Where
The Center for Rural Development
2292 South Hwy 27
somerset, KY 42501
Training Room-2nd Floor
Cost
$149
Crinda Francke, President and Owner of ExecuTrain of Kentucky, has been working in the training and development industry for over 15 years.
Ms Francke, President and Owner of ExecuTrain of Kentucky in 1990 with a BBA in Business Administration, Ms. Francke worked as a computer analyst and accountant until 1994 when she became the sales manager for ExecuTrain of Lexington. In 1997, she purchased the existing ExecuTrain of Lexington franchise becoming the President and CEO. In 2000, she expanded the ExecuTrain territory by purchasing the Louisville operation and franchise rights. Having worked with hundreds of Kentucky organizations to design, plan, and deliver their employee training programs, Ms. Francke has been involved in all aspects of employee development.
Ms. Francke and her team of ExecuTrain instructors will bring a variety of dynamic new training opportunities to The Business and Community Traiing Center in Somerset.
Contact
Patti Simpson
psimpson@centertech.com
606.677.6000
Learning to Lead
Course Description:
Most managers would prefer to be known as excellent leaders rather than excellent managers. Upon completion of this course, you will understand the sources of leadership power, the primary ways to handle resistance to change, the difference between managers and leader/managers, and developing and communicating your vision.
Part 1: Exploring Your Leadership Potential
Differentiating Leaders from Managers
Assessing Your Readiness for Leadership
Developing Your Personal Management Practices
Part 2: Being Your Personal Best
Rethinking Leadership Traits
Understanding and Using Leadership Power
Wielding Role Power Judiciously
Avoiding the Pitfalls of Role Power
Defining Relationship Power
Managing Your "Chip" Account
Realizing the Power of Knowledge
Communicating Confidence Through Non-Verbal Cues
Projecting a Leadership Attitude
Knowing Where You Are Going
Avoiding the Roadblocks in the Details
Making Decisions According to Your Vision
Communicating Your Vision
Working with Stakeholders
Creating Goals to Reach Your Vision
Summary of Part 3
Part 4: Being a Change Agent
Leading People Through Change
Assessing Potential Organizational Change
Understanding the Human Response to Change
Recognizing Project vs. Cultural Change
Managing Change Effectively
Developing a Culture for Change and Learning
Keeping Current with Continuous Learning
Fostering Ongoing Improvement in the Workplace
Part 5: Being a Team Leader
Bringing People Together into Teams
Assessing Team Effectiveness
Working Toward Common Goals
Knitting Together Varied Responsibilities
Developing the Human Side of Teams
Turning Conflict into Team Cohesiveness
Setting the Tone for Resolving Conflict Productively
Describing vs. Evaluating Others' Behavior
Discerning Content Conflicts vs. Relationship Conflicts
Refraining from Conflict in Writing
Promoting Direct Communication Among Team Members
Increasing Trust Within the Team
Ranking Management and Leadership Practices
Interpreting Your Scores
Identifying Skills to Be Strengthened
Setting Goals for Leadership Developmen
Communicating Your Development Plan
Drafting Your Leadership Self-Portrait in Six Months
