Sy n build a leadership program p-pt - with objectives and skill sets

Build And Brand Your Own
Leadership Program: For Today And The Future
From Speakers you Need®, LLC
SpeakersyouNeed.com
1-855-889-7625

How The SyN Build A Leadership Certificate Program Was Developed
Speakers you Need (SyN) believes that professional and organizational development is the competitive advantage of any
successful business. It is what drives productivity, personal commitment, and profits. We want to be your partner in
enabling your staff with the latest knowledge, skills, and information available. In this fast-paced and ever-changing
landscape, know that we are the definitive source for tracking the latest trends, citing best practices, and identifying the
skill sets needed for today and the future.
The SyN Leadership Certificate Program content was taken from the latest research findings and leaders in the field,
including:
• Global Workforce Study - Engagement at Risk: Driving Strong Performance in a Volatile Global Community, Towers
Watson, 2012.
• Trends Reshaping the Future of HR: The Rise of the Extended Workforce, Accenture, 2013.
• Workforce of the Future: Building Change Adaptability, 2nd edition, James Taggart, MA,MA, e-book, September 2013.
• Leadership 2020: 10 Workforce Trends + 10 Critical Leadership Competencies, A.J. O’Connor of A.J. O’Connor and
Associates, 2014.
• 10 Must Have Leadership Competencies of the Businessman, Mike Schoultz, Digital Spark Marketing, 2013.
• Cutting Edge Leadership: The Top 10 Leadership Competencies, Ronald E. Riggio Ph.D., Psychology Today, April 27,
2014.
• Distinguished Speaker Series, Podcasts, Rand Corporation.
• 4 Workplace Flexibility Trends…for 2015, Shani Magosky, Chief Executive, January 26, 2014.
• The Top 10 Workplace Trends for 2014, Dave Schawbel, Forbes, September 24, 2013.
• Proficiency Levels for Leadership Competencies, U.S. Office of Personnel Management.
To cite but a few…
Speakers you Need, LLC SpeakersyouNeed.com 1-855-889-7625

Target Audiences For The Build A Leadership Certificate Program
This program is unique. Just like all organizations are unique – their strategic goals, their employees, their
products and services, their customers, and the kind of leadership program they need for today and the
future.
We aren’t telling you what you need. You are telling us what you need. And then we build it together.
You know your organization and industry. SyN tracks trends and best practices, has Subject Matter
Experts noted throughout North America, Curriculum Designers with advanced degrees and extensive
experience, and Professional Trainers that can inspire, instruct, and imbed the learning in the workplace.
Together we can create a leadership program that is built on your mission, vision, and values.
In today’s business world, every employee must become a leader. This program is for you if you want:
• To increase profitability, productivity, and teamwork, with all your employees 100% engaged
• To have your workers build their business acumen to understand the world of business and how it is
evolving
• To encourage everyone to be responsible for improving work flow, processes, and collaboration
• Innovative workers who solve new problems in new ways and not be tied to the past, but look
toward the future for new opportunities
• To create a learning culture where expanding skills and professional growth is expected and coaching
and mentoring is commonplace
• To successfully incorporate virtual teams and utilize talent wherever it is found
• Create a succession plan that takes you into the future and prepares your staff for new directions
• Improve communication, foster better relations across generations and with a diverse workforce

How To Use The SyN Build A Leadership Certificate Program®
 The entire program is customized for the client. We will work with you to create a leadership program
that exactly meets your strategic goals and needs. It will be designed specifically for your employees.
 We make it hassle-free for you. For one price, SyN will handle each presenter’s honorarium, travel
and hotel expenses, ground transportation, meals, and provide a detailed 4-color customized
workbook for all attendees. Each workbook will include a Professional Development Plan.
 We can do a pre-session needs assessment and provide post-session follow-up to assure you that the
information and skills get transferred back on the job.
 You may purchase all ten modules and schedule them at times that work for you. Or, you may choose
any of the modules separately – again, all adapted just for you.
 Any participant that attends five or more workshops will receive a certificate that can be personalized
with the name of your company and the name of the participant.
 All participants will receive CEU provided by SyN.
 You may license any or all of the modules. This allows you to present the programs as often as you
like, to as many attendees as you like. A subject matter expert will come on-site and spend a full day
training your trainers and helping them customize the content. All trainers will receive a Facilitator’s
Guide.

Overview Of The SyN Build A Leadership Program
Module 1 – It’s A New World For Leadership And Business
Module 2 – Developing Individuals For New Roles And New Responsibilities
Module 3 – Developing On-Site And Virtual Work Teams
Module 4 – Thinking Skills Required Of Today’s Leaders
Module 5 – People Skills – Interpersonal Influence: The Game Changer
Module 6 – Communication Skills: Your Competitive Edge
Module 7 – Writing For Results: Hitting The Mark Every Time
Module 8 – Managing Tasks And Processes For Optimal Outcomes
Module 9 – Technology: Extending Your Outreach
Module 10 – Creating And Sustaining A High-Performance Organization

Module 1
It’s A New World For Leadership And Business
• Going Global – The economy, business markets,
coalitions, interdependency, technology
• Power Shifts – World leaders, the flattening of
organizations, everyone as a leader
• Strategy, Values, And A Relationship Focus –
Engagement of customers and employees to enhance
business performance and increase
profits and productivity
• Changing Faces; Changing Places -
The new workforce and the new
workplace and its implications for
business

Resultant Skills Sets For Employees
After completing this module, participants will:
• Better understand the impetus for organizational change by seeing the big picture and the effect global changes
and technology are having on business. Change won’t appear to be so arbitrary, so it will be better accepted and
implemented. Employees will see that organizations are impacted by changes going on throughout the world and
the need to keep evolving to remain competitive and vital in a global marketplace.
• Relate to changes taking place within the organization by learning how power shifts are happening on a larger
scale and affecting all businesses. What is happening on site is not unique, but an adaptation being made by
organizations striving to be/remain successful in the future. Change is inevitable and professionals today must
embrace change, anticipate it, and create it. The status quo is no longer static, but dynamic. Innovation is valued
and necessary.
• Gain insight into the shift of the business focus to strategy, values, and relationships and how organizations must
change to adapt to this new focus and why it is necessary to survive and thrive. The bottom line has become more
than financial. Both employees and customers are drawn to organizations that have strong values and are
committed to people, fulfilling their needs, and being responsible stewards. Partnerships among employees,
customers, and the community (local and international) are a draw and crucial to business success.
• See that the adjustments being asked of them are not personal, but related to a change in business strategy.
Recognize that the reasons behind the expanding and shifting skill sets will benefit the individual in his/her career,
as well as the company’s bottom line. To remain viable as an employee, individuals must constantly develop new
skill sets and see their role in relation to the bigger picture.
• Grasp the major changes taking place where people work, who these people are, how the work will be affected,
and the new behaviors they must learn to create a successful outcome. Accountability is for individuals and work
groups.

Learning Objectives
It’s A New World For Leadership And Business
Going Global – The economy, business markets, coalitions, interdependency, technology
• Analyze how the move from national to multinational affects all aspects of business (financial, trading pacts, competition,
customers, and other elements)
• Look at the Internet and its effect on world activities, cultures, and global markets
• Explore how integrated, collaborative, and mobile technologies have changed the face of business
• Recognize that we have a global workforce – the utilization of outsourcing, offshoring, contract workers, and more
Power Shifts – World leaders, the flattening of organizations, everyone as a leader
• Acknowledge that the U.S. is losing dominance to China, India, Asia, and other emerging economies
• Discuss the ramifications of organizations moving from a hierarchical to flat and networked structures
• Look at the new reality - information and innovation drive business; titles and power have been replaced by work groups
and competencies
• Note that all employers are expected to lead teams, handle problems, provide input, and represent the organization
Strategy, Values, And A Relationship Focus – Engagement of customers and employees enhance business performance
• Discuss the implications of technology allowing input, providing interaction, and displaying comparison data – from the
perspective of customers, employees, and the organization
• Recognize that products and services are “made to order” and customization is expected; no more “one size fits all”
• Get comfortable with constant change – it’s required to reenergize products and services and get/keep customers
• Acknowledge that with cutbacks, every employee is important, required to contribute, innovate, and keep growing
Changing Faces; Changing Places - The new workforce and the new workplace
• Explore the implications of the new workforce due to: offshoring, outsourcing, contract workers, remote workers, virtual
teams, part-time and temporary employees, international teams, job sharing, and interns
• Find solutions for working and communicating across generations and cultures (ethnicities, genders, religions, handicaps,
etc.)
• Discuss the implications of the new workplace: consolidated and dispersed facilities, global locations, urban-suburban-rural
settings, virtual teams, home offices, business centers, shared office space, Starbucks et al
• Look at the “new challengers” - 24/7 access, work across time zones, information security (especially with BYOT and access
outside the workplace), the move from offices to cubicles to conversation areas, shared work space, and other
arrangements

Developing Individuals For New Roles And
Responsibilities
• Self-Assessments – Identifying strengths and skill gaps
• Feedback – 360° assessments; projecting an image
• Career Development – Training and succession planning
• Coaching And Mentoring
Module 2

Learning Objectives
Developing Individuals For New Roles And Responsibilities
Self-Assessments – Identifying individual strengths and skill gaps
• Assess current skills and discuss ways to strengthen them; build on strengths
• Identify areas where development is indicated and how/where to gain these skills; see development as an
opportunity
• Create a Personal Development Plan in sync with the organization’s strategic plan
Feedback – 360° assessments; projecting an image
• Distribute a 360° assessment to managers, colleagues, and customers for feedback and interpret results
• Discuss perceptions by individuals internal and external to the organization, as compared to one’s own perception
• Use the Johari Window as a point of departure to seeing oneself from different viewpoints
• Analyze one’s personal and professional brand as it is today; create an ideal future brand in concert with the
company’s brand
• List steps for achieving the ideal brand
Career Development – Training and succession planning
• Create a career timeline to date; visualize a career timeline into the future
• Explore individual coveted and possible organization-assigned roles projected into the future
• Research the skills needed for the new roles, measure one’s current standing, and how to gain skills yet to be
developed
• Interview people working in the new roles, discuss their experiences, ask for guidance to move into similar roles
Coaching And Mentoring
• Look at employee engagement and the effect each of the three categories have on the organization
• Explore the elements for successfully coaching others (and oneself) to fully engage workers in their roles
• Learn techniques for effectively giving and receiving positive feedback
• Describe the mentor/protégé relationship and responsibilities of each
• Outline the steps for the mentor/protégé process: identifying and selecting a mentor; making “the ask;” preparing
for the first meeting; structuring subsequent meetings; ending the relationship; staying in touch
• Identify the reasons for becoming a mentor to others; the importance of leaving a legacy

• Have a clearer picture of how they actually present themselves to internal and external
stakeholders.
• Modify how they believe they are seen by others, based on how others report seeing them. This will
clarify how they come across to others, which may be very different than how they believe they are
viewed.
• Create a personal and professional brand they aspire to that is in concert with the organization.
• Know where they meet the characteristics of the ideal brand and where they fall short.
• Have an impetus for change – change not forced upon them by negative reviews, but change that is
self-identified and desired and which will further their careers.
• See their role within the organization not as static, but dynamic and evolving, as the organization
responds to environmental changes. They will expect to redefine and expand their roles and get
comfortable honing new skills to meet new responsibilities. They will see their contributions as
essential to their organization’s success and be willing to do whatever is necessary to help it achieve
strategic goals.
• Become aware of the organization’s expectations for continuing education/training and learn of
sources and resources within the company and outside it to attain these new skills. They will see
value in professional growth and seek it, rather than having it imposed upon them and being
resistant to self-improvement. They will be willing to invest their own resources (financial, time, etc.)
in their development, as well us use company incentives.
• Know how to coach others and mentor them to improve productivity, shape behaviors, and help co-
workers reach higher career goals.

Module 3
Developing On-Site And Virtual Work Teams
• Teams Across Generations; Teams Across Cultures
• Matching Talent To Roles/Functions; Rotating Leaders
• Creating Cohesive Virtual Teams
• Team Meetings And Communication

Learning Objectives
Developing On-Site And Virtual Work Teams
Teams Across Generations; Teams Across Cultures
• Generational Issues
• List and discuss the five generational groups, their influencers, and expectations in the workplace
• Compare the five groups on issues such as motivators, preferred work styles/settings, learning methods and so on
• Align the groups to engage and function as a team - focusing on commonalities, not differences
• Cultural Diversity
• Recognize areas of diversity: age; gender; religion; ethnicity; handicaps; communication styles; etc.
• Appreciate the value of having a diverse work team, especially in a global marketplace
• Explore resources for learning about different cultures and suggestions for adapting and embracing uniqueness
• Be aware of company policies and expectations; anticipate needed policies; update on a regular basis
Matching Talent To Roles/Functions; Rotating Leaders
• Move from roles related to position/title, to roles according to skills sets, ability to contribute, and potential
• Identify skills needed for today and skills needed for the future to achieve strategic goals – individuals and teams
• Explore avenues for securing team members by skill sets needed: inter- and intra-departmental; cross-functional mixes; virtual
employees; contracted or volunteer SMEs; business partners and/or coalitions
• Look at options for measuring engagement; apply techniques for engaging all team members
• Determine process for rotating team leaders to teach leadership skills and groom future leaders
Creating Cohesive Virtual Teams
• Have and use techniques for introducing team members and personalizing them; create informal interactions like “coffee
breaks”, chat rooms, Happy Hours, life updates
• Define project objectives and team roles; ask for input and explain the team process; discuss accountability
• Establish individual commitments and timelines; determine the frequency and process for individual updates
• Define the leader’s role – to facilitate, not dominate
Team Meetings And Communication
• Properly introduce virtual technologies and collaborative software/programs so everyone is comfortable with them
• Discuss virtual agendas and reports, apply tips for involving all team members, share individual commitments and deadlines
immediately after a meeting
• Create a virtual site for posting team progress, sharing information, answering questions, and maintaining contact between
meetings
• Celebrate team accomplishments and promote team work and team play

• Comprehend the shift to team work rather than individual, independent input.
• See how this change will affect not only the way they do work, but the need for different and better
interpersonal, communication, and technology skills. This will encourage them to develop and/or
refine these skills in order to be valued and successful on the job.
• Better understand why people have different preferences, outlooks, and expectations based on
generational influences and cultural backgrounds. They will see that people are not being obstinate,
but there are logical reasons behind preferences.
• Look at stereotypes and examine how they serve to alienate and devalue others.
• Create an open dialogue with groups different than themselves. Have an exchange about “hot
buttons” and suggestions on appropriate terminology (like Hispanic vs. Mexican. vs. Latinos OR
handicapped vs. disabled) and best approaches to the various groups.
• See the humor in the differences and find commonalities on which to build. They will respect others
who come from different orientations because they understand them. They will learn from each
other by working on teams.
• Become better virtual team members and leaders by knowing what it takes to work across distance
and time. And be willing to assume leadership roles when they are called upon.
• Apply the best practices for conducting meetings and participating in meetings.
• Know the advantages and disadvantages of meeting technologies and when it is best to use them.
• Know what works with virtual teams and not have to use trial and error. They can begin their
teamwork by being successful.

Module 4
Thinking Skills Required Of Today’s Leaders
• Dealing With Change, Ambiguity, And Complexity
• Strategic Thinking
• Innovation (Products, Processes, And Communication)
• Creative Problem Solving
• Decision Making And And Risk Taking

Learning Objective
Conceptual Skills Required of Today’s Leaders
Dealing With Change, Ambiguity, And Complexity
• Understand today’s workplace – a faster pace of change requires a faster response; more complexity adds more options
• Analyze why people resist change; look at the four resistor types; know how to overcome the fear of change
• Discuss new ways to expand thinking to accommodate oppositional thoughts, mulit-consequences, and quick readjustment
as the facts change
Strategic Thinking
• See the big picture from multi-perspectives through role plays and simulations
• Think like a manager, customer, and other stakeholders
• Be familiar with the organization’s overall strategic plan and implications for the department/team/oneself
Innovative Thinking; Innovative Solutions (Products, Processes, And Communication)
• Participate in creative-thinking exercises to learn techniques for looking at problems/solutions in new/expanded ways
• Apply brainstorming and withholding judgment to explore multi-solutions to problems and then analyze possibilities
• Discuss goals, constraints, thinking beyond the tried and true, and ways to overcome groupthink and personal bias
• Research best practices and success in other companies/situations and the judicious use of team input
Creative Problem Solving
• Name the steps involved in problem solving and apply them to a relevant problem
• Role play situations, assume various roles, with each role representing a different interest in the situation and the outcome
• Discuss business examples of creative thinking and resultant positive outcomes
Decision Making And Risk Taking
• Discuss the decision-making process and apply it to a problematic situation, evaluating the consequences before finalizing a
choice
• Compare individual responses to risk taking and understand various points of view
• Analyze how to decrease risk avoidance and increase risk acceptance
• Calculate risk vs. possible gain/loss

• Grow more comfortable dealing with ambiguity and change, knowing that change is being effected in all areas
of our lives, not just the workplace. By expanding their comfort zones, they will be happier and better able to
cope.
• See that today’s business world is more complex than ever before – the marketplace, customers, workplace,
workforce, and technologies. This means that problems will be more complex and solutions will be more
complex. It requires a new kind of thinking – broader and with more options.
• Avoid becoming task focused and instead look ahead to the overall organizational plan and work toward
achieving strategic goals. They will see themselves, not as individual workers, but part of a well-functioning
team, with every person being fully engaged and contributing vital participants. They are important to the
organization.
• Understand that with all the changes and new directions, old processes and solutions will no longer work.
They are expected to create new solutions and innovate. Innovation and problem solving is not relegated to a
department; everyone is responsible and everyone can provide insight and initiate change.
• See that communication used in the past, won’t work today. Today it must be more frequent, diplomatic,
politically correct, clear, offered in a collaborative and not demanding way, sent by new vehicles, and with
faster responses expected.
• Learn actual steps to go through when confronting problems and making decisions and not give knee-jerk
solutions without careful analysis and seeing all perspectives and consequences.
• Explore creative solution possibilities by using brainstorming, reframing the problem, using analogies, getting
rid of assumptions, and not sticking to the rules. They will expand their thinking by freeing their minds.
• Study the benefits and drawbacks of taking risks personally and on the job, and know how to evaluate risk,
seeing it as a necessary part of growth.
• Practice the decision-making process by using historical problems and weigh the outcomes with new insight,
and then discuss a problem in their own workplace, exploring the repercussions of various solutions..

Module 5
People Skills – Interpersonal Influence:
The Game Changer
• Motivation And Engagement
• Delegation And Follow-Up
• Conflict Resolution And Negotiation
• Building Trust And Confidence

Learning Objectives
People Skills – Interpersonal Influence: The Game Changer
Motivation And Engagement
• Identify personal motivators – what entices you to commit, engage, and produce; what creates personal satisfaction
• Review individual motivators and preferences of individuals as related to age, experience, life styles, etc.
• Look at examples of benefit menus as personal motivators and ways to increase employee satisfaction and engagement
• Examine what is/is not being used, investigate why/why not, and determine how to get buy-in from others
• Interpret current research on engagement and measure/discuss engagement within the organization
• Identify ways to increase engagement within the organization and within work teams
• List the benefits – to the company and the team – of all workers being engaged
Delegation And Follow-Up
• Identify when it is appropriate to delegate and when the work should be done by oneself
• List the steps for successful delegation and why it oftentimes fails
• Tell how delegation can be used for professional development and is valuable in succession planning
• Recognize the pitfalls in delegating – from the delegator’s and delegate's perspectives
• Propose methods for following up after delegation and discuss which tend to be the most successful
Conflict Resolution And Negotiation
• Discuss the fear of conflict and why conflict is inevitable, at work and in life
• Recognize the value of conflict that is handled well
• Identify the consequences of the win/lose vs. the win/win approach
• Participate in a role play of a conflict situation typical in this workplace and analyze it
• Define negotiation and provide examples of successful and non-successful negotiations
• Practice using successful negotiation techniques – with individuals and teams
Building Trust And Confidence
• Acknowledge that trust is foremost in the 2030 workplace and for global business and why it is so important
• Look at the hallmarks of trust and why/how distrust happens
• Describe how lost trust can be restored and what you can do if it is irretrievable
• Discuss the changing concept of trust in a digital and global world and safeguards for assurance that trust is well placed
• Acknowledge the value of regulations and compliance to augment assumed/implied trust
• Provide techniques for building and showing self-confidence and confidence in the organization

• Be able to identify those things that motivate each team member and create personal motivators that spark
each person to become 100% engaged.
• Understand current research on engagement and apply it to their particular settings. This includes holding
1:1 sessions, surveying employees, tracking metrics, and supporting team efforts.
• Review departmental tasks and assignments to see which ones only they can do, which can be delegated to
others, and how to match the skills of delegates to the requirements of the assignment. They will feel more
comfortable delegating to others, since they have a plan for identifying the end result and measuring
progress. They won’t feel the need to micromanage.
• Strengthen the team’s skill base by delegating and empowering people to assume more responsibilities.
• Identify skills sets and skill gaps for each team member. This will be a guide for individualized training and
assist in succession planning as positions open.
• Get comfortable dealing with conflict, rather than avoiding it. They will have experience in knowing what to
do and say to resolve conflict, while still maintaining their position as team leader. Problems will no longer be
hidden, but rather openly addressed and solved. This creates transparency and provides a model so team
members can deal with their own issues and not expect the leader to decide outcomes. This empowerment
increases engagement.
• Be capable of negotiating, so that all parties leave feeling that the process was fair and needs have been met.
By expanding the frames of reference, they will see situations from the perspective of others. This will help
them show empathy, because they know where a person is coming from.
• Demonstrate the traits of a person who is trustworthy and be committed to forming lasting, trusting
relationships. If trust is lost, they will know how to regain it or how to live with the situation. They will also
know what to avoid in the future and develop better people skills as a result.
• Find value in regulations and compliance as a way to assure accountability and verify actions– not see them
as time wasters and intrusions.

Module 6
Communication Skills: Your Competitive Edge
• Listening And Interpreting Non-Verbal Behaviors
• Responding; Giving And Receiving Feedback
• Presentation Skills
• Communicating Across Time And Space

Learning Objectives
Communication Skills: Your Competitive Edge
Listening And Interpreting Non-Verbal Behaviors
• Discuss the communication process and common pitfalls
• Analyze the process of active listening, why it often fails, and ways to skillfully apply it in various situations
• Identify non-verbal behaviors, what they may imply, and how to hone in on the real message if behaviors
contradict words
• Get tips for handling difficult situations and discuss “perfect phrases” that are helpful
• List ways to prepare people to listen well and accept a message of great importance
Responding; Giving And Receiving Feedback
• Be aware that one’s response affects communication – for the better and the worse – as well as future
interactions
• Recognize that feedback is essential for personal improvement and evaluating processes and outcomes
• Discuss how and when to give positive, constructive feedback
• Describe how to use performance reviews for feedback to change behavior – for yourself and for others
Presentation Skills
• Identify the steps for giving an effective oral presentation, including: purpose, audience, visuals, voice and
“stage” presence, openers and closers, call to action, evaluating the presentation and audience reaction.
Prepare a presentation using these elements; present at least a part of it to the group.
• Go beyond PowerPoint – use a variety of graphics and technologies to enhance presentations
• Apply techniques for successful virtual presentations
• Practice and use storytelling to get the message across and remembered
Communicating Across Time And Space
• Compare technologies to see, interact with, share information, and relate to virtual colleagues, including
social media and mobile technologies
• Contrast the various technologies and the situations where each is best used
• Create a cohesive, supportive virtual team
• Consider differences to accommodate for when arranging interactions, meetings, and events
• Get tips for coaching, providing feedback, and dealing with poor performance from afar

• Recognize that listening is an active endeavor that requires focus without distraction or preconceived
notions, and that body language that may be discordant to the words being said. The intent is the
message, often told through non-verbal means…not just the words used.
• Be able to ask probing and open-ended questions to ferret out the true meaning of the message and
clarify it so that all parties are in sync.
• Have the confidence to withhold judgment and avoid arguing or preparing a retort when a message is
being given.
• Know how and when to provide constructive feedback to shape behaviors and groom their teammates for
future roles. They will also be open to accepting feedback on their behaviors, knowing that it will help
them improve and expand their skills sets. The entire team will see feedback as a positive way to identify
training needs and gain momentum to increase productivity. Use what doesn’t work as a learning
experience, not as a disaster.
• Feel comfortable standing before a group and have the confidence to prepare a coherent presentation
that holds the audience’s attention and succinctly gets to the point. They will be able to use visuals,
illustrations, graphs and charts, and schematics to clarify the message. They will not rely on PowerPoint
bullet points alone, but will use multi-media images and resources to get their message across.
• Apply best practices in conducting meetings and managing projects with virtual teams. They will know and
use a variety of technologies to create a united team, understand how to engage all participants and track
their progress, and have a virtual team that is truly collaborative.
• Adapt to using the social media and mobile technologies for communicating. They will make their
meetings and messages available through a number of media.

Writing For Results: Hitting The Mark Every Time
• Understanding Your Purpose And Audience
• Clear, Concise Messages That Get Read And Get Results
• Grammar And Style
• Technical Writing
• Writing Letters, Memos, E-Mail, And More
• Proofreading For Error-Free Documents
• Basics Of Graphic Design To Enhance Readability
Module 7

Learning Objectives
Writing For Results: Hitting The Mark Every Time
Understanding Your Purpose And Audience
• Identify your audience and what they want/expect
• Create a purpose for the message
Clear, Concise Messages That Get Read And Get Results
• Know what you want to say/impart
• Create a draft; cut extraneous and ambiguous words; have short sentences with the least complex words; avoid acronyms
unless they are well-accepted and known by ALL
• Organize the message into discrete units, paragraphs that are short and have a single focus, or point
• Use bullets whenever possible
Grammar And Style
• Recognize common grammatical mistakes; know the correct use of grammar; correct grammatical errors
• Develop and maintain a proper tone throughout the message
• Use a style consistent with the message
Technical Writing
• Discuss when to use technical writing; have a purpose and know the audience
• Identify the content to be included and how to best organize the material
• Recognize how technical writing differs from other writing; learn how to adapt writing for various reading levels
• Consider how to “package” and disseminate the material
Writing Letters, Memos, E-Mail, And More
• Discuss how correspondence has changed over time and with technology and when a formal postal letter is required
• Practice writing a proper e-mail and correcting one poorly constructed and executed
• Discuss any problems involved in writing formats for this particular group and how to increase effectiveness
Proofreading For Error-Free Documents
• Know the steps for effective proofreading
• Practice proofreading a document
Graphic Design
• Understand the basics of graphic design and how to grab the reader’s attention
• Critique documents and suggest improvements to the design (attendees may bring samples to be critiqued)

• Be able to analyze who they are writing to and what they hope to achieve.
• They will have the skills to craft different communication pieces, such as a letter of refusal,
follow-up to a complaint, a call to action, a request, and a documentation of poor
performance.
• Receive feedback on writing samples that will help them make the message more clear and
concise, have better transitions, block information, and use proper grammar and style.
• Appreciate the need for every correspondence to be “letter perfect” since it represents the
organization, as well as themselves.
• They will have online and other resources they can use to check their writing and correct
errors before something is sent. They will feel confident using these resources and asking for
someone else to review their work.
• Be aware that writing has many facets and the writer must adjust to the purpose and the
reader. They will learn to write to various reading levels, know when to use technical terms and
how to present them, and create a tone that matches the reader and intent.
• Sharpened proofreading skills and apply techniques to catch errors before something is sent.
• Understand how and what a person reads, know where to place parts of the message, how to
use graphics to enhance the message, the best fonts to use, and apply other validated research
to business writing.
• Create an environment where everyone is committed to business writing excellence and
continually improve their writing skills and feels free to ask for input from the team on content,
correct usage, proofing, and more.

Module 8
Managing Tasks And Processes For Optimal
Outcomes
• Using Data And Metrics (Track And Measure)
• Budgets And Finances
• Organization And Time Management
• Planning And Goal Setting
• Project Management

Learning Objectives
Managing Tasks And Processes
Using Data And Metrics (Track And Measure)
• Understand why data is so important today and how it is collected
• Reflect on the various types of data that can be obtained and how it can be used
• Review how the cloud is being used to store and access data; discuss the implications
• Interpret and display data for the best effect and understanding
• Be aware of and manage data security; look at situations that can create risk, legal, and other negative ramifications for the
organization
Budgets And Finances
• Create and use a spreadsheet to track data
• Prepare a budget and discuss how to work within the budget
• Read and understand financial statements relevant to the attendees
• Illustrate and abstract numerical/financial reports
Organization And Time Management
• Become familiar with time-saving and organization benefits of applications in Outlook and other technology apps
• Apply time-management techniques to focus and make the best-use of time; reduce distractions; handle interruptions
• Use techniques to organize the workspace and manage oneself
• Apply short-cuts to complete tasks, use technology to track progress and work being done outside the central workplace
Planning And Goal Setting
• Be familiar with organization's and department’s strategic plan; define individual roles and expected contributions
• Envision and write SMART goals; set priorities
• Overcome resistance to change; learn how to adjust and adapt to change; examine personal obstacles
Project Management
• Effectively use a Gantt chart and relevant computer tools for formulating and tracking projects
• Get buy-in from the work team; determine the best work flow and assignment of work
• Create accountability and handle poor performance or not achieving pre-determined goals
• Evaluate progress and processes

• Grasp how the Cloud is changing the way we store and retrieve information.
• Understand the data now being collected and how businesses can use this information for a
strategic advantage, as well as the security risks associated with it.
• Appreciate how analytics can influence business decisions.
• Create budgets and know how to use them as guidelines and adjust them as situations change.
• Read and interpret financial statements and use the information for decision making. They will
know how a spreadsheet is created and how it can quickly provide data for the user.
• Organize their workspace for maximum productivity and use computer applications to minimize
clutter and allow for quick retrieval of information so they can work with a clear purpose.
• Identify priorities, handle interruptions and distractions, and make adjustments as things
change, so that they are working on the most important things.
• Plan within a team to allocate tasks, meet deadlines, and hold everyone accountable.
• Lay out project details, illustrate them, and use a schematic as a reference point for tracking
progress, anticipating roadblocks, and keeping to timelines.
• Comfortably keep team members on target so that the work comes in at or under-budget, on
time, and meeting specifications.

Module 9
Technology: Extending Your Outreach
• Social Media – Internal And External Communication
• Collaborative Technologies
• Virtual Technologies
• Learning Technologies

Learning Objectives
Technology: Extending Your Outreach
Social Media – Internal And External Communication
• Analyze the role of social media in business today
• Discuss social media as outreach – blogs, ratings, feedback, information sharing, networking, communication
• Look at the company’s use of Facebook, Twitter, Pinterest, Flickr, YouTube, and emerging apps
• Examine inappropriate uses of social media, on and off the job, and its effect on one’s personal brand and perception by an
employer
Collaborative Technologies
• Overview the benefits of SharePoint and other collaborative work tools
• Understand the application and use of Web conferencing and document sharing
• Create a cohesive multi-author document or plan a multi-participant project
• Enhance and increase work team productivity
Virtual Technologies
• Create and empower a virtual team
• Identify how virtual leaders and team members differ from on-site leaders and work teams
• Review new technologies for establishing, communicating with, and utilizing virtual teams
• Learn how to avoid and troubleshoot virtual technology glitches
• Help others overcome their fear of technology and expand their comfort levels
• Know the best go-to gurus and web sites for mastering virtual teams and technologies
Learning Technologies
• Review how technology has changed and expanded learning options
• Identify resources for continuing education/training and the technologies involved: shadowing, cross-training, on-site
training/workshops, college classes, webinars, online courses, how-to videos and YouTube support, projects, readings,
simulations, case studies, games, volunteering, etc.
• Examine Learning Management Systems (LMS), what is available at this organization, and how it is being used
• Describe how an LMS could be used as a succession-planning tool; explore the succession management process at this
organization, future positions and restructured current positions, and the changing skill sets required for both
• Discover how to use available technologies for documenting compliance and licensing requirements
• Explore the most popular learning technologies – list the pros and cons of each

• Be familiar with the various social media being used by business to reach, interact with, and collect data and
feedback from clients/customers.
• Understand how the move to providing comparative online data requires that their own data be collected and
their standards raised to a new level in light of public scrutiny that can drive business and expectations.
• Recognize that some organizations depend on data meeting or exceeding a certain pre-established criteria for
reimbursement, accreditation, or valued rankings.
• Look at the ways in which other organizations use social media, such as building customer loyalty, providing
information, and being transparent.
• Appreciate that organizations must have a social media policy for employees and that improper personal use can
damage the reputation and standing of a company and lead to expensive law suits.
• Have a number of resources they can use to keep current with social media trends.
• Explore ways that groups can work collaboratively - SharePoint being one application for documents, video- and
web-conferencing for discussions and interaction, being another. By understanding the pro and cons of various
methods, they will know the best way to reach and interact with virtual teams for specific reasons.
• Feel comfortable using technology to conduct meetings and training sessions and can troubleshoot problems as
they arise.
• Be familiar with the concept of Learning Management Systems and Customer Relationship Management
Systems, the kinds of information that is tracked, and how it can be used for strategic purposes, such as
succession planning.
• Actively seek learning opportunities for themselves and others and build this into their performance reviews and
Professional Development Plans.

Module 10
Creating And Sustaining
A High-Performance Organization
• Establishing A Continuous-Learning Environment
• Initiating A Culture Of Innovation
• Using Diversity As A Competitive Advantage
• Supporting A Team-Based And Collaborative
Workplace

Learning Objectives
Creating And Sustaining A High-Performance Organization
Establish A Continuous-Learning Environment
• Analyze the reasons why successful and strategic-focused organizations build continuous learning into their cultures
• Recognize the hallmarks of a continuous-learning organization
• Identify skills sets needed today and in the future
• Discuss vehicles for learning opportunities and the tracking of individual education/training
• Determine an equitable reward system for employee engagement and professional growth
• Create a learning environment as a succession-management tool
Initiate A Culture Of Innovation
• Analyze why successful businesses today require a culture of innovation
• Demonstrate to employees the value of innovation in an ever-changing business environment
• Practice creative thinking and demonstrate the steps for creative problem solving using a relevant organization problem
• Outline techniques for overcoming resistance to change and dealing with negaholics
Use Diversity As A Competitive Advantage
• Define diversity today – age, gender, ethnicity, religion, culture, handicapping conditions (the new ones being added to the
mix), etc.
• Identify the types of diversities at this organization and how the company is effectively using and dealing with them
• Relate why diversity is now considered an advantage, not a drawback or a hassle
• Discuss diversity and legal requirements for organizations’ policies, employee handbooks, handling and arbitrating disputes
• Look at career advantages: multiple languages; willingness to take overseas assignments; working on a multi-cultural work
team; leading diverse work teams and their projects
Support A Team-Based And Collaborative Workplace
• Identify business, workplace, and workforce changes requiring a move to team-based and collaborative cultures
• Discuss the 12 Habits of Highly-Collaborative Organizations
• Assess the use of and success of work teams and collaboration within this organization
• Provide suggestions to strengthen the commitment to teams and synergistic work
• Have the participants individually list what they will do to further the cause
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• Be committed to continuous learning for themselves and their teams, to keep abreast of
constant changes in the industry, their profession, and technology.
• Create a short- and long-term Action Plan for Personal and Professional Development to
expand and enhance the knowledge, skills, and behaviors needed to be successful.
• Embrace change and view it as an opportunity for growth. They will explore how they
personally view risk and strive to become better at assessing risks and being willing to take
acceptable risks with expected high payoffs and potential consequences they can live with.
• Initiate and nurture a culture of innovation and learning, where new ideas are welcomed
and input is solicited and valued. What doesn’t work is examined as a learning experience
for future projects/scenarios, not viewed as a failure.
• Appreciate that diversity of all types adds to the mix and provides a truer picture of the
world and business goals. Being respectful of differences will be paramount and the focus
will be on finding commonalities. They will seek to learn about other cultures and
ethnicities and think globally.
• Look at politically correct terms and behaviors why others are degrading, negatively
stereotyping groups and individuals, and inappropriate.
• Become part of a well-functioning team where everyone contributes and is responsible for
not only individual outcomes, but team outcomes as well.
• Replace competition with mutual support and use team recognition for achievements.

The New
World Of
Leadership
And
Business
Conceptual
Skills
Tasks And
Processes
Developing
Individuals
Developing
Teams
Developing Individuals
Technology
Tasks
And
Processe
s
Interpersonal
Skills
Creating A
Comm
catio
Skills
Creating A
Communi
cation
Skills
Creating A
Communication Skills

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