House of Skills Solutions

Before the training, become familiar with a video inspiration, which is the starting point of work on the key aspects of the role of manager

Take part in a training game, which illustrates the areas of influence and responsibility of a manager

Identify their own tasks and areas that require optimization

Become familiar with modern tools, which allow organization and structuring of knowledge about the team

Learn and train how to set effective and engaging goals on their own examples

Practice a model of conversation which enables constructive monitoring of work progress

Understand better their role as a manager in the organization

Formulate goals clearly and precisely and communicate them such that employees know what results are expected of them

Effectively assign tasks, adapting their method of delegation to a given employee and situation

Define the level of their employees’ skill and depending on that take relevant motivational measures

Know how to talk to an employee to account for the effects of each stage of task performance

Apply such communication techniques as are necessary for proper HR management

Can provide constructive feedback when an employee’s attitude or activity needs to be corrected

Understand the power of appreciation: can give and receive praise

Become familiar with the definition of delegation as an expected result

Create a map of tasks which they can delegate and which they must perform on their own

Learn to diagnose the level of employee readiness for performing the task

Become familiar with delegation techniques and tools

Practice techniques of giving feedback following task performance

Become familiar with methods of defense against upward delegation

Are able to adapt quickly to the role of manager even if they have hardly any experience in this role

Allow employees to act by entrusting them with tasks in accordance with the principles of delegation

Set goals and communicate them to the employees correctly

Plan and organize the work of their employees effectively

Assess the employee competency level as regards individual tasks

Know what tasks they can, should and must delegate and what tasks they should not and must not delegate

Apply various delegation methods in practice

Adapt the method of delegation to a given employee and situation

Give feedback on an ongoing basis, accounting for task performance in a constructive manner

Are able to defend themselves against upward delegation

Become familiar with the definition of motivation and motivating and various motivating factors

Examine their own motivation level and become aware of its sources

Analyze, based on a questionnaire, managerial attitudes to motivating

Become familiar with 4 areas of motivation and train solving a motivation-related problem with the use of a motivational compass

Learn to recognize individual needs of employees

Work on case studies concerning motivation-related problems

Apply various employee motivating tools and techniques in practice

Adapt the motivating methods to employees’ needs

Act on a system basis with an awareness that motivating is a continuous process rather than an event or point in time

Use good practices and solutions developed during the training in difficult situations in the area of motivating

Build a culture of appreciation in the company by their actions

Achieve a better alignment of individual goals of employees with organization’s goals on the organization level

Become familiar with various forms of appraisal: ongoing appraisal, coaching conversations, company’s appraisal system

Practice giving feedback, i.e. key appraisal technique

Become familiar with psychological aspects of appraisal and the associated difficulties

Experience being an appraisal “recipient” and formulate conclusions about their own practices

Practice the model structure of appraisal conversation

Practice interpersonal skills, necessary in the appraisal process

Perform employee appraisal understood as a process rather than one-time action

Use the conversation structure that was practiced during the training

Use feedback giving techniques (AF and FACE), thanks to which they give the employees their appraisal of employees’ behaviors in a neutral, constructive manner that is as specific as possible

Combine appraisal with setting successive goals, embedding the appraisal process into a broader context of professional development

Understand psychological challenges related to an appraisal situation; manage their own and their employee’s emotions effectively during a conversation

Learn how to prepare for remote meetings

Become familiar with information, consultation, and problem-related meetings

Learn about the role of facilitator of remote meetings

Learn the rules and techniques of conducting such meetings

Practice handling difficult situations based on cases from their own professional life

Known the suitable facilitation techniques, tools, and methods

Know how to apply and select influencing techniques matching their own behavior style and the goal they want to achieve

Cope with difficulties arising at meetings better

Are able to design a speech oriented towards specific goals

Effectively sell their ideas at remote meetings

Take part in a training game focusing on the manner of the leader’s communication with the team and on its effects

Practice instructing and supporting behaviors and selection of appropriate manager behaviors

Learn to assess employee competencies in relation to the task to be performed

Diagnose their own communication style

Practice four types of key manager conversations

Conduct effective conversations related to the primary areas of action of leaders and managers: goal setting, monitoring, problem solving and task performance summarization

Adjust the communication manner to the needs and abilities of their employees

Use an extended communication behavior set, thanks to which they handle difficult interpersonal situations with their employees better

Become familiar with the principles and transformational ideas of Fierce Conversations

Diagnose how much they have in common with every generation present on the labor market

Become familiar with the characteristics, methods of action and manners of cooperation between various generations

Practice team conversations, thanks to which differences become a source of power

Support the long-term success of the organization by applying the knowledge and experience of all employees and facilitating the exchange of information between generations

Are able to recruit, motivate and maintain a diverse team in the organization effectively

Know how to build an environment that fosters further development of representatives of all generations

Understand themselves better, thanks to which they build relationships effectively and contribute to employees’ satisfaction

Use various perspectives while solving problems and looking for new solutions

Identify threats related to perceiving others from the angle of generational stereotypes more effectively and are able to respond to these threats

Analyzes and defines the goal of the process, i.e. determines the essence of the desired change in their life and what should be its manifestation

Verifies the possibility to build a relationship based on trust

Participates in a trilateral conversation attended by the process sponsor to build a contract concerning the results and rules of cooperation

If necessary, performs a diagnosis with the use of psychometric tests

Participates in coaching sessions

Make important decisions, for example on maintaining or changing the strategy of team action

Make earlier postponed decisions and present them in their own professional environment

Acquire and present a given skill, the learning of which they have avoided so far

Improve their results in employee appraisal or in a selected metric of skills

Solve their own difficulties and problems

Improve their own effectiveness

Diagnose their individual leadership style

Become familiar with three leadership skills acc. to Blanchard

Practice defining a stage of employee development and identifying employee needs in each of them

Learn how to match the leadership style to employee needs in practice

Have access to the tools and materials on the Blanchard Exchange platform and to the SLII® application after the workshop

Enhance the effectiveness of actions and increase the goal accomplishment level with continuous development of employee skills and engagement

Can set goals and diagnose the level of employee skills better

Know how to build employee engagement for the purpose of specific tasks or goals

Increase their managerial flexibility, e.g. can adapt the management style such that employees receive what they need

Have permanent access to tools on the Blanchard Exchange platform, which enables the implementation of the SLII® model in a team

Become familiar with the reality of remote work

Analyze the challenges of managing remote and distributed teams

Practice 3 practices and habits of a virtual manager

• Attention and care
• Building of the sense of community
• Effectiveness and development enhancement

Create their own action plan

Increase their personal managerial effectiveness

Improve communication and cooperation in a team

Enjoy greater trust among employees

Can build the sense of community and teamwork

Contribute to higher self-reliance of employees

Increase the motivation and engagement of team members

Learn to recognize the situations where coaching is an adequate and effective tool of supporting employees in achieving better performance

Become familiar with and learn to apply the structure of a coaching conversation in practice

Practice 4 key coaching skills

Become familiar with simple and practical working tools

Perform implementation tasks with their teams after the workshop

Can build a permanent capability of development and creativity in employees

Enhance goal achievement effectiveness by learning new methods of action

Know how to increase employee engagement and self-reliance

Can motivate employees to take an additional effort for their company

Increase trust in managers and the company effectively

Increase employee engagement and self-reliance by practicing coaching systematically when working with them

Become familiar with decision-making styles and various levels of team engagement in decision-making

Analyze their leadership style individually

Compare their own decision-making effectiveness in with others’

Have access to the online analytical tool after the workshop ends

Receive guidelines concerning the development of their own style

Improve the quality of the decisions made

Can enhance team engagement and accountability

Know how to use knowledge and experience resources optimally

Develop team capability and willingness to cooperate more effectively

Effectively reinforce employees’ sense of belonging to and being an important part of the organization

Optimize the time devoted to decision-making better

Learn self-regulation, management of their own thoughts, feelings, and attitudes to achieve specific goals

Diagnose their sources of priorities

Recognize their own basic psychological needs from various motivation perspectives

Practice the structure of Five Steps to Triggering Optimal Motivation

Know how to take responsibility for the level of their motivation and do not expect the company or the manager to motivate them

Willingly engage in pursuit of goals, being ready to do more than specified in the scope of their responsibilities

Believe that their workplace allows them to pursue their own goals and values and is full of meaningful interpersonal relationships

Experience a high level of energy, vitality, creativity, and innovativeness

Learn about the benefits of using narrative in business and the areas in which it is worth applying it

Become familiar with storytelling tools

Learn how to use various kinds of narrative building structures

Get to know what role conflict plays in a story and what Conflict Thermometer is

Work on dividing a story into scenes using dramatization and close-ups

Become familiar with the visual language and discover the so-called enemies of narrative

Are able to build teams based on a shared identity

Build employee engagement better

Introduce changes more effectively

Can exert social influence more effectively

Increase the value of the offered solutions

Achieve better sales results

Become familiar with four areas of authority building: credibility, vision, relationships and competencies

Diagnose the competencies on which they build their personal authority

Learn to present the vision to the team

Practice building trust and partner relationships with employees based on openness and feedback

Work on building credibility

Act more effectively in difficult manager situations, which require referring to authority and influencing

Increase the effectiveness of influencing on the employees

Introduce changes more effectively

Exert a greater influence on the increase in employee loyalty

Use feedback as a base for work on personal authority

Take part in an interactive performance, during which they can test their own strategies of reacting to the emerging difficulties

Experience the complexity of an organization’s system and relationships between employees

Observe their own emotional responses and analyze them in a safe environment

Develop intrapersonal and interpersonal competences, such as e.g. understanding themselves and their emotions

Analyze the influence of managerial behaviors on employee motivations

Verify their own managerial competencies in practice

Understand the role of manager and the related challenges better

Are more ready for conducting everyday honest conversations in the organization and creating a space for dialog

Name and communicate their feelings, emotions, and needs more boldly

Look at their areas to be developed more openly

Are better prepared for receiving feedback