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Course: Day-to-Day Leadership that Gets Results

Day-to-Day Leadership that Gets Results

  • Life Time Access
  • Certificate on Completion
  • Access on Android and iOS App
About this Course

At the end of this course, you will be able to lead your team well… and to do so with confidence. 

You will be ready to take your place as an effective leader in your organization.

In this course, you’ll get over 30 modules, covering all the basics of how to lead people day-to-day. They apply equally whether you are working in a corporation, small business, not-for-profit or the public sector. And yes, this approach will also work well when leading community projects and in social settings.

This course is designed to be practical. 

At the end of this course, you’ll be able to:

  • Identify what each individual needs, to succeed in their role
  • Choose which one of your simple and effective leadership styles will work best
  • Apply day-to-day leadership with minimum friction and fuss
  • Set clear and easy-to-follow goals
  • Give motivating and developmental feedback
  • Apply your skills to leading your team as a whole team

Along the way, you’ll do six practice exercises that will test and develop your skills. 

So, by the end of the course, you’ll have transformed your ability to get results.

This course is designed for you if:

  • You are a new manager, supervisor or team leader
  • … or you hope to be
  • You have some experience, but need a refresher and some new tools
  • If you know you are good at your technical or functional role, but fear you have not had enough training in the craft of leadership
  • If you hope to succeed in leadership and want to make a rapid start
  • … and if you are unlikely to get all the support and advice that you want from your colleagues and your organization

If this sounds like you, and if you are ready to start succeeding as a leader, enroll now by clicking the button.  

I look forward to working with you.

Your Tutor: Dr Mike Clayton

Your tutor is Dr. Mike Clayton. As a senior manager at international consulting firm, Deloitte, Mike had to lead project staff, colleagues, and clients day-to-day. But more important, as a senior representative of his firm and a program leader, he needed to get the very best from everyone around him.

Now, as a trainer and facilitator, he has been applying what he learned and teaching it to others. This course represents 15 years' experience of what tools students find most helpful, and 25 years experience in business, managing and leading individuals and teams.

And What if you have questions? I will be on hand to answer your questions if you get stuck, puzzled, or just want to know more. As a professional trainer, this is what I do, and I promise to respond within 24 hours of your question arriving with me from Simpliv. 

Enroll Now Enroll for this course now, so you can start to lead people effectively, straight away.

Who is the target audience?

  • A new project manager, or project team leader
  • ...or someone who hopes to be a new project manager, or project team leader
  • You have some experience of Day-to-Day Leadership, but need a refresher and some new tools
  • You are good at your technical or functional role, but fear you have not had enough training in the craft of leadership
  • You hope to succeed in leadership and want to make a rapid start
  • … and if you are unlikely to get all the support and advice that you want from your colleagues and your organization
Basic knowledge
  • You won't need any tools or equipment to put these ideas into action
  • I recommend you print out the workbook and use it to record your exercises
  • ...so, you'll need a pen or pencil, I guess
What you will learn
  • Identify what each individual needs, to succeed in their role
  • Choose which one of your simple and effective leadership styles will work best
  • Apply day-to-day leadership with minimum friction and fuss
  • Set clear and easy-to-follow goals
  • Give motivating and developmental feedback
  • Apply your skills to leading your team as a whole team
Curriculum
Number of Lectures: 30
Total Duration: 01:40:09
Introduction to this Course
  • Introduction to Leadership Styles  

    Welcome to this course. In the lecture i'll tell you what to expect.

    Please do download the workbook attached to this lecture. You'll need it for the exercises and it also contains graphics from the course, and space for you to make notes. 

  • Exercise 1: What Concerns You Most about Leading Your People?  

    This is a practical course, and here is your first exercise to get you thinking about what you want to get from the program.

    Spend ten minutes thinking about what concerns you most, about leading your people.

    What are the challenges you face, day-to-day, in your leadership?

    Record your answers on page 2 of your workbook.

    You'll see my answers in the next lecture.

  • The Leadership Challenges before You  

    In this video, we'll reflect on Exercise 1, looking at the typical challenges people face in day-to-day leadership.

  • The Three Types of Leadership Model  

    There are many, many models of leadership, but they are all one of three types. So, we'll look at those three types and understand what each one does. I'll highlight the one we'll be focusing on, in this course.

Introduction to Situational Leadership
  • The Principle behind Situational Leadership  

    In this lecture, I'll establish the basic principle that we'll be working to throughout this course, and why it makes so much sense. For many people, this one insight alone is a game changer for their approach t leading people at work.

  • Exercise 2: Four People  

    Test out your Day-to-Day Leadership skills with these four mini-case studies.

    Read the four mini-case studies on page 5 of your workbook.

    Assess which of the four options you think is the most appropriate leadership approach for each one, and record your answers on page 6.

    The four case studies refer to:

    • Abdul
    • Barbara
    • Chen-chi
    • David


  • How did You Do?  

    It's really important that you completed Exercise 2. I'll explain why.

  • Exercise 3: How have You been Led in the Past?  

    This exercise will encourage you to think about your own experiences of Day-to-Day Leadership. What makes a good or bad day-to-day leader?

    Think about the best and worst bosses you have had. 

    • What did they do that made them either a good leader, or a bad one?
    • What were the characteristics of your best bosses?
    • What were the characteristics of your worst bosses?
    • And what are the three biggest differences between them?

    Record your answers on page 7 of your workbook.

    There are no 'right' or 'wrong' answers. 

    There is just your own personal experiences.


  • The Tannenbaum & Schmidt Leadership Continuum  

    Robert Tannenbaum and Warren Schmidt wrote one of (maybe the) most widely read articles for Harvard Business Review. The insights it contains are hugely valuable for day-to-day leaders. So. I'll summarize their main ideas for you.


  • The Three Factors that Determine Leadership Style  

    In the last lecture, we looked at the seven styles of leadership that Tannenbaum & Schmidt suggested. Now, we can see the three factors that will let you decide which one to apply.

  • Simplifying your Leadership Model  

    For most day-to-day leaders, the principle of the Tannenbaum & Schmidt model is great, but there is too much too keep in mind. So, we'll start the process of simplifying it, and set up the next section.

A Practical Model for Day-to-Day Leadership
  • How you Learned to Drive: The 'Conscious-Competence' Model  

    To understand our main approach to Day-to-Day Leadership, we need to remember the stages we go through, when we learn anything complicated. So, I'll remind you, and give labels to each stage, to help make the link to leadership in the next lecture.

  • Applying Conscious-Competence to Leadership Styles  

    Day-to-Day leadership is based on the learning stages your people are at.

    This is the lecture where I introduce you to the framework for our four Day-to-Day Leadership styles. 

  • The First Two Skills You'll Need  

    To be an effective Day-to-Day Leader, you'll need to practice and master five skills. I'll introduce you to the first two in this lecture.

    You learned how to apply the first of these in the previous lecture, and you'll learn how to apply the second on in the next lecture.

  • Four Leadership Styles for Different Situations  

    Conveniently placed right at the middle of the course, this is the lecture where I set out our Day-to-Day Leadership model clearly and succinctly.

    If you've watched all the lectures leading up to here, you are ready. if you haven't, then this may confuse you.


  • Exercise 4: Put the Model to Work with Four More People  

    Now you understand the model, let's test out your understanding of Day-to-Day Leadership skills with these four more mini-case studies.

    Read the four mini-case studies on page 13 of your workbook.

    Use the situational leadership model to assess which of the four options you think is the most appropriate leadership approach for each one, and record your answers on page 14.

    Step 1: Perception

    Which of the four styles would best meet the needs of the person in each case study?

    Step 2: Adaptability

    Which of the four suggested leadership approaches best fits the style you have assessed?

    The four case studies refer to:

    • Ellie
    • Frank
    • Goran
    • Hetal

    I go through the best answers to each case study in the video in the next lecture, along with the reasoning process I use to get to them.


  • How did You Do? Feedback on Exercise 4  

    We'll review Exercise 4, giving you the 'ideal' solutions to each of the mini case studies.


  • Exercise 5: Briefing  

    Now you understand the model, and you've seen how I work out the best answers, go back to the first four people, from Assignment 2. Test out your understanding of Day-to-Day Leadership skills further with the original four more mini-case studies.

    Read the four mini-case studies on page 5 of your workbook again.

    Use the situational leadership model to assess which of the four options you think is the most appropriate leadership approach for each one. 

    Step 1: Perception Which of the four styles would best meet the needs of the person in each case study?

    Step 2: Adaptability Which of the four suggested leadership approaches best fits the style you have assessed?

    Do you still agree with your original answers, on page 6?

    If not, change your answers.

    The four case studies refer to:

    • Abdul
    • Barbara
    • Chen-chi
    • David

    I go through the best answers to each case study in the video in the next lecture, along with the reasoning process I use to get to them.

    Exercise 5: Briefing 

    01

  • How did You Do? Feedback on Exercise 5  

    We'll review Exercise 5, giving you the 'ideal' solutions to each of the mini case studies.


The Skills for Day-to-Day Leadership Styles
  • Three More Skills You'll Need  

    Earlier in the course, I told you there are five skills you'll need to be an effective Day-to-Day Leader, and introduced you to the first two.

    In this lecture, I'll remind you of the first two skills and introduce you to the other three.

    Then, in the rest of this section, we'll learn about those three skills.

  • Task and Goal Setting  

    Here, you'll learn how to brief people and set effective task goals.

  • Leadership is a Partnership  

    In this lecture, I'll demonstrate the importance of a partnership approach to Day-to-Day Leadership.

  • How to Offer Feedback  

    The final skill you'll need is to give effective feedback. I'll take you through the core skills, using a simple memory aid: BOOST.

  • Positive Feedback or Negative Feedback  

    The most common question I get about feedback is: 

    'When should I give positive (supportive) feedback, and when should I give negative (critical) feedback?'

    So, I made this extra lecture, to answer that question.


  • Exercise 6: Skills Audit  

    This is a chance to reflect on the five skills of a Day-to-Day Leader, where your strengths are, and where you want to develop your skills.

    Assess your skill levels in the five skills of a situational Leader

    What are your levels of Ability and Attitude (enthusiasm and confidence)?

    • What are your experience levels? 
    • How do you feel about the skill?

    What are your needs for additional support, guidance, and learning?

    Record your answers on page 18 of your workbook.

    There are no 'right' and 'wrong' answers. 

    The answers you gave will be right for you.

Bonus Content
  • Applying Day-to-Day Leadership Skills to a Team  

    Having learned the skills of a Day-to-Day lLeader in the context of individual team members, how can you apply them to your team as a whole?

    I'll address that question in this lecture.

  • How to Lead a Team through a Transformation  

    When your team goes through a significant change, it transforms the team dynamics. If you continue to lead it in the same way, you may not succeed in getting he best from your team.

    In this lecture, I address that challenge.

  • Another Leadership Styles Model  

    Our model of Day-to-Day Leadership is an excellent way of thinking about and applying good leadership tfor your team. 

    But it isn't the only model. So, in tis lecture, I talk about another model, which is complementary to our main model. This means you can apply these extra ideas alongside what you have learned already.


Closing Section
  • Exercise 7: What have You Learned?  

    Take the opportunity to consolidate your learning by reflecting on this course, and what you have learned.

    Answer the three questions on page 24 of your workbook.

    1. What have you learned in this course that has been most interesting and insightful to you?
    2. What are the most practical and useful tips and tools you have learned?
    3. What will you do differently now, as a result of having worked through this course?

    There are no 'right' and 'wrong' answers. 

    The answers you gave will be right for you

  • Wishing You Well  

    All good things come to an end. So, I'll wind up here.

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