In this module, managers acquire the concepts and skills they need to empower and engage their teams. They learn the importance of coaching rather than micro-managing, the value of dialogue for successful collaboration, and the impact their own behavior can have on motivation and commitment. They see how successful leaders empower, energize and engage their teams.
At the end of the module, managers will know how to:
- empower the people they lead
- create a high-engagement environment,
- use dialogue to improve group problem solving, and
- coach team members to success.
This module includes a variety of learning activities to provide a useful and engaging learning experience.
Dialogue and group problem solving
- Group Exercise: Dialogue for collaboration. This exercise shows the importance of dialogue for collaborative problem solving. Group members solve an ill-defined problem while blindfolded. Group members must establish a shared understanding of the task and how they will work together. Participants learn the value of dialogue: asking questions, listening to the answers, and drawing each member into the problem-solving process. After I debrief the exercise, I provide guidelines for improving dialogue in problem-solving teams.
Empowering People for Success
- Group Exercise: Empowering People for Success. This exercise demonstrates the advantages of empowering people and the costs of failing to do so. After we debrief the exercise, I deliver a short lecture on how to empower your team.
- Self-assessment: Participants complete a questionnaire to assess their empowerment behavior and make plans to empower the people they lead.
Helping people grow and develop
- Cartoon case analysis: Coaching people to success. This cartoon case shows how motivation and engagement suffer when leaders fail to coach ineffective team members. We analyze the situation and discuss ways to salvage the situation.
- Model and role-play: Coaching people to success. Participants learn how to use the GROW model of coaching to help people succeed. They will use the model to plan and role-play a coaching session with another participant playing one of their direct reports.
- Short lecture and discussion with examples: I will deliver a short lecture on how people grow and develop, with examples of how companies use coaching and experienced-based development to help people build new capabilities.
Engaging hearts and minds
- Case examples: Energizing and engaging people. I will describe how three high-engagement companies engage their people.
- Short lecture: Energizing and engaging people. I will present two research-based models of engagement (Gallup Q12 and the Great Places to Work model).
- Learning from others: Energizing and engaging people. Participants will interview each other to identify key elements of engagement in their own work. They will integrate the results of the interviews with the research-based models to build their own models of engagement. Then they will identify actions that they can take to increase engagement in their own teams.
- Video cases: We will see three videos showing how effective leaders engage their teams.
Reflection and action planning
- Learning Diaries: Participants will use learning diaries to capture key learning points.
- Reflection, action planning and peer consulting: We end with a reflection and action planning session, including peer consulting on action plans.
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