A Model for High Performance Management
The Achieving Manager Study definitively shows the common behavioral characteristics that the top achieving leaders employ to set them apart from their lesser achieving colleagues. These leaders were most highly valued by their respective companies and were promoted faster and given the most responsibility for managing their organizations assets and people.
The key to becoming a high achieving manager is to learn to behave like one
- Jay Hall, Ph.D.
- Presents an integrated synthesis of validated behavioral models that address managerial and organizational productivity
- Uses a process of learning and self-discovery to teach the behavioral characteristics of High Achieving Leaders
- Identifies the gaps that currently exist in ones leadership style
- Explains the consequences of those behaviors in the workplace
- Gives participants a new benchmark for leadership to model
- Provides access to a seven Model system based on the individual behavioral characteristics of achieving leaders
- Integrated web e-learning format available for a self-paced, on-demand experience that can be more effective for many organizations.
Model 1: Management Values
Discover how we expand our effectiveness as managers and leaders. Our behavioral practices are an outgrowth of our personal theories and assumptions about the basic nature of people at work. Based on this learned--and sometimes unconsciously referenced--belief system, we develop general guiding principles which result in the specific behaviors, practices, policies, and procedures which define our particular management "style" or approach.
Model 1 delivers the following benefits:
Model 2: Employee Involvement
Successful employee involvement requires that leaders/managers initiate and maintain the process of involvement and provide access to resources that people need in order to contribute. It is only when involvement is practiced effectively that human commitment and creativity will fuel process improvement.
Model 2 delivers the following benefits:
Model 3: Communication and Interpersonal Relations
Our interpersonal communication skills make the work climate more productive (or less so.) This Model discusses an overview of a model of interpersonal communication, and the analysis of one's own individual communication practices and how they might influence the total organizational climate.
Model 3 delivers the following benefits:
Model 4: Work Motivation
Discover how to boost performance by harnessing the motivation powerhouse
Researchers agree that the personal motivations of employees are directly related to nearly every facet of the workplace. Therefore, it is widely, but mistakenly, assumed that leaders/managers bear the responsibility of motivating their employees toward organizational goals. However, our research demonstrates that, since motivation is an internal process, leaders/managers are responsible for providing the proper work environment in order to prompt employee self-motivation. Using validated survey instruments the participant can both evaluate his/her own personal theory of motivation, and discover what really is important to their co-workers.
Model 4 delivers the following benefits:
Model 5: Empowerment
Nothing has a greater impact on managers themselves, their direct reports, and their organization, than how they manage and share their power. Research confirms that a manager's power style differentiates the truly productive manager from their less productive colleagues.
Model 5 delivers the following benefits:
Model 6: Group Decision Making and Team Building
Teams are a reality of organizational life. Today's organizations consist of interconnected groups of people, and "teaming" appears to be a permanent reality. How people relate to one another in the integration of task/social and emotional activities is the core issue if teams are to be effective. This Model is designed to explore the basic dynamics of group problem solving and to examine some of the common pitfalls characterizing groups that perform poorly. More important, a fail-safe alternative to such pitfalls is presented in the form of an in-depth blueprint for managing Commitment, Conflict, Creativity, and Consensus - the "Four Cs" of creative group problem solving.
Model 6 delivers the following benefits:
Model 7: Management and Leadership Style
Model 7 serves to integrate much of the material presented in previous Models. It also provides a structure for systematically examining personal behavior from multiple vantage points:
Model 7 delivers the following benefits:
We can work with your organization to develop a customized solution that incorporates one or all of the Models into a development program.