Leadership Development Training Modules

The comprehensive Siyandza Leadership Development Training program aims to engage participants in extensive skill practice, converting often abstract and complex leadership ideas into meaningful, simple and concrete processes for genuine application in the workplace. The program consists of the following modules:

• Optimal Planning
• Rules of Engagement
• What Good Managers Do
• Coaching for consequence
• Legal Eyes
• Model Process
• Influencing Up

The course is structured in such a way that individuals can register for different modules enabling them to focus only problem areas only.

Unit 1 - Optimal Planning

Teaches delegates to optimise planning the current and future planning processes, and facilitate execution through optimal use of resources.

Day 1

1. The Energy of Planning - The energy, time and attitude needed to draw up a plan that is communicable, coordinated and integrated. Learners are introduced to the My Activities, People, Procedures, Products (MAPPP) Tool, which facilitates the planning process, and exposes how planning is not an individual once off event.
2. Snap Shooting The Now - The "best laid plans" fail for many reasons, but two avoidable potential sources of failure are plans that either "over reach", or plans that "under reach". Snap Shooting the Now utilises the SnapShot tool to assist participants in creating a clear picture of their current environment, resources, and people, allowing for effective planning.

Day 2

1. Capital Scheme - Leading and managing others is as much about balancing resources as it is about influencing others. Having created a picture of what is available, participants need to gain confidence in the planning of money, time and energy spent.
2. 120 Day Chart - This final section in the module takes the learning covered in the previous sections and places it into the Day Chart Tool on which learners chart out, in detail, their plans for the next 90- 120 days.

Unit 2 - The Rules of Engagement

Leadership training in managing diversity. Become motivated by feeling that you are on the correct career path, and learn the basic rules of computing and software systems to better relate to your team.

Day 1

1. Managing Diversity - This section discusses knowledge and understanding of diversity in the workplace; understanding the reality of diversity and its value in a unit, taking into account similarities and differences and finally handling disagreements and conflicts that arise from diversity in a unit.
2. Career Building Moves - A singularly important motivator is feeling as though one is on a good career path. This motivation feeds not only the emotional strength needed to cope with crisis, but also transfers to a team member who see that it can be done and how it should be done. This section utilises case study simulation to expose the "rules of engagement" and business etiquette, as is expected and often rewarded in organisations. How best to dress for the occasion, when to arrive (really), how to give that unprepared thank you speech, how to run a meeting, and much more...

Day 2

1. Thinking Systems - It would not be uncommon or difficult in the modern work environment to find a staff member who regularly works with multiple software systems, each with its own purpose, outputs and challenges. What is more, these systems are being continually updated for easier operation. Yet the new business leader needs to be able to change or influence all of his or her tools and resources to avoid becoming a victim of poor design and development flaws. This extended session covers the basics rules of computing and software systems, so that these can be better utilised.

Unit 3 - What Good Managers Really Do

Teaches delegates the importance of "walking the floor" to address team issues, how to facilitate productive meetings, report writing, and creating and presenting Power Point presentations.

Day 1

1. On The Floor - Over the years, a common complaint we have heard from senior managers in numerous and varied organisations is that their team leaders and supervisors don’t "walk the floor enough". The relative safety of an office/workstation, a computer screen and Outlook Express™, means that the team leader can avoid having to meet people who ask difficult questions and who demand "in the moment" decisions. This section takes the participants through a series of role-plays that teach the fine art of "walking the floor".
2. Putting the "Meet" into Meetings - What makes a meeting productive? How do you determine how long a meeting should be? What should the structure of a meeting be? All these factors combine to make meetings either well run, slick demanding events, or long, slow, unproductive, filler activities.

Day 2

1. Righting Writing - Inevitably every leader will need to write that urgent report, that difficult e-mail, or that client apology letter. This section gets the participants practicing their writing skills by first seeing what good looks like, and then utilising various templates to produce well written messages.
2. Empowered Presentation - This section covers the skills of Presenting to an audience with confidence and building a Power Point Presentations.

Unit 4 - Coaching for Consequence

Coaching methods are integral to leadership development; module 4 allows delegates to practice and receive feedback. Delegates will also learn methods for informal coaching, and coaching for outcomes and future development.

Day 1

1. Identify Good Coaching Practices - It all starts with knowing who to coach, when to coach, and how to track/measure the efficacy of the coaching event. Participants will be introduced to the Measurable Coaching Tool, designed to frame and schedule each formal coaching event.
2. Formal Coaching - Participants will be given the opportunity to observe a demonstration of formal coaching in action, then to practice using the Measurable Coaching Tool and their own coaching style. These practice sessions are video-taped to allow participants the opportunity to see, hear and feel how they coach others.

Day 2

1. "In The Moment" Coaching – Informal coaching is a powerful means of communicating successes or opportunities for development within the context of a particular situation. Yet spotting these "coachable" moments and highlighting any shortcomings is a challenge for many managers. This section covers the How, When, Why and To Whom of "in the moment coaching.
2. Coaching for Outcomes - Participants will master resistance handling techniques, develop action plans for further effective coaching sessions, learn to link results to activities, skills and knowledge, and analyse trends to determine areas of team development and finally be able to operationalise the process they would use in their environment to conduct effective coaching.

Unit 5 - Legal Eyes

Teaches delegates the importance of skill development, both in themselves and in their team, covering elements of SAQA and the NQF. Unit 5 covers codes of good practice, constitutional rights, and legislative laws.

Day 1

1. The Skills Development Acts - These acts are not only important for the purposes of building a team leaders team, but also help the team leader/ supervisor to understand how they might go about improving their qualifications, career, and personal life in general. This section will also cover elements of SAQA and the NQF.
2. Codes Of Good Practice - While not pure legislation, there are many Codes of Good Practice that influence how one may act or not act in the workplace. In this section we focus on just two codes, namely; HIV AIDS Code of Good Practice and the BEE Codes.

Day 2

1. The Constitution of The Republic of South Africa - While our constitution is well known, particularly the Bill of Rights, these founding pieces of legislation are not always easy to summarise, understand and apply in the day-to-day rush of work. This section looks at these documents through the eyes of a team leader, supervisor or junior manager who needs to simply know what can and cannot be done.
2. BCOEA, LRA, EEA, PEPUDA - Very few pieces of legislation have had an effect as wide-ranging and immediate on the management of others as these four acts. The goal in this section is not to have participants learn the acts by rote, but rather to explore through the utilisation of case studies and real-world stories of these laws in action. This will serve to assist participants in gaining an understanding of the application and outcomes of these laws in the working world.

Unit 6 - Model Processes

Gives delegates the opportunity to gain conscious competence in the field of process modelling, covers the five most common errors associated with process modelling, and allows delegates to map out a high-level process.

Day 1

1. What is Process? - The first item of focus is to create a solid understanding of what process actually is. The basic terms, terminology and images surrounding process mapping are covered. Learners then partake in a series of games which facilitate accelerated learning about process modelling and the science behind it. This extended (day-long) section aims at giving each learner the best possible opportunity to gain conscious competence in the field of process modelling.

Day 2

1. The Big Five - This section covers the five most common mistakes/errors associated with process modelling, namely:
   
   
   1. Incorrect hand offs
   2. Poor source material and "circularisation"
   3. Dead process documents
   4. The work-around’s work-around
   5. Map Your Own - In this final section participants are giving the time and resources to allow them to begin mapping the high-level processes they would need to utilise in their own teams or departments. These are checked by expert facilitators and can be applied the next day.

Unit 7 - Influencing Up Questionnaire

Covers the art of public speaking; participants will learn to present to an audience with poise and confidence. Delegates will also learn techniques for influencing up the line and how to synchronise communication over different generations

Day 1

1. Presentation Skills - The art of public speaking or presenting to an audience with poise and confidence does not come naturally to most. Yet the public arena of a presentation offers the most powerful platform to inform and influence senior management decisions.
   
   In this extended (day-long) section, participants will learn how to present with confidence by:
   
   
   • Preparing, structuring and delivering three presentations
   • Utilising the various pieces equipment and props
   • Using relaxation techniques, body language, paralanguage
   • Projecting a personal image
   • Projecting one's voice
   • Targeting the audience to build rapport
   • Handling questions
   • Manage their time build a positive personal attitude and self-belief

Day 2

1. Gender Benders - This section covers tips, techniques and theories as they relate to influencing up the line, where men need to influence female executives and women need to influence male executives. The issues surrounding power, gender, the environment, and technology are all discussed in detail, leaving participants with a set of personal and professional action plans that form the basis for their communication with senior executives.
2. Crossing the Generation Gap - In this final section, the young leaders of tomorrow will be given an insight into the characteristics, outlook, approach, attitude and traits of the older generation and how to "match" up communications so that mutual understanding is achieved.