Management & Leadership Training

• Dealing with Unacceptable Employee Behavior
• What the Most Successful Managers Do Differently
• Hiring for Talent: Turning talent into performance (Retail management program)
• Getting Great Results: Turning talent into performance
• Leaders for Life: Project management made easy
• Performance Management: Listening like a leader
• Relationship Selling for Bankers: Success is a process
• Depending on one another for success: The truth about team building
• Change Management training programs
• Communicating Safety (Full day train-the-trainer program for safety managers)

Authenticity, not style, determines effective leadership

"Your leadership training is working! We can see a big difference in the field on a daily basis and have a blue print for manager training we can build on. This is a very tough group to work with and you guys did an outstanding job making this thing happen. Most training is boring, but you guys were funny and the tools were clear and easy to use. We just hired 600 people and I feel ready to handle our growth." Ron Bento, Director of Training, Conex

Leadership Program Highlights

• People want to work for people they like and they like people they trust.
• The definition of leadership: “Someone following someone because they want to and not just because they have to.”
• What we all want: Love, money and prestige.
• Listening skills: You motivate people by listening to them; compassion and attention create dedication. They key word is “wow”.
• Hire for talent: Skills and experience are gained and maintain best by those who had the talent to begin with. Drive and relationship building are more talent than skill.
• “When the pain of what we are going through becomes greater than the fear of change we change.”
• “Circumstances do not create the quality of your life.”
• Perceptions: Don’t judge your insides by someone else’s outsides.
• Personal goals: “If you don’t have personal goals, you’re controlled by those who do.” What are the 3 most important things you have to do today, this week or this year?
• Train your people: The top managers in the country train consistently. Make sure the program is customized and do it off-site.
• The fear cycle: Fear lowers your ability to perform. “Heroes and cowards feel the same fear and action creates opportunities.”
• Take a look at the role you play in your problems: “If it’s somebody else’s fault you can’t learn anything about yourself.”

The Truth about Success™
Turning Talent into Performance

One-day sample leadership training session. This program will be customized for your industry. Wynn Solutions also offers assessments that can be taken by your key people. The assessments are evaluated and the training content and focus is shifted to better meet your participants' needs.

In this one-day program, results from the largest management survey ever conducted (The Gallup Institute study of 80,000 managers in 400 companies) are combined with the Wynn Solution's five-year research study of top-performing leaders and a customized study of successful managers in your industry. This session provides solutions on how to get the most from your people, regardless of their skill level.

Participants learn

• How to manage their ego-driven top performers
• How to listen like leaders and make their people feel heard
• How to hire for talent and turn it into top performance
• How to create a culture of excellence with their most promising people
• How to develop an accurate performance measurement tool
• How to help their low performers improve
• How to get better results with their problem employees
• How to dramatically improve their motivating and coaching effectiveness
• How to develop a customer-focused management system

Suggested agenda

• Being the Best vs. Being Consistently Chosen ™ : Why leadership skill and intelligence are not enough
• The truth about trust: Listening like a leader
• Hiring for talent: How to identify the specific reoccurring patterns that lead to successful job performance
• Identifying the root causes of performance problems
• How to match leadership styles with various levels of development: Competence and commitment
• Why companies are driven by people and not vision: Managing expectations and emotions
• What the most successful people in your industry do differently: Results of our customized research
• Making change work: The flywheel effect
• The secret of success: Maximizing strengths and minimizing weaknesses
• How to get people to listen to you: Believability and clarity
• How to keep and attract top performers
• How great managers build a team out of individual performers
• How to get more productivity from fewer people
• Accountability: How to avoid blame distribution
• How to create a culture of customer service: Customer-focused systems
• Understanding your contributions: The true value of what you do

Based on your specific needs, here are more details and some other possible agenda topics for one-day or two-day leadership-management programs.

The Keys to Natural Leadership

• Understanding that actions speak louder than words
• Understanding that when people feel good about their leader they perform better
• Being aware that your negative emotions, especially chronic anger, anxiety and a sense of futility disrupt work and take attention away from the task at hand
• Understanding that when people feel good they make more effective complex decisions
• Eliminate the “poison employee” Syndrome
• Be positive: Learn from sports coaches
• Laughter: Creating trust and comfort in the work place
• Being a self directed leader and using your emotional intelligence

Skill acquisition exercise examples

how behavior affects leadership
In this facilitated process, participants break into groups and try to agree on the level of satisfaction an employee receives from a mock encounter with a relationship-challenged leader. This exercise provides insights into how our behavior can greatly reduce the impact of our skills.

common issues
Through a facilitated process, participants develop the six most common employee issues in advance, learning how to discover those issues on their own before they present solutions.

assessing your listening skills
Participants listen carefully to what is being said by the facilitator and repeat what they hear. The rhyming sentences used by the facilitator are designed to distract listeners and get them to follow the pattern rather than the information. This exercise provides insight into how poorly people listen (the latest studies show that 75 percent retain as little as 10 percent of the information they gather) and demonstrates how top supervisors make the most of their listening skills.

reacting effectively
In this facilitated process, participants break into groups and create scenarios involving the needs of problem employees. Then each group determines the effective response for each situation. This exercise provides tools for handling difficult behavior and gives insight into how our reactions create opportunity.

customer service training
In this facilitated process, participants individually create three customized questions based on the information presented in this segment and role-play with a partner. Then the entire training team splits into two sections: the customer consulting group and service provider consultant group. Each team selects a representative and coaches him or her through a role-playing session. This exercise provides tools on how to move from objections to gaining agreement and gives insights into what we often forget about effective communication when we are in front of customers.

draining the doubt
In this facilitated process, participants make a list of three goals or accomplishments that they believe are just outside their reach. Then they use a patented process to literally remove the feeling of doubt around each item on the list. Due to our agreement with the creator of this exercise, we cannot describe this process in print. We will, however, be glad to discuss it verbally at your request.

Post-project train the trainer programs
Implementation processes

• Available upon request
• Ask for details

The training segments/topics contained in this proposal represent suggested agendas and are designed to be customized to your specific needs. The skill acquisition segments can also be customized and can vary in length. These segments do not represent the only interactive participation in each segment. Each segment is approximately 30 percent presented materials, 35 percent skill acquisition, and 35 percent interactive facilitation.

Leadership Skills for the 21st Century

Key Objectives

• Make the transition from manager to leader
• Learn the keys to effective delegation
• Develop highly effective coaching techniques
• Acquire cutting edge team-building skills for employees and other managers
• Get problem employees on board
• Create long-term solutions for management employee relations
• Key insights for new and veteran managers

Suggested Agenda

• The Transition from manager to leader (or staff to manager)
• The key characteristics leaders possess
• The three critical factors of leadership
• What stops managers from the transition
• Compassion and power: Balance
• The difference between assertion and aggression
• Listening like a leader: The adultism theory
• Speaking like a leader: Presentation skills
• Leadership style: Perceptions of others and situational leadership
• What new leaders need to do first

• Begin with the end result: Clarity and mission
• The master list
• The five-year plan
• The one-year plan
• The secret to time control
• Knowledge is not power
• How effective leaders get things done
• Setting goals for your employees: Individual goal setting and team benchmarks
• Delegating to win

• What makes a good derogator? The difference between real and fake delegation
• If you criticize your employee’s ideas, you may notice that yours don’t work
• Accountability, responsibility and authority: Developing a balanced job function
• Using praise effectively: Avoiding drive by praise
• The three steps of effective delegation
• Are you willing to hire people smarter that you are?
• Is it a SMART job? Do your people know what they are supposed to do?
• The 10 commandments of project management

• Know-it-all experts
• Indecisive stallers
• Complainers
• People pleasers
• Difficult personality styles
• Managing people you don’t like
• Getting problem employees on board
• De-escalate emotional confrontations
• Better communication between men and women
• Understanding your shape: Personality profiles
• Diversity issues: Focusing similarities and not differences
• Disciplinary actions: What every leader should know about employment law

• Bringing people together: Connecting individual and team needs
• Instilling intrinsic motivation
• The common problem technology industry leaders face
• Being an effective press agent for your team
• Developing a group concept and finding problem areas: Accountability, not blame
• Conducting highly effective meetings
• Rewarding achievers and helping non achievers

• Giving effective feedback
• Making sure your team has profitability mind-set
• Encourage team suggestions
• Training programs that are effective and fun

• Does it matter if people really like you?
• Establishing your authority, credibility and commitment
• Ensuring that your words and actions tell others you’re a professional
• Body language and eye contact: 55 percent of all communication is nonverbal
• Getting others to see your point of view: The secret of Socrates
• How to combine your listening skills effectively with your leadership style
• Fear of failure: Understanding what holds you back
• The fear cycle: How we use it and how we lose it
• Belief systems: Creating your experience

Follow-up Program: Reinforcing the skills

• Leadership transformation and the power of communication
• Implementation discussion: Looking at results
• What’s not working?
• Tweaking the skills
• Living the principles: A foundation of leadership