencer of agenda and workshop content and goals

Summary Task: Complete the design and delivery of a team workshop/training session.

Resource list:

Team Building

Johari Window Workshop

Good to Great workshop

Effective learning organizations build healthy communities

    “A good job is more than just a paycheque. A good job fosters independence and discipline, and contributes to the health of a community. Every successful individual knows that his or her achievement depends on a community of persons working together.” (Paul Ryan)

  1. Daily job responsibilities are only a part of the make up of an employee. Team members become defined uniquely by who they are at home, at play and at work. Team members are highly valued in in their communities and are “above reproach”. Employees know their manager, love the company, and their team values them. They enjoy going to work, and easily maintain an excellent life/work balance. The Training/Education focuses on Team and individual evaluation and goal/role setting by manager/HR director/Trainer.

The 5 modules and all goals are visited for completion and satisfaction levels. Future planning integrates individual and team goals and the development of effective accountability tools. Training takes place over 2 months.

Future planning for each participant  is compiled and any additional Training/Educational requirements are negotiated.

Resource list:

Crucial Conversations

The Four agreements

Good to Great

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