Leadership & Management Development course | Amaro Araujo | Skillshare
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Leadership & Management Development course

teacher avatar Amaro Araujo, International Sales Key Account Manager

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

    • 1.

      Leadership management course promo

      2:59

    • 2.

      Lessons and intro

      1:50

    • 3.

      Leadership in practice

      4:30

    • 4.

      Successefully working in teams

      9:44

    • 5.

      Leadership styles

      7:49

    • 6.

      Understanding myself

      4:52

    • 7.

      Understanding others

      3:38

    • 8.

      Style flexing

      1:31

    • 9.

      Communication basics

      7:03

    • 10.

      Asking and giving feedback

      6:47

    • 11.

      Course wrap up

      5:42

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About This Class

UPDATED regularly with new support material (PDF/PPT/VIDEO). Includes more than 15 extra support files.

In this leadership and Management development course you'll learn, refresh or develop your knowledge in order to:

- Identify the difference between a leader and a Manager

- Be prepared to motivate people to achieve goals in easy and challenging times

- Have an overview over basic leadership tools and styles

- Reflect your own leadership role, attitude and behavior

- Choose the right actions to improve your leadership quality – including communication.

- Master objections, resistance and other difficult situations – confidently and convincingly

- Use proper and structured feedback sessions to keep your team at top level

Leadership and Management requires solid soft skills that are dissected in this course

Become a leader that people will follow, not a manager that people don't like to work with.

The 'command and control' system doesn't work or provide all the potential value of your teams and direct reports. This course shows you how to do that. By empowering people, understand them and supporting their ambitions at same time tackling your team goals and objectives.

Besides templates and many other support material, you'll find as well somes slides explaining how this course can help you in your career.

Meet Your Teacher

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Amaro Araujo

International Sales Key Account Manager

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Level: All Levels

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Transcripts

1. Leadership management course promo : Hello and welcome to this leadership in management development course. While you learn or refresh the basics off leadership and management, what is one? What is the other? What is at stake and where you learn how to be prepared to motivates people and teams to achieve your day goals during easy but mostly during challenging times. My name is a matter of a Jew. I'm an international key account manager, and for more than 20 years I've been in leading companies like Shell Inhales or Fujitsu, leading teams and people successfully helping them Taubate their targets, helping the teams to beat their targets, developing peers to continue their growth steadily and myself being part of teams which had successfully negotiated huge contracts for those companies that I work for. I speak six languages. So have quite some experience in terms off multicultural awareness. And I'm also the author of these book sales In my Passion that is available in Amazon and other bookstores. I designed this course for anyone who wants toe learn to refresh their leadership for management skills by tackling the background and main areas that you need to master in order to become good leader or manager. It will help you to reflect on your own leadership, role, attitude and behavior. No, your team traits personalities and the depth. Choose the right actions to improve your leadership quality, including communication sick and give feedback in order to continuously improve your teams and piers. The course is designed in a kind of brick wall with different small bricks that you can follow up independently. But when you group him, you will have the whole picture, the bigger view off leadership and management. I'll be with you during the whole course. All the lessons are video based, and I'll be explaining guarding use through all the process. So it's not just dropping a information for you to read. And at the end, off each section, I will have a rep up so that the most important parts stick the ideal student for this course, is any person or professional that leads or intense to lead. Or will it teams so as a as a direct report, an apartment leader, business leader with any direct or indirect reports anyone interested in the topic of human behavior, public relations or interpersonal skills and there are no particular requirements for these course, besides open mind, willingness to learn and the minimum off business understanding to know How does it all feats in terms off working teams? Hope it sounds exciting. I would be glad to see you in my course. In the end of this course in the resources section, you will find also a couple of slides to explain you how this course can help you in your career. Don't miss it out. 2. Lessons and intro: Hello. Welcome back home at the usual here, and in this video I will explain you how this course leadership in management development course will evolve. So how are the lessons structured? What is the content in which formats That's That's all these really was about. So join me and these are the eight main lessons that I have in these course 1st 1 leadership in practice, the 2nd 1 successfully working in teams 3rd 1 leadership styles in their impact. Next 100 standing myself than understanding others and interacting with others more effectively style flexing, communication basics and feedback. So these are the different pieces of the puzzle that I have in the course that we all enhance your leadership or management skills depending on roll that you're having is said previously, the lessons are all video presentation so that you can follow easier all the content that I will share. I'll be always with you thinking it. Which step of the process and I will also make some quizzes and practice and practice tests not to judge you, but to help you twin beds. The learnings that will have during this course at the end of the course, I'll have a rep up summary with its chapter and also global rep up at the end of the course so that you can print the main learnings of these court. And, of course, I will always have a couple of bonus that will help you when you're by yourself. Toe better understand and embed the learnings of these course. I'm here to help. So feel free to doc comments, suggestions that I'm missing here or that I should have. For that you have a different view. Always open to discuss it. Hope it sense exciting. Let's kick it off. I'm waiting for you in the first lesson. 3. Leadership in practice: here we are for our first lesson off this course leadership and management, the development, as you remember these other lessons that we're gonna have leadership in practice, successfully working in teams, leadership styles, understanding myself on the standing, other style, flexing communication and feedback. So we will start with the first lesson leadership in practice. And actually, these lesson is very pragmatic and straightforward. When you become a leader or a manager, you have to walk the talk. You cannot just have the title on your signature or in your visit cards. You really have toe personalize the role and behaviour, attitudes and behaviors so that over leader and the manager and it's natural that you could have doubts. You can have moments off distress. We are humans, but your image must be consistent and must be current with your role. Therefore, leadership in practice is nothing more. Nothing less than toe hacked and behave like a leader being an example. That's what people expect for you. That's what management expects from you, and that's what your team expects from you. And you don't need to be an expert on the area of expertise of your team. That's why you have a team. A team is to combine different skills knowledge so that you can read. Reach a level off performance outstanding, and it's your role to combine all these, and you are also part off all these skills in your capacity toe. Identify, promote and extract the best out off each of your team members. So optimized skills off your team's. Identify gaps. Identify areas for improvement and don't forget it. People can be motivated by either deficiency or growth ambitions. People can be motivated because they lack knowledge or skills in some area, and they want to learn it or because they already good at it. But they want to master so there this to kind off different motivators for people to grow in their in their roles. And you should identify that on each of your team members to live them, uplift them toe, help you out during their journey, and how so, too, will prepare them for their next roller or move. Don't forget as well that you can have very skilled people in the wrong assignment, and it's important that you assigned to your each of your team members tasks and responsibilities that but they are good at or that they can execute. That's an excellent level. It's useless toe to put truck on a speed racing track. The truck is very good, but not for speed racing, and vice versa. You can put a Ferrari to pull a very big weight, and it's not. It's not the assignment that is supposed to do. And it's your role to identify the strengths and weaknesses of your team and toe spread tasks and responsibilities. According to that, it's also very important that you were shared your vision. Your team must know why they do what they do. Your team must understand. How does it fit in the bigger picture? Often times, managers or leaders just tell people what to do, and that's not motivating. That's not encouraging, and that doesnt lead the people to go the extra mile to help you out because they don't see how it feeds. Probably they don't see even the value of it. You must be open and trustworthy on your team to share the bigger picture so that they are in cords by it toe to perform. So this is what leadership in practice is about is about being current. Having your attitude and behaviours must fit your role as a leader or a manager. You must motivate, encourage, know where team members know each of them. Strength and weaknesses know how to combine all of that in order to, as a team, perform at the excellent level at the same time developing their skills, either skills that they miss new skills or things that they can eat. 4. Successefully working in teams: next lesson that I have is how to successfully work in teams leader or a manager has a team and the team can be 123 10 20 how many people it can be and units you need to know how to successful. You work with each of them. If it's only one or two or three, maybe somehow easier to we get along and toe to know each member individually in the most little detail. But you have a bigger team that can be challenging, but it's important to know which areas you needs to a very minds in order to make it work. As a team, you can have very strong individuals, a ZAY said in the previous lesson. But if their strengths and their skills are not combined, that doesn't mean that you have a strong team. It's like a football team. You can have very, very good individuality za. But if they don't work as a team, you see and you've seen it time and time again, they don't succeed. It's all about combination, off off difference, skill sets that will make a team really go. We're to optimum level. So the first point it's a crucial create trusts and be reliable. This is really the starting point. Without trust, you will go nowhere. You can lead by intimidating. You can lead by by command and control. It will lead you nowhere. Create an atmosphere off trust not only from you with your team members, but among them. There must be trust enough so people cooperates. A team is supposed to cooperate, is supposed to build something together. And if there's there's no trist, there will be no good cooperation. There will be gaps and frictions and tensions and the end result will not be the optimal that could be so. Trust is a key element. Check by whatever means you have. If the team trust you And if there is sufficient trust, we didn't hit him. This is very basic. Without this, you will not succeed in the long run. Take care of your people. Give them a feeling off safety. Give them the feeling that you are with them. You are there to you are there for them when they need. That's very, very important. And knowing that my manager or my leader is always standing there for me, even when I have messed up something that one mistake or one failure. There's nothing to do which having a manager or a leader detaching from the individual. There are obviously feedback sessions. There are corrections to be made, but I will always need the feeling that my manager or my leader is there for me. We'll stand for me whenever I need. That's extremely important And that bounds which the first points with trust, they're stressed. There's this feeling that my manager will stand for me. I will do everything for him. Everything. Avoid accidents. Give warnings. One of the issues off leadership in our days is not tackling under performance, regardless off your willingness. Regardless of your efforts, you may well come across with people that are not reliable or that not interested in working together or that are whatever reason they don't perform. Or they become problematic address under performance on the respectful manner on the structural way. But address it. Don't just overlook. Don't just pretend it's not there because otherwise it will damage the rest of the spirit over the team. It really demotivated the rest of the team, and it will somehow wrote in the spirit that you have created so key point avoid accidents tackle on the performance. Another point is communication. Oftentimes, teams that lower management level are neglected are neglected in terms off information in terms of communication. So prepare information and communicates to your teams. Don't hide. Don't assume that information is not useful. That's not a way that you keep a trustworthy relationship with your team and therefore, at same level, share a vision and objectives on a smart level. Eso again. You don't need to report a full board meeting to your team, but you can put it on the way that they understand. And you can put it on the way that the vision is clear for them. That's also your role to translate big meetings off big communications into languages that your team understand always shared the vision. Always link what they do with bigger goal established parent parameters. On how the team works, how the individuals works, how which are responsibilities. Accountabilities set parameters on how you work with him when you are available. When you are not available, you are always available. You will have a negative day or week or month and will not be ableto execute all your duties. Therefore, educate your team. On which days are you available on? When can they should they get feedback on? When are you supposed to have a team meeting? When are you supposed to have individual medics set parameters, created routines? Educates it's the roll off the leader or the manager? Ask and give feedback. We cannot progress if we don't hear feedback from the people with whom with work, which or we live, which very often the perception off ourselves is distance from what or how people perceive us. So asked feedback and give food wick on the constructive way. Not never on a personal level, never on a blaming mode but always with situation in mind with what went well with watch would could have been different. And how could it be done so always factual based, never emotional based. This is very important. Measure control. Adjust. You cannot improve what you don't measure. Measure, control, adjust. That's a roll off. A leader and a manager. Don't let just things go in the hoping we're expecting that they will. If they are derailing that you will come back to normal. That's that. That will not happen or at least understand why they derailed and why would should they come back to what they have been before? Be proactive, be proactive. Never forget for the appraisals and recognition people needs to be acknowledged and recognized for their efforts and for the extra miles that they're given. You know very well that physical work normally is rewarded to its money. Intellectual intellectual work is rewarded which any other kind of encouragement, encouragement or recognition so acknowledge the successes off individuals of your team have some recognition. Plan Toe will keep them motivated. That will be aware. Be hectic, be proactive, anticipates, read situations, address on the performance, acknowledge and recognize extremely good performance and you'll be busy. Leader or a manager is always busy because they are in between two worlds. They are in between helper management and their between their teams. It's not an easy place to be, and it will be very demanding. So delegates and evolve other people in the things that you should be doing you're executing. That's not a send off weakness. That's not the son of being Busey as long it's properly delegated, or that you properly in for other people and forget that people will be extremely motivated when you delegate function functions to them on. They will most likely over perform because they will not let you down, make everybody feel that they are included and part off your achievements and celebrate when the goals are achieved. Celebrates There's no reason toe restrain celebrations and it doesn't mean that you will always elaborate these same goal. What can happen is that as long as you go, the higher level of demanding it will be and you will set higher and higher goals but make them achievable, make them celebrate the small steps all along. That's very important to keep your team motivated if you have only a big goal and will only celebrate when you reach out, that beagle can be a bloody long. Time can be very far, and that for and therefore your team can be can lose motivation a long way. But if you celebrate the small steps and from don't forget that small steps lead you to the bigger goal, then the people your people remain engaged, remain motivated and can easily achieved the pickle makes sense. So this is how you successful you work in teams. I think it's self explanatory, but to go through each point and link it and try to imagine the situation and try to see how it would work in practice. 5. Leadership styles: We're moving to the next lesson and this one. It's about leadership style and their impact in terms of leadership styles. We have the authoritarian style where there's a manager and they're the team members and the manager have hard targets of sanctions. It's only top down its controlling its short term view. It's a kind of old fashioned command and control, but it's still very up to date because in some companies that I work for a couple of managers or leaders who were using this style. Is it effective? No. It's more than proved that this command and control is, ah, out of date. There's motivate people, doesn't inspire people. Yes, in terms of short term, can have some results, But in terms of long term, you have a big mess out of here. It leads to frustration. People don't feel empowered. There stress that step A the There's more 9 to 5 behavior, the initiative blaming culture. So on Lee negative things that doesn't help the company culture gets corrupted, and in the long run, these, of course, will have impact on the performance. But that's lower level, obviously, Then you have this kind of laissez faire style. So this is where you have a leader on and you have team members Where the leader plays, the teammates plays the easy going, no strict rules. So it just lets go. And it just wants to wear to have a good relation with their team, expecting and hoping that the team will return his ah, coolness in terms off performance and achievements. And, yes, it creates a good atmosphere, but it's not fully translated in results or optimal performance. That's the problem of these les affaires style. It creates, actually, kind of a laziness, behaviours and attitudes. There's no right or wrong assed people don't care a lot. There's a very large grey zone. People acts on their own self interest first instead of the bigger picture and the team results. So it's It's better probably, than the authoritarian style. But the results are not optimum. We're not getting the best out of Ah, of the team here. Then you have a delegating style, and here you have a leader that tries to involve its team, tries to delegate, but the same time not being too strict, not having tangible goals and not having a very clear direction So these leads toe to a team that it's open mind Richards creative, but do those things on their own way. They do it fast and again leads toa laziness or in Gray Zones because the delegation was by one hand done because the manager didn't want to be involved with certain certain topics by other hands. That allegation wasn't done properly. Which clear, specific goals, directions, rules and the team will explore those weaknesses at maximum. And once again we have, ah, a team that will not perform at its Max potential. And then we have the participative style, and this would be the most recommended position to be where you have a leader, where you have the team and where each roles. Accountabilities responsibilities are properly defined with a set of rules and framework and where you really can extract the best out of your team performance. The leader involves the team and share results, asked for opinions, takes the responsibility and final decisions, participates in team work and collaboration, leads by example, tracks progress and evaluates performance, gives guidance advice six feet, basics feedback and promotes and encourage team members and the teams. The team feels involved feels part of something greater and they have a feeling off importance in the decision because they asked their their input. They provide their input and options for a final decision, but they don't feel the burden of the responsibility because the decision will be taken by the leader. The team feels motivated, feels that they have a new influence in the process. And the team feels that the goals are achievable because they are set and breaking that break down on the process that it's clear for them. So this would be the recommended style leadership style to extract the most out of your team, and here in this light, I will lead out in the types of authority and their impact. So you have authority of your position because of your title because you are president, CEO, VP, manager of the department, etcetera treasure. So that's authority off the position, and then you have the authority off the roll or the outreach. It's kind of police, the doctor, firemen or parents. So these cut off authorities off position. Being by title or by role comes out off, not recognition on itself, but because of the role or the title that they used by other hands. When you have a kind of recognized expert in a certain topic, you have different traits. So you have the authority by one hand, you have the authority of the position off or you have the authority authority off the person. But because the position is granted not by what they do, but by the title or by their outfit or position, and you have an authority off the person. But in that case, it's more the acceptance off the team or the people than the imposed situation. And you have authorities that that experts in certain in certain topics that because they have charisma because of their achievements, because off their deeds, because people show them respect. So these are different. Two very different kinds off authority, authority by position or authority, off the personality. And just to summarize that the ideal leader leads with natural authority, doesn't need his role position out, treat or title to gather a team toe, bring the best out of a 10 it's the other way around. The team should look at the leader and see him as an expert person with charisma, person with achievements answer person that they would follow whatever he goes without having that person needing to refer to their title or position. This would be the ideal, the leader and these leader will get the most out of esteem if you put if you have two options. If you have in Oregon, in the organization wanting and two options to choose as a leader and you have one that is a senior level that this biased title could do the job or you have other one that is recognized by the organization or by the people with the personal traits go for the 2nd 1 6. Understanding myself: your team. Now that we know about the leadership styles, it's timeto ask you OK, but what is your own personal style? Are you aware of it? Because very often we don't We're not you often we Aziz said earlier. We have our own perception off ourselves, and oftentimes it doesn't match which people that's we work with. So asking feedback would be a great thing to do, but otherwise I will help you in the next couple of slides toe. Find out your own personal style because knowing who you are helps you a lot to know how to deal with other people and also anticipating how people are and why do they behave or that they acts on the certainly so you have. If you're familiar with the with the disc er profile program, it is said it. There are four types off personalities. You have the outgoing who have the people oriented. You have the reserves and you have the task oriented and each one of them. He's more focused in search certain aspect than the others. And it's important that you try to find out where would you place yourself in this framework, and where would you see your team members as well, because then you would understand better and you would know how to address each of them and probably one dominant person. She needs to be addressed differently, then a steadiness person. So it's important to know these backgrounds to understand how can you best communicate and deal with these different kinds of personalities? So on the on the upper part, you have the more outgoing people on lower part. You had more reserved people, and on your left side you have the more task oriented people and on your right inside you have the more people oriented again. You might well be mostly off one of these boxes and have some traits off the others. There's no have to be full in one or the other. No, that's not the point. Most people are in most cases, let's say C 60 70% green and then 10 Purple, five, blue, five red and vice versa. We all have some traits from one of the other boxes, but there's one that is more dominant, and that's the one that we should find out in order to know how we are, why we do and why we hacked as we do and also your team members, Where would you put them? And therefore, how should you address them? And the first step to address it is to recognize the clues and recognizing the clues is on their body language on their voice or their words for your step once again for yourself and for the others in terms of body. And do they use gestures flowing normally? Is it less or more do they is their face animated for less or more, his body movement contained, And the voice How is it so for every aspect, try to find out for yourself and for the your team members. Where would you put them to find out what kind off personal style do they have and also to find out if they are task or people oriented? The next steps also to with the nonverbal communication, do they make eye contact gestures? How is it done? Tried toe? Find yourself and find your team. Members here in a trend out extend if they are outgoing or reserved, so in the previous large, if you go back, this is to find out if they are task or people oriented, and now we are finding out if they are outgoing or reserved. This is very important in orderto were optimize the communication with them in orderto avoid frustrations or tensions because you are addressing them on the very people friendly way. And you're doing that to people that is reserved or you are or you are addressed, a task oriented, oriented person which people skills. And that's not that's not going to work. I will have. This, of course, is mature in the end of the course, but just for reference. So this is how it works, decided different types. The division stepped down, left, right, outgoing, reserved task or people oriented. This is how these are the two steps that you will use to find out where to place your team and yourselves. 7. Understanding others: and I have here a small picture room, but I would like toward to take you through that in the end of the big message that they have here is that there's this first notion that we are all alike and we should all be treated equally. That's a very, uh, brought but knife statement, because when you move upper and number, you can say that's we are alike. But some are more alike than others. We like some people more than others. For instance, you can move into a further one step and say that we are all unique and have no have personal preferences and how we want to be approached. And therefore what these pyramids states is to put you on a very clear picture. How these notion narrows down and narrows down and should be narrowed down. In the end, you should treat people the way they like to be treated, because I like to be treated a certain way. But probably the counterpart it I'm talking toe. He doesn't like to be treated like me. He likes to be treated differently. Remember about cultural awareness. We are all different. We are all the same. But we are all different. We are all have different backgrounds, different experiencing life, different ambitions, different goals, different experiences. So you should treat people the way they like to be treated. And that's why the previous two slides are very important. To find out who, what kind of personality you have, what kind of personality your team has individually and has a team so that you know how to treat them according to their style. That's the point of these lesson, how to interact with others effectively and to interact with others. You need to know your style, you know to you need to know their style. So now that we know that your team members don't want to be treated all the same way and again, this is a very, very naive think toe to say That's okay. I have team members. I will treat them equally, but they don't want to be treated equally. They want to be treated fairly that they want to be treated according to their personal style. If one is more technical, you will like to discuss more. A technical level is the other one is more people person he would like to have more people interaction with you so that that your style, according to the people that you are dealing with, and this doesn't mean being fake or being manipulative, these means knowing out to interact with others and knowing yourself and knowing your team members. For instance, I heavier an example off how I want to be treated, and this is something that I share with my team members so that they know how I like to work and things that I don't like. This is done on a very open and transparent way, and I asked them the same. This is one way that you can use if you have difficulties to find out your team personalities, or if you don't have the time to do that exercise, you can also do this. You can do this for yourself and then ask them to do the same for themselves, and then you will find out that each of them will come up with different stuff. Probably some of it will will correlate, but some will be different from one to the other. And that's the beauty of teams. It's all these diversity off personalities that also helps your work will not be routines or boards because you'll have You have to reinvent yourself. You have to adapt. You have to evolve as well as, ah, as a 8. Style flexing: they're so when I say you don't have to be fake, this is what you have to go. You have to do with style flexing. You have to adapt toe temporary, adapted to the personality style off the other person. And how do you adapt? First of all, you can use my reports that I've showed Justin what just recently otherwise, you have to be attentive and aware. You have to prepare, if possible, and you have to learn an SS being attempted an aware means not just observing and and following up but asking questions. Mirror body language reflective for listening. Active listening pace voice aspect is be very attentive and aware. Take your time. Don't rush when you talk with your peers. If possible, prepare in advance. Plan your fixed, flexible style to adapt to toe to your intellect, er and style and the content, the communication that we will do with her, the style of communication. And in the end of that session, try to learn in assess what went wrong. What went well, when did you saw it him or her more open and more more ease and repeat this process. It's a very exciting thing to do to be able to enter it, somebody's in somebody's world and to get their confidence and trust toe, toe open there and thoughts with you. That's one of the good things about about leadership. Is this this challenge to deal with different personal styles? 9. Communication basics: and be aware that communication is key each at personal at corporate level. Most of the world issues come out off communication. Pure communication over communication were wrong communication. It all starts in communication and they are very various different levels in terms of communications. And if you read minds, my post here, you will for sure recognize that you find yourself most of the times in one or the other level. Very rarely. We are at level number five. Very often we are number one. So somebody's talking and you are in front and shaking your head nodding. But your mind is completely somewhere else. Or you can be number three where people are talking and you're just focusing on the answer that we will give and you are cutting them already before letting them finish what they are saying. They're interrupting them with your position, with your view and on and on, because you want to speed it up. You want toe. So in the end, we are not really communicating. We are not really 100% focusing on what the other person is saying. We're not attentive to their eyes, were not attentive to their body language. we are just rushing in because we have another appointment off or we had other stuff to do and communication, and particularly when you when you're talking with your team members and you're dealing with your team members, it's very important to take your time and to really listen to the detail what they are saying and when I say listen to what they are saying is listening and understanding what they mean in their world. So you put yourself on their shoes and you are with them, which all description that they do. It said. Right after you're not thinking about your next meeting or thinking about things that you have to do or thinking about the weekend that you gonna spend you are there physically and mentally in the discussion. That's an absolute must with your team members. That's a key skill in terms off leadership and management, and it's a skill that is oftentimes missing. Armies looked because leaders or managers are so busy that they think they know what they their team members said, or they think they know what it is about. But that's according to their own shoes and not the other people shoes remember in terms of communication, if you look at this pyramid, you will be shocked to know that only 7% off communication is linked towards only 7% isn't what we say. All the rest is body language and then known verbal communication. This is extremely important. So that's next time that you're talking toe one of your team members. You don't just listen to what they say, but you off serve and you are physically present there off serving body language, looking in the eye, putting yourself on their shoes, and then you can understand what they say and the other way around this will. When you communicate, you don't communicate only with your words. When you come in a kids, your communicates with your body language with your eyes. With the official expressions, all that is communication. Only 7% from your message, only 7% will be taken out of your words. All the rest is from the number of a communication, and that's why it must be all aligned. You're saying something, but your facial expression is neutral and your body is frozen whatsoever. It doesn't convey the message. It doesn't reach out. The other part or they will not believe it or they will not take it seriously because there was a con tradition in yourself. So your message must be aligned. The words and then the tone, the paste, the facial expressions, the body language. It must all conveyed the same message. And whenever you're talking with your team members, you need to assess Aziz Well, all these elements is what they say. What they mean. This is key, is what they say. What they may be attentive, be present off. Serve. Take your time. Yes, it demands time for sure. It demands attention to detail. It demands practice, but it's, ah them worth to explore it, cause otherwise he will never fully understand your team members. You will never establish a relational for rapport and trust and build up on that tour toe Excel intended for So we reached toe our point off reflective listening. Then the reflective listening is being present. Tried to understand the situation from the perspective of your counterpart not from your perspective. Don't Russian conclusions don't interrupt And don't don't think that you know what they're talking about. Let him finish. Don't come up with potential solutions before listening to the old story because you don't know yet. If there's some data that will change the perspective completely, let them finish the story. And if they taking too much time or giving too much detail, let them know how do we want to communicate? Let them know your working style. Let them know that when they talk to you, they must be concise to the point specific. If that's to your case, let them know. How should I talk to you? Let your team knows how to communicate with you and ask from each of your team members. How do they want that you communicate with them Wednesday have established that. Then you can apply reflective listening. So once in a while, stop and summarize. Ask if that's what what they mean on your own words. Focus on on your team members don't focus on yourself. And what what impact does it have for yourself? Focus on them. Focus on the message. Read between the lines. Check if what they say is what they mean. Check if the message is in harmony with their body language with the official expressions read between the lines. See if there are incompatibilities and rise them up. It's your team. There should be no secrets reflect on facts and feelings. So you think this situation is leading toe this kind of problem, etcetera, etcetera, etcetera Ask their input involved in and for you. It's important that this works that way, or that your colic works that way. So you had experienced which ex wives that and you like to that in the future. We. So all of these are ways that you can involve your team, that you can reflect infects and feelings that you can tackle issues that you can unveil potential from your team using communication. 10. Asking and giving feedback: Sedwick. Philbrick is one of the best tools that a manager or a leader has, and fortunately, it's not so used so often. So feedback, as you can see here, is the possibility for a group of people or individuals to get information about the behaviour, its impact on them, on others or in performance. And, of course, you cannot. You should not give feedback, just criticizing just shells, judging just blaming, finger pointing. That's not feedback. That's not rebuke, that that's not helping. A team that's not helping yourself can lead toe, ventilate some of your frustration. But this absolutely no, no value on that. So how do you give feedback? Structuring it? Here you are. Structure your feedback sessions. You have standard situations. You have observation, and you have impact in performance atmosphere, etcetera, etcetera. When you have when you have a structures feedback session, you are not finger pointing. You are using any situation event our results to detect malfunctions and to improve the situation. And that's in the interest and benefits off yourself off your team member and ultimately the team in it of itself. So if you pick up a standard situation and you say OK, we agreed on this. I have seen that you haven't followed. As a result. This is the impact. So we need to correct this. You bring a concrete example, you bring what should be the correct behavior you bring. What was the outcome of not following it? That's behavior or attitude and the impact that would have been and for for the the pier entity. And therefore it's a situation that should be improved. That's how you approach a structure feedback session. These are just a few examples in each of the steps. So last time that there was a situation, I have noticed that something wasn't compliant. That caused the rest of the team to have the late on the project and that will delayed our major go by X. So as a corrective action, it will need toe follow up your tasks on time pre inform the team and myself if there's any setback and a possible delay. So this is very structured on and constantly feedback session. Extremely important, your mindset don't use yes, but don't use, however, because those expressions have a negative connotation and take away anything, positive said earlier. So your mindset is extremely important during feedback sessions when you're asking or giving feedback on a very open year and and transparent way, use instead off. Yes, but using state, however, use yes, and I'm wondering if the's wouldn't lead to a better results, so always tried to put it in perspective. Always try to involve your counterpart to see the bigger picture, to see the impact, to see the situation. Do not not don't drive it. Don't drive him or her toe deadlocks toe a wall, Drive them to an escape route. Always. And if there are positive things that they have done, used them and then drive the change on the less positive thing that they have done in other to achieve expires that, lastly, in terms of communication and feedback, these are the most important expressions that you can have in terms of communication. Six. I admit I made a mistake in the corporate world. Unfortunately, these seas very, very rarely used at least my management or leadership. Why not? It's normal to make mistakes, not normal, to make a mistake, the same mistake again and again, but it's normal to make mistakes, to learn from them to see what where waas the failure and to improve them for next time it's It's a major opportunity. Any any mistake is a major opportunity toe to growth and evolution. Use it. You did a good job. It's also not used enough. We take for granted that people that do good things again don't use. It's just really you did a good job, but use it when, appropriately, and look people in the eye and say, Say it honestly, don't say it just as a template. You did a good job and keep carrying on. That's not a way. What is your opinion involved? People involved people when people feel involved and field feel part of something greater than themselves. The Excel involved people, if you please. When you tell people to do something, probably a moan and groan and not do it correctly. But if you ask them if you please, then they feel a different different. Dr Toe date into the desk. Thank you, but don't say thank you trivially say thank you looking people in the eye, appreciating and conveying the message. We else with your body language and the most important boards in human relations, we we that I I it's weak. We did it. We have a comet. We had a rough time, but we managed we. These are some of the most important expressions that you can use. You get him, use them, Matthews them honestly and feeling them not just as templates. So that was it. This was the last lesson that I had to share with you about leadership in management. It's I recognize this quite some information. It will require some time to and bed in tow to link this with your with your day to day activities. I would so recommended that you take notes along the way. When you take notes, things stick in your memory and go through the course again and again. If you have questions, suggestions just shout. I'm here toe where to help you out. And I'm here to where to see as well if you have different perspectives and toe exchange in it. So hope it helps you on your leadership for management role in the future. And I really wish you to succeed in that. Glad to be here somehow. Part of that success. Thank you. See you 11. Course wrap up: and here we are for the rep up off the course In these video, I will just go through the main learnings, the main lessons off these leadership and management course just to highlight what are the key points that you should very mind for on your role, and I will also share bonus material. These are the main takeaways. First, the difference between leaders and managers, often times of misunderstanding or mix it up. It was such often even in the corporate world, at higher level. Sometimes you see managers that our leaders, leaders that are managers, titles. That's just what it is. But the key point is to know if they are really a leader or a manager. Don't forget my default. People follow leaders and people work or do tasks for managers. That's a very big difference between one and the other. And depending on the situation, you might have a manager on your on your team. And if it's for a short term goal, find going it. If you have a team working with for the middle long term, I would recommend it to have a leader putting leadership into practice. So walk the talk, don't just be a leader because you have the role because you have the title walk. The talk, the honest built, the report Trust in your team. Know your team members. Do what you say. Stand for them delegates or involve them in the process is share vision with them. Walk the talk. Really? We took a look at the leaders. Different leadership styles, the authoritarian, the less affair, the delegating and the participative. Depending on the organization's, one might be more appropriate, it and others. And my personal feeling is the best. One is the last one, the participative but again organizations. They designed their teams having some goals in mind, and they might ask you a different kind of approach. Or depending on the goal off or your assignment, you might decide to go for one of the other, but these are the typical leadership styles. Then, within the Legion leadership style, you have to know your own personal style and from your team. Knowing yourself in knowing who your team members are is a great contribution to the success off your team in off your objectives. In the personal styles, we have the dominant, the compliance, the influencer and steady. There's no better or worse, there's no right or wrong. There's just needs two off awareness to identify. Which one do you feel closest to? And it doesn't mean that you have to be one of the other. You can have a mixed offer them all and your team members same story, find out which are their preference style, and how do they want to communicate? Tell that they want to work with you and how do you want to work with them? These links to the next point to the communication treat people how they want to be treated . But you can do that only by knowing who they are and who you are. Be attentive to the levels off listening how you communicate the reflective listening. So all these is under the communication umbrella. Communication is key. Communication is the starting point off any major issue. Any major malfunction in any corporation or even a home. Clear communication on the right way on the right format is key toe. Achieve your goals as a leader Leader has also the role and the responsibility to track progress off his team and his team members and give feedback in feedback with purpose and with benefits. Give feedback with a structure Being aware of your mindset. Don't forget the most important human expressions, so the feedback must be done in order to correct any situation or any deviation off attitude, behavior or procedures from your team. Members highlight what has been done correctly and highlights what should have been done differently. Or what's the impact? Waas off the deviation from that procedure caused on the team member or on the team and then explain if another attitude was being used. What would be the outcome? Give the feedback on such a way that your team member can see the old picture. The impact that his behavior or or under performance could shave caused to the team into team members to the goals to the big picture and do it on a such a way. That it's not finger pointing is not blaming is just trying to extract the best. These are the most important points off thescore, czar, leadership and management again. I will have additional material in this lesson so that you can download. You can print it on, and you can read it again. Take your notes and related to your day to day job or to your future job that I wish you much success is a leader or a manager and hope to see you again in one of my courses. Thank you. Bye.