Be the Manager Your Employees Want to FollowPRE-SEMINAR ACTIVITY

DISCLAIMER: Purchasers, readers, or users of this course agree to be bound by the following terms: Information contained in this course has been obtained by Pryor Learning Solutions from sources believed to be reliable. The subject is constantly evolving, and the information provided is not exhaustive. The advice and strategies contained should not be used as a substitute for consulting with a qualified professional where professional assistance is required or appropriate, or where there may be any risk to health or property. In no event will Pryor Learning Solutions or any of its respective affiliates, distributors, employees, agents, content contributors, or licensors be liable or responsible for damages including direct, indirect, special, consequential, incidental, punitive, exemplary losses, or damages and expenses including business interruption, loss of profits, lost business, or lost savings. For purposes of illustrating the concepts and techniques described in this course, the author has created fictitious names; mailing, e-mail, and internet addresses; phone numbers and fax numbers; and similar information. Any resemblance of this fictitious data that is similar to an actual person or organization is unintentional and purely coincidental.

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Welcome to Pryor Learning Solutions!We look forward to having you at our “Be the Manager Your Employees Want to Follow” seminar! These Pre-Seminar Worksheets will help you start thinking about the seminar topic before you arrive at the training. Walking through these exercises in advance will help you apply the training content more effectively, which will in turn, facilitate your action planning after the seminar.

Leadership Assessment: The Three-Legged Stool Consider the following three categories in our “Three-Legged Stool” methodology for employee engagement. Think of a leader who you admire and think about yourself. What behaviors do you see in the other leader and in yourself that effectively elevate employee performance in these three areas?

Leadership Dimensions Example of What I Admire In The Other Leader

Example of What I Do That Engages Employees

CompetenceDoes job wellRationalDecisions based on factsGood "business sense"Know the competitive marketLow ego attachment

GoodwillKind and HelpfulNot all about the numbersOutwardly value othersFriendly to allA willing resourceServe and guide

Integrity MoralHonestFairTrustworthyHonor your wordPredictable

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In each quadrant below, write down examples of actions you take to show this type of leadership:

Relating and Teamwork

Directing and Organizing

Inspiring and Meaning

Visioning and Excellence

Intuiting

Feel

ing

Thinking

Sensing

Self-Assessment: Discover Your Leadership Style

We each have a preferred leadership style, though we adapt to the situation at hand. Look at the two choices on each line and check the one that better describes your daily leadership approach. Add up the checks to see which you prefer for each set.

Decide based on their own and others’ feelings Decide based on logic

Freely display and value emotions Cautiously display and underplay emotions

Want to please Want what’s just and fair

Value harmony Value getting the job done

Influence others with persuasion Influence others with logic

Total: Feeling Preferences Total: Thinking Preferences

Practical, pragmatic, realistic Innovative, creative, dreamers

Focus on the here and now Focus on the future

Logical and linear Abstract and theoretical

Trust experience and proven methods Trust subconscious “sixth sense”

Value accuracy and common sense Value hunches more than data and details

Total: Sensing Preferences Total: Intuiting Preferences

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Self-Assessment: An Employee Engagement Experience

Think of a time when an employee you supervised or worked with appeared to not be engaged. Write down responses to the following to help you analyze that experience. In the training, consider what skills you would like to develop to better engage employees.

Summary of Situation (Who was disengaged, the person’s relationship to you): _________________________________________________________________

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What behaviors indicated the person was disengaged? ___________________________________________________________________________________________________

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What did you do well in the situation? What do you wish you had done differently? __________________________________________________________

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What skills do you want to develop to effectively promote employee engagement? __________________________________________________________

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Tips for Maximizing Your Seminar Time As you prepare for the seminar, consider these tips to maximize the impact of your learning:

• Be honest with yourself and others. In this seminar, we will focus on leadership skills and ways that leaders both encourage and detract from employee engagement. This seminar provides a comfortable space to share your strengths and weaknesses – stay open to the feedback and provide it constructively to others.

• Respect Confidentiality. Seminar participants may share examples of disengaged employees or poor performers. It’s a small world, so please commit to keeping the discussion confidential.

• Be present. We know it can be hard to be away from the office. Do your best to turn off your cell phone and stay away from work email when you are at the seminar. Take the time to invest in yourself – it will pay off later!

• Focus on action planning. What tangible actions or steps can you take to improve your communication with others? Developing specific action plans will help make the training stick.