LEADERSHIP AND INFLUENCING SKILLS
Module 1: Understanding Leadership Styles
Module 2: The Psychology of Influence and Persuasion
Module 3: Building Trust and Credibility as a Leader
Module 4: Effective Communication for Leaders
Module 5: Decision-Making and Problem-Solving in Leadership

PEOPLE MANAGEMENT AND COACHING FOR HIGH PERFORMANCE
Module 6: Emotional Intelligence for Leadership Success
Module 7: Managing and Motivating Teams
Module 8: Conflict Resolution and Difficult Conversations
Module 9: Coaching and Mentoring for Team Development
Module 10: Leading Change and Driving Innovation

1. Developing Leadership Skills To Inspire And Manage Teams Effectively.
   
2. Mastering Influencing Techniques To Gain Buy-In
   And Drive Change.
   
3. Applying People Management Strategies To
   Enhance Team Performance.
4. Using Emotional Intelligence To Improve Communication And Conflict Resolution.
   
5. Building Trust And Rapport To Strengthen Relationships At All Levels.
   
6. Improving Decision-Making And Problem-Solving In Leadership Roles.
   
7. Handling Difficult Conversations With Confidence And Diplomacy.
   
8. Leading Change Effectively In A Dynamic Work Environment.
9. Enhancing Coaching And Mentoring Skills For Team Development.
   
10. Creating A Personal Leadership Action Plan To Implement At Work.
    

• New and Experienced Managers – to enhance leadership effectiveness.
  
• Supervisors and Team Leaders – to improve team management skills.
  
• Executives, Department Heads and Business Owners – to lead with influence and vision.
  
• Project Managers and Team Leaders –
  Professionals leading cross-functional teams who
  need to develop strong communication, motivation,
  and leadership skills.
  
• HR Professionals, Talent Development Leaders and Trainers – to develop leadership programs for employees.
  
• Aspiring Leaders – to prepare for leadership roles.

• Quizzes. For long, complicated training, stop periodically to administer brief quizzes on information presented to that point. Begin sessions
  with a pre-quiz and let participants know there will also be a follow-up quiz. Trainees will stay engaged in order to improve their pre-quiz scores on the final quiz. Further this will motivate participants by
  offering awards to the highest scorers or the most improved scores.
  
• Small group discussions. Break the participants down into small groups and give them case studies or work situations to discuss or solve. This is a good way for knowledgeable veteran employees to pass on their experience to newer employees.
  
• Case studies. Adults tend to bring a problem- oriented way of thinking to workplace training. Case studies are an excellent way to capitalize
  on this type of adult learning. By analysing real job-related situations, employees can learn how
  to handle similar situations. They can also see how various elements of a job work together to create problems as well as solutions.
  
• Active summaries. Create small groups and have them choose a leader. Ask them to summarize the lecture’s major points and have each team leader present the summaries to the class. Read
  aloud a prewritten summary and compare this with participants’ impressions.
  
• Q & A sessions. Informal question-and-answer sessions are most effective with small groups and for updating skills rather than teaching new skills. For example, some changes in departmental
  procedure might easily be handled by a short explanation by the supervisor, followed by a question-and-answer period and a discussion period.
  
• Question cards. During the lecture, ask participants to write questions on the subject matter. Collect them and conduct a quiz/review session.
  
• Role-playing. By assuming roles and acting out situations that might occur in the workplace, employees learn how to handle various situations before they face them on the job. Role-playing
  is an excellent training technique for
  many interpersonal skills, such as customer service, interviewing, and supervising.
  
• Participant control. Create a subject menu of what will be covered. Ask participants to review it and pick items they want to know more about.
  Call on a participant to identify his or her choice. Cover that topic and move on to the next participant.
  
• Demonstrations. Demonstrate the steps being taught or the processes being adopted.
  
• Other activities.
  o Create a personal action plan
  o Paraphrase important or complex points in the lecture