Overview and Objective

Participants in this course compare the results of management based on control versus leadership based on shared vision, shared values, and mutual trust. Through lecture and group discussion, participants consider the possibility that it is no longer a question of "hard skills" versus "soft skills" as managers strive to increase productivity. Instead, participants look at how employee perceptions of the level of communication and job satisfaction in their organizations determine the health of their culture.

The role of personal choice in high performance

• Job descriptions: are you training your people to act like ducks on the job?
• Managers and their direct impact on people's performance: fact or fiction?

The role of managers/leaders in a High Performance Culture

• The limitations of managing by the stick and the carrot.
• Aligning corporate vision with the personal purpose of each employee.
• Two-way communication of values: do you want compliance or commitment?
• How managers impact perceived levels of communication and job satisfaction.

The difference between shared responsibility and "being nice"

• A time for being democratic, a time for being autocratic.
• Trust, control, and letting go.