Building a constructive culture. Applied leadership practices

In the role of team leader we model and encourage a certain type of culture. It is proven by numerous studies that certain values ​​contribute more than others to the engagement of team members and the achievement of business results.

This program, based on Coach simulation, is an experience of intensive and experiential learning about leadership values, principles and behaviors that lead to achieving results by creating a positive and motivating environment for employees.

• Leadership Simulation "Trainer"
  • Constructive culture – People interact with others, approach their role and tasks in ways that will help them fulfill their higher satisfaction needs.
  • The passive-defensive culture – People interact with others in ways that will not threaten their own security.
  • Aggressive-defensive culture – People approach tasks in a power-based way to protect their status and security.
• Motivation: Mechanisms and peculiarities
• Leadership tools for addressing the need for purpose/meaning
  • The "sissyphic" condition
  • Establishing short-term goals
• How we risk blocking the need for purpose/meaning
• Leadership tools to address the need for competence
  • Matrix Interest vs. Abilities
  • Constructive feedback
• How we risk blocking the need for competence
• Leadership tools for addressing the need for autonomy
  • The 4 manifestation areas of autonomy: Time, Task, Team, Technology
  • Delegation by power of attorney (ability + autonomy):
    • The 7 Levels of Delegation: Tell, Sell, Consult, Agree, Advise, Ask, Delegate
• How we risk blocking the need for autonomy
• Leadership tools for addressing the need for recognition
  • The Ikea effect
  • The principles of appreciation and recognition of merit
  • How to correctly and sincerely formulate a message of appreciation
• How we risk blocking the need for recognition
• Leadership tools for addressing the need to relate
  • Socializing "at a distance"
  • Human vs. Business in everyday conversations
• How we risk blocking the need to relate