Overview

To improve the performance of an organisation, leaders need to lead, and managers need to learn how to manage andlead. Leaders primarily drive the vision (the domamine ‘why’) of a change programme whilst the managers drive the mission (the norepinephrine ‘how’). By evaluating your style of management, leadership and negotiating, this programme is designed to utilize and enjoy your strengths, whilst being aware of your weaknesses. You will develop a crystal-clear understanding of how to lead internal and external stakeholders.

Why Should an Individual Attend?

After citing 187 white papers, articles and books on leadership, neuroscience and psychology, Ian Rheeder proved that leadership boils down to three TEC domains -- Trust, Engagement and Competence. In 2013 649 leaders were trained to validate the TEC Leadership System -- every single leader strongly agreed that the TEC System worked and was easy to implement when back at work.

Outcomes

Without the TEC Leadership System, examining ourselves as leaders is extremely difficult. We tackle this extremely elusive subject of leadership from a neurological level, associating basic emotions to the 7-levers of persuasion. With great success, this leadership model has been tested on dozens of management programmes at the Gordon Institute of Business Science (GIBS), where Ian facilitates.

Program Outline

1. Personality Profiling to assess your typical leadership and negotiation style. This will also make delegates aware of other work associates styles and temperaments.
2. Your Leadership Style.
3. Why so few plans are implemented (The difference between thinking, feeling & doing.)
4. Self-confidence and self-esteem exercises. Manage yourself before you manage others.
5. The difference between a Leader and a Manager
6. Situational Leadership Styles
7. Power Styles: 7-Levers of Persuasion
8. Understand the neurobiological structure of our brain and a neuroscience-based model for influencing and inspiring
9. The Neuroscience of Leadership: Understand the neuroscience behind becoming an astute TEC leader (Trust, Engagement, Competencies), Leadership SA, July 2012
10. The TEC Model elegantly takes us through the stages of trust building, how to engage and display competence.
11. Rate a leader using the TEC Model calculations
12. Rate yourself as a Leader

Who Should Attend?

• Engineers
• Technicians
• Technologists
• Architects
• Project / Construction Managers
• Quantity Surveyors
• Contractors / Sub Contractors
• Executives / Senior Management
• Middle Management