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The overall objective for Foundations for Management and Leadership is to provide an opportunity for our middle management to increase their skills in management and leadership. The emphasis in this program stresses that if they are a manager in the company, they need to be a leader in order to really guide and inspire their employees. It provides leadership theory and lots of resources on how to improve as a leader. Another huge benefit is the networking opportunity.
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The program helps to build better relationship and improves environment within the team what leads to a successful teamwork. The program gives the understanding of a good leader and a good team member in practice, helps to identify weakest and strongest areas and improve those. The program helps to develop leadership and cooperation skills.
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Physicians, advanced practice providers, senior executives, vice presidents and directors throughout the Sanford enterprise.
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Sporadic performance not only puts targets at risk but is downright frustrating. Why can’t some teams consistently reach high performance, and why is it often challenging to achieve high performance reliably across the organization?
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Building workplace culture is a skill area I have been developing and honing long before it became a buzzworthy topic. Growing up surrounded by my parents’ family business, I observed keenly right from those tender toddler days as my father would get to know his staff. He would make it his mission to get to know them and get to the root of what truly motivated them—both on and off the job. He would find a way to integrate meaningful context into their compensation model, feedback and rewards, and to offer random surprise and delight experiences.
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Since the turn of the century, around the world, we’ve learned that our corporate leaders have illegally avoided taxes, lied about emissions in the car industry, rigged interest rates, sheltered customers from taxes, laundered Mexican drug money, presided over an offshore banking system that was larger than anyone ever thought, forced good companies into closure and destroyed pension funds as they themselves grew wealthier.
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Being a new leader is hard. Whether you’ve founded your own business or recently been welcomed into the C-suite, chances are you’re feeling pulled in a million different directions. As a leadership coach, I’ve seen my high-performing clients struggle with everything from navigating the transition from peer to manager, identifying poor performance, providing critical feedback and balancing conflicting demands on their time. Being a leader is tough, and even if you’re passionate about leading a team you can hit unexpected obstacles.
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The future is never certain, regardless of how well we plan. This is especially true for employers today – new technologies, changing legislation and an aging population are all factors affecting the way organizations conduct business. Leaders must be proactive in looking for ways to stand out from the competition and increase their ability to attract and retain top talent – a growing priority in the workplace today.
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In Part 2 of this Series, I referred to something Stephen Colbert said regarding accusations of sexual impropriety against his boss Les Moonves (Moonves has since stepped down as CEO of CBS). “Accountability,” said Colbert, is meaningless unless it’s for everybody.” He’s right. Accountability must be a critical part of the DNA of your team or organization and everyone needs to be on board; when different rules apply to different people, cultures can quickly become toxic. In the next few installments, I’ll share some of the principles for developing an accountable culture that I’ve gleaned during nearly 20 years in the field of professional development.
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Recognition is about acknowledging someone when they excel in an important way and calling attention to that fact with accolades and rewards. It’s an important tool for leaders to use because everyone wants to feel appreciated for what they do.
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