As predicted and promised, you folks knocked it out of the park! Thanks again, and I look forward to talking to you soon.
–Rick Crain- Senior Vice President
Universal Technical Institute
Thanks again for the GREAT session. This program has energized our leadership team and delivered a significant return on our investment. People are meeting in small groups to solution problems opposed to working in their individual silos...so not only are we getting the benefit of enhanced team work and collaboration but are generating new ideas for project management and process improvement. I have been impressed watching our leaders take accountability in more areas of the business, and after several months, they are still practicing the principles learned, which has translated to a significant difference in behaviors and mindset.
-David Evangelista- Vice President
McKesson
The positive feedback from our 640 employees who went through your training has been overwhelming! In my 25 years with Southwestern Bell, I have never witnessed such a positive response from both our management and employees. Your enthusiasm and ability to help all of us will definitely have a long lasting effect on the organization.
Senior Vice President-Operations
AT&T
PURPOSE: To facilitate deeper understanding of what it means to effectively manage sideways across organizational departmental lines and use skills learned to enhance these relationships.
OBJECTIVE: To define an individual’s scope of reach within the internal network of the organization and learn how to influence others to get work done. Having learned how to work across departmental lines, the skills will be used to resolve conflict and build collaborative relationships.
CONTENT:
- Definition of "scope of reach" and why managing sideways is critical
- Recognizing individual leadership competencies
- Developing and sharing your points of view about influencing as a leader
- Enhancing your team relationships
- Defining each person’s influencing style
- Resolving conflict
- Defining your scope of reach outside the team
- Building and growing these relationships
- Influencing and negotiating model
- Applying model to current upcoming situations
- Steps to analyzing situations and applying influencing behaviors
- Developing top priorities for each key business partners
- Presentation of team’s critical priorities to senior management
