There are a plethora of corporate leadership & training models, but one of the most enduring and popular was developed by James Kouzes and Barry Posner, The Leadership Challenge. Their ongoing research spanning over three decades shows that exemplary leaders engage in five practices:
Many of our leaders struggle. We’ve provided training on the basics but they DON’T effectively resolve conflict, confront difficult conversations, recognize their own weaknesses, or even their strengths, and they aren’t influential.
This behavioral model is highly complimentary of TRACOM’s philosophy and the goals of our programs.
According to Kouzes and Posner, corporate leadership can fail in a number of ways. First, they can be unaware of their own style and the effect this has on others, and likewise unmindful of others’ styles, preferences, and strengths. These leaders are closed off to feedback and don’t make simple but critical adjustments to their behavior.
Second, and related to these shortcomings, many leaders fail to recognize, or acknowledge others’ emotions and don’t express their own emotions. They don’t spend time getting to know their people and therefore don’t provide them with meaningful work or opportunities. Third, some leaders don’t cultivate a growth mindset, a belief in themselves and others to develop new skills and persevere through challenges. This lack of personal resilience affects their people since the leader is modeling passive acceptance of stressors, without actively confronting and managing challenges.
Finally, many leaders are fearful of changing the status quo. They don’t look for emerging trends or anticipate changes and are fearful of experimentation. These leaders don’t involve their people in thinking about or trying to craft the future.
Each of TRACOM’s programs affects a different aspect of leadership and management soft skills training. Together, they provide leaders with skills that lead to social intelligence and leadership effectiveness.
Managers who understand how to connect with individuals in ways that resonate with their values, communication styles and needs are better equipped to keep their teams engaged and inspired to achieve. Multiple research studies have documented the impact that SOCIAL STYLE and Versatility have on managerial performance including:
A primary role of leaders requires tackling the burdens of bridging conflicting interests of employees and the corporation. And now, given rapid technology advancements, the business world we operate in is continuously evolving, leading to high frequencies of change, newly emerging competitors and increasing needs for adaptive technical skills. This responsibility is resting on the shoulders of leaders to resolve; the stress of management today is more daunting than ever before.
Resilient leaders are those who adapt to changing circumstances and environments with ease, viewing new challenges as opportunities rather than hardships.
Emotional intelligence is not only a valued skill among managers, but a requirement among successful leaders. Understanding and controlling emotions is imperative for a leader and without this ability, judgement can be clouded or lead to rash decisions. Emotional intelligence equips leaders to build cohesive, engaged and motivated teams by understanding what truly makes people tick at an emotional level. Emotionally intelligent leaders possess the empathy, listening skills and flexibility to respond effectively to a diverse range of team members, along with the innovativeness to structure job roles and team processes in ways that leverage each individual’s strengths.
Behavioral EQ corporate leadership training helps leaders to achieve:
From the executive suite to department managers, your leaders drive your strategy. But do they lead with insight and vision or just respond to competitors and the market? An MIT study found that agile firms grow revenue 37% faster and generate 30% higher profit than non-agile organizations.
Agility leadership training teaches your leaders and managers how to identify new opportunities and techniques to evaluate and execute programs that create success. Managers with high agility are:
Agile leaders foster a culture of innovation. TRACOM’s agility training empowers them to act on that innovation in hands-on and practical way. During the course each participant identifies a specific workplace challenge they’re facing and learns agility skills to address that problem. They leave the course prepared to make meaningful progress. And they have the ability to engage others on their team and throughout the organization for broad success.
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