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Training for Pragmatic Leadership

Our Training:

COURSE DESCRIPTION

1

Developing an Agenda for Action

Front-line leaders are change leaders who must recognize the areas within the organization over which they can exercise control. It is critical that these managers understand how to develop an agenda for change. These arenas include: organizational design, job design, goal setting, and organizational culture. Understanding these four arenas provides the learner with the critical framework necessary to establish agendas for action, improve performance, and create change.


Upon completing this course, participants will be able to:
  • Evaluate their organization's environment
  • Identify opportunities for change
  • Understand change as a process of negotiation
  • Develop an agenda for action based on the goals, culture, design, and work structure of their organization
2

Mapping the Political Terrain of Allies and Resistors

This course teaches leaders how to map out the political terrain and identify and assess potential allies and resistors to their initiatives. With this understanding, participants can anticipate and prepare for resistance and attempts to derail their initiative.


Upon completing this course, participants will be able to:
  • Map the allies, potential allies, and the resistors to their initiative
  • Assess the attitude toward change of various actors in the organization
  • Identify various agendas and styles
  • Anticipate arguments against the agenda for action
  • Explain the need for a coalition of support
3

Gaining Support and Buy-In for Your Agenda

This course teaches leaders how to build and negotiate support for change initiatives and explains the principles of bargaining power and organizational influence in order to analyze the agendas of other employees.


Upon completing this course, participants will be able to:
  • Describe why coalitions are critical to taking effective action
  • Describe how coalitions increase your bargaining power
  • Analyze the types of initial support you can build
  • Develop strategies for getting initial support for your agenda
  • Identify communications approaches that will be most effective
  • Outline a strategy for getting others to buy-in to your agenda
4

Mobilizing the Coalition for Action

This course is designed to help leaders develop the skills to implement an initiative, overcome resistance and unify a coalition for action.


Upon completing this course, participants will be able to:

  • Solidify your coalition
  • Map differences among coalition members
  • Propagate ideas and diversify their network
  • Identify the two dimensions of coalition leadership
  • Avoid traps of insular coalitions
  • Recognize and respond to changing conditions within the organization
  • Employ a Change Outcome Matrix and respond to different outcomes
  • Effect ongoing and proactive change
5

Pragmatic Negotiator: Preparing for Negotiations

This course focuses on how to develop the skills to become a pragmatic negotiator. Pragmatic negotiation skills enable leaders to adjust to changing business situations while keeping key personnel motivated and committed. Skilled negotiators know how to frame the negotiation to improve their bargaining position. This course will teach you how to evaluate the best ways resolve differences and how to strategically prepare for negotiation before you get to the table.


Upon completing this course, participants will be able to:
  • Assess needs and alternatives
  • Assess the other party's needs and alternatives
  • Determine when to negotiate
  • Anticipate power, personality, and cultural issues that may affect negotiations
6

Pragmatic Negotiator: Tactics and Skills for Negotiating

This course provides a practical framework for managing negotiations that can be used in almost any type of negotiation. The way a negotiation starts can significantly affect how it ends; this course ensures that you are able to set the initial tone for your negotiations, decide whether you should make the first move, determine how to present your proposals, and establish your negotiation style. It also provides tools to ensure that your ego does not impair your ability to gain your desired outcome.


Upon completing this course, participants will be able to:
  • Avoid the dangers of ego
  • Establish the negotiation setting and make the first move
  • Decide whether to be cooperative or competitive
  • Use proactive arguments, questions, and emotions to engage the other party
  • Close negotiations effectively
7

Establishing Momentum: Managing Structure, Resources and Performance

This course will help leaders empower teams and establish momentum for carrying out change through engagement. Essential to this process is maintaining capacity to allocate resources efficiently and evaluate performance and progress. A pragmatic leader must have the managerial competence to build the coalition’s capacity to keep the initiative moving forward and growing, and the performance/management skills to keep it operating effectively.


Upon completing this course, participants will be able to:
  • Describe the dimensions of effective leadership and their implication on the long-term success of their agenda
  • Identify the four dimensions of momentum and explain why you need to manage all four to ensure the success of your agenda
  • Choose facilitative and directive leadership approaches, as appropriate
  • Recognize and respond appropriately to changing conditions within the organization
  • Balance multiple considerations in building and maintaining the capacity of their organization
  • Evaluate performance and make corrections
8

Sustaining Momentum: Motivating Through Vision, Culture, and Political Agility

This course will help leaders to manage organizational culture to sustain momentum through engagement. Leaders need to provide vision, exercise political agility, and establish the organizational culture necessary to keep their initiatives vital and moving forward.


Upon completing this course, participants will be able to:
  • Create a culture of motivation that helps people learn and problem-solve while providing opportunities for affiliation and re-affirmation
  • Become politically agile: anticipate conflict and continuously mobilize support to ensure that their agenda remains vital
  • Build on current success and plan their next agenda
  • Focus on the big picture — from acting on an idea to implementing for long-term results
9

The Coaching Mindset for Engaging and Developing Others

This course draws upon a variety of examples to illustrate coaching in an organizational context, and details the four functions of coaching in an easy-to-understand and practical context. It takes a step-by-step approach through the five rules of the coaching dialogue and illuminates effective techniques for listening, asking questions, and providing feedback.


Upon completing this course, participants will be able to:
  • Define coaching in terms of the organizational context, differentiating the coaching mindset from the supervisory mindset
  • Apply the listening, questioning, and feedback skills necessary to facilitate the coaching dialogue
  • Assist others in building their proactive capacities
10

 The Coaching Process for Engaging and Developing Others

This course walks you through the process of goal setting in each of the four arenas of coaching; helps you to understand the framing, prioritization, and execution of goals for your subordinates; and addresses roadblocks that appear throughout the coaching process.


Upon completing this course, participants will be able to:
  • Use the coaching process successfully in a workplace relationship
  • Work with a protégé to cultivate a vision of the future, while working effectively on immediate goals