Consistently Lead, Manage And Improve Your Team For Success

Published 2/2023MP4 | Video: h264, 1280x720 | Audio: AAC, 44.1 KHzLanguage: English | Size: 3.55 GB | Duration: 3h 23m

Successful team leadership through collective wisdom for continuous improvement and operational excellence at any level

What you'll learn

As a leader/manager leading or planning to lead a team, understand the different types of management tasks and different types of improvement processes

Plan the improvement by identifying the objectives or goals (value or purpose) & the associated people, process, product (or service) and technology aspects

Learn how to implement the plans, review and improvise as required to achieve the goals.

How to conclude the initiative on completion and plan for the consequent improvements

How to identify, manage and resolve problems or identify, manage and convert initiatives into real results that matter

How to learn for oneself and improve own leadership

Understand and use the wisdom to be applied in implementation to ensure that both, theory and practice, are effectively managed.

Requirements

Plan, requirement or experience of leading a team to make a change or improvement is desirable but not essential

Description

Irrespective of the field one is in, at any level, leading and managing a team is an art and science. Using collective wisdom of the team and that accessible to the team leads to increasing amount of success. However, to effectively lead a team, one needs to be mindful of the big picture as well as the details, the theory as well as the practice, the short term results as well as the long term development of people, the outcomes of the processes as well as the stability and improvement of process itself. The balancing act never ends and juggling with all the aspects simultaneously or doing justice to the entire system that consists of people, process, products and technology while creating a stream of results is what a leader is expected to do.This course systematically coaches leaders at any levels in any fields (the instructor's experience is mainly from business organizations in manufacturing and supply chain management) to achieve the desired team performance or exceed it consistently.The course is structured to discuss the theoretical foundations for any team activity namely1) The purpose - i.e., the value proposition and what it means;2) The system view consisting of people, process, product/service and technology;3) The leadership processes;4) The unique strengths or technical prowess.The course further discusses how the behaviours of team members need to be managed for everyday operations through bridging principles (that connect theory with practice),The course then discusses the processes and results in everyday operations.The course discusses case examples to elaborate the potential use of learning.

Overview

Section 1: Introduction

Lecture 1 Introduction

Lecture 2 Course: Explanation of the course structure, purpose and methodology

Lecture 3 The scope of the model this course is based on.

Lecture 4 The analogy and the elements of the model Collwis Max

Lecture 5 This video gives a summary with a schematic of the concept Collwis Max

Section 2: Root Principle 1 Value Proposition

Lecture 6 Overview of the first root principle - value proposition

Lecture 7 The function component of value proposition

Lecture 8 S020V030 Root Principle 1 Value Proposition Cost Component

Lecture 9 S020V040 Root Principle 1 Value Proposition Component

Lecture 10 An example of value proposition for an initiative using the template

Section 3: Root Principle 2: Build a system view

Lecture 11 S030V010 Root Principle 2 Building The System View

Lecture 12 S030V020 Root Principle 2 The People Aspect of System View

Lecture 13 S030V030 Root Principle 2 The Process Aspect of The System View

Lecture 14 S030V040 Root Principle 2 The Product Aspect of The System View

Lecture 15 S030V050 Root Principle 2 Technology and summary

Section 4: Root Principle 3 Leadership

Lecture 16 S040V010 Root Principle 3 Leadership Defined

Lecture 17 S040V020 Root Principle 3 Leadership Focus Areas

Lecture 18 S040V030 Root Principle 3 Leadership Challenges

Section 5: Root Principle 4 Technical Prowess

Lecture 19 S050V010 Root Principle 4 Video 1 Technical Prowess Scope

Lecture 20 S050V020 Root Principle 4 Video 1 Technical Prowess Examples

Section 6: Bridging principles - the collective wisdom connecting theory and practice

Lecture 21 S060V010 Introduction to Bridging Principles

Lecture 22 S060V020_30 Bridging Principle 1 Human Psychology

Lecture 23 S060V040_50 Bridging Principle 2 SOM

Lecture 24 S060V060 Bridging Principle 3 Sense of Proportion

Lecture 25 S060V070 Bridging Principle 4 Analysis

Lecture 26 S060V080 Bridging Principle 5 Skills

Lecture 27 S060V090 Bridging Principle 6 Behaviours

Section 7: Actual business processes, transactions and example cases

Lecture 28 S070V010 Introduction to the generic concept of process

Lecture 29 S070V020 Qualities of a good process

Lecture 30 S070V030 Cases Intro

Lecture 31 S070V040 Case 1 Mary and the power bill

Lecture 32 S070V050 Case 2 Sales Reports The Big and Small Picture

Lecture 33 S070V060 Case Phoenix Corporation

Lecture 34 S070V070 Summary Approach to Cases

Section 8: Business Results

Lecture 35 S080V010 Introduction to Business Results 1

Lecture 36 S080V020 Introduction to Business Results 2

Section 9: How to use the templates

Lecture 37 Use of templates 1

Lecture 38 Use of templates 2

Lecture 39 Use of templates 3

Section 10: Overview in conclusion

Lecture 40 Overview in conclusion

Small business owners, team leaders, or supervisors. Anyone who plans to make improvements through teams.,Middle managers in factory, branch office, virtual environments or warehouse environments,Supervisors or team leaders in any work environments,Any managers who need to lead and manage a change or improvement through people,Coaches, consultants, facilitators or mentors

HomePage:

https://www.udemy.com/course/consistently-lead-manage-and-improve-your-team-for-success/