This document outlines leadership development programs for managers at different levels within an organization. It discusses junior manager, middle manager, and senior manager programs that focus on developing positive leadership behaviors through strengths, appreciation, and building engagement. The junior manager program teaches fundamentals of people management. The middle manager program focuses on developing, motivating, and sustaining high-performing teams. The senior manager program emphasizes creating a strengths-based culture and developing business acumen. All programs use real-world examples and aim to translate learning into immediate managerial actions.
3. THE DANGERS!
MANAGEMENT THINKING AND TOOLS
Are your managers using yesterday tools to
manage today employees?
Generation Y
Technology Advancement
Internet
Market Changes
5. NOT JUST ANOTHER
LEADERSHIP PROGRAM
It is a class combining theory and real life experience
It is a class where the trainer is a senior managers
who successful manages large number of employees
It is a class using next generation of management
approaches to develop employees - positive, strength
and appreciation way
It is a class where learning can translate into actions
the next day
6. THE DANGER OF INACTIONS
▪ Employee Resign
▪ Bad reputation
▪ Low productivity
▪ Negative emotions
10. JUNIOR MANAGER PROGRAM PURPOSE
▪ Discover your role as a people manager
▪ Learn to manage yourselves as people
manager
▪ Develop ways to engage, manage and
develop your employees
11. ▪Introduction
▪ Definition, behaviors, transition and
competencies
▪Manage Yourself
▪ Manage your thought
▪ Effective managerial thinking
▪ Personality Profile
▪ Manage your time and priorities
▪
JUNIOR MANGER PROGRAM PURPOSE
12. ▪Manage Others
Good Relations
Listening, Appreciation, Recognition,
Building Trust
Preserve Integrity
Provides Feedback, Receiving Criticism
Free from Fear
Delegation, Communication,
Focus on Strengths
JUNIOR MANGER PROGRAM PURPOSE
19. MIDDLE MANAGER PROGRAM PURPOSE
▪ Managing their motivation level and
resources to gain credibility
▪ Developing team and creating conducive
climates for team performance
▪ Motivating team by developing employees,
inspiring them to work extra miles,
providing opportunities for creativity,
empowering team
▪ Sustaining team momentum by improving
collaboration and reducing conflicts
20. ▪ Building Personal Leadership
Capabilities
▪ Be a leader, personal motivation, Be a Listener
▪ Developing Team
▪ Building Your Teams – Team Bonding and Team
Planning
▪ Managing performance – Department Goals,
Review & Contact Time
▪ Training and Career Development
▪
MIDDLE MANAGER PROGRAM PURPOSE
21. ▪ Motivating Team
▪ Six Key Motivation Actions
▪ Encouraging Team Creativity
▪ Sustaining Team momentum
▪ Reducing Team Conflict
▪ Implementing Three Management styles
▪ Fostering Team Collaboration
▪
MIDDLE MANGER PROGRAM PURPOSE
24. MANAGING TEAM PERFORMANCE
TEAM PLANNING – DEPT. GOALS
▪
Tactics Outcome Champion Milestones Q1 Status Update
1. Rent 6 units 2XP Q2
2. Purchase 5
Unit
Sputter GT23
Q1
Increase 10%
output
Alex James 4 unit
5 unit
1. Pilot TWI in Test line
Q2
2. Supervisory skills Q3 &
4
Operators
turnover
improve 15%
SI Goh 3 pilot Test Lines
and train 40
teams
3 modules
2 coaching
sessions
1. Project based Training
2. Kaizen Events
Reduction from
6 to 5.7 days
Once a month
Ali Dabier Complete 6
projects
3 events
25. 25
70%
On-the-Job Experience
Learning through Doing Learning through Others Learning through Study
Activities such as:
On-the-Job Tasks
Special Assignments
Cross-Functional Projects
Deliver Presentations
Activities such as:
Seek Feedback
Develop a Peer Network
Join Professional
Organizations
Find a Mentor or Coach
Shadowing
Visibility Opportunities
Activities such as:
Harvard Manage Mentor
E-Learning Programs
Instructor-Led Courses
Selected Readings
Professional Conferences
20%
Coaching & Mentoring
10%
Training
70-20-10 DEVELOPMENT MODEL
26. FOLLOW UP
▪ Weekly One on One
▪ What can we talk about?
▪ Queerly Development Follow up
Q4 Q1
Q2Q3
30. SENIOR MANGER PROGRAM PURPOSE
▪ Managing the engagement culture to create
strength, positive and appreciation focused
working environment
▪ Growing your influence by developing
several critical competencies
▪ Partnering with peers and leadership teams
▪ Improving productivity by focusing on
process and change management
▪ Developing Business Acumen competencies
31. SENIOR MANAGER PROGRAM OUTLINE
Setting Engagement Culture
Employee Engagement
Create a Departmental Culture
Leadership By Example
Strengths, Positivity and Appreciation
Growing Your Influence
Be Resourceful
Partnering
Facilitation
Influencing and Persuasive
32. SENIOR MANAGER PROGRAM OUTLINE
Productivity
Focus on the Process
Performance Consulting
Process Mapping
Change Management
Developing Business Acumen
Vision and Mission
Strategy Planning
Business Acumen – Organization Growth
33. Pg. 20
RESOURCEFUL
ONLINE INFO RESEARCH
▪ Search engine
▪ Google, Dogpile, Stuble Upon
▪ Expert
▪ About, Answers, Linkedin, Wiki
▪ Video
▪ Youtube, TED, eHow
▪ PowerPoint
▪ Slideshare