Leadership Boot Camp
Unique product! This 17-Module Self-Directed Leadership Course includes high quality Podcasts, Powerpoint Slides, Printables, Action Challenge and more.Click Here!
Great leaders aren’t just born great—they become great with the right tools and resources. A new addition to the Reproducible Training Library, Leadership 101 is a classroom training program, e-learning resource, and e-book that provides skill development and refinement. From discovering how to build trust and confidence with employees to learning how to promote teamwork and act decisively, it’s both an excellent starting point for new leaders, and a back-to-basics refresher for more experienced leaders.
Great leaders aren't just born that way, they must learn how to lead through experience, mentoring, and training. Leadership 101 provides leaders at all levels with the skills they need to improve organizational performance.
Available in 3 separate versions as a classroom training program, e-learning program, and e-book, Leadership 101 is part of the Reproducible Training Library, a full suite of unlimited-use content that’s downloadable, customizable, and reproducible.
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Effective leadership at every level, from supervisors and managers to top executives, is a key characteristic of winning, resilient organizations. Without skillful leaders, an enterprise struggles even in good times, fails to adapt to change, and buckles in the face of adversity.
The question is, how to develop those effective leaders? An essential first step in any training effort is to help them gain insight into their own behavior and its affect on those they wish to lead.
Part of the best-selling HRDQ Style Series, What’s My Leadership Style? is a validated assessment that quickly and accurately identifies a preference for one of four behavioral patterns based on the proven personality theories of William M. Marston and Carl Jung: Direct, Spirited, Considerate, or Systematic.
With increased awareness of their personal style and a practical mental framework to build upon, aspiring leaders can assess and adjust their own actions, interpret the behavior of others, and improve their ability to win hearts and minds in any situation calling for effective leadership. Learning Outcomes
• Understand what “leadership style” is all about—and why it matters
• Pinpoint your personal leadership style
• Learn how to “speed read” the personality styles of others
• Examine how to capitalize on your style strengths and how to shore up potential weaknesses
• Learn how to “flex” your dominant style to lead effectively in any situation
Theory and Development
The power behind What’s My Leadership Style?, like all assessments in the HRDQ Style Series, lies in a simple but effective model for understanding deep-rooted predispositions in human behavior. Based on the well-researched personality theories of Carl Jung and William Marston, the model identifies two basic dimensions of personal style: Assertiveness and Expressiveness. Assertiveness is the effort a person makes to influence or control the thoughts or actions of others. Expressiveness is the effort that a person makes to control his or her emotions and feelings when relating to others.
Combining the two dimensions results in a four-quadrant model with four unique personal styles. Psychologists and test builders have given these styles various names over the years. HRDQ refers to them as: Direct, Spirited, Considerate, and Systematic. The simplicity of the model makes it is easier for you to facilitate and easily remembered by your participants. You will find the model is quickly picked up by learners and integrated back on the job.
Uses for the Assessment;
What’s My Leadership Style? is ideal for training anyone who needs to influence others towards achieving a goal, and appropriate for both new and experienced leaders. The assessment can be used as a standalone training instrument or incorporated into a more comprehensive program. It makes an effective component in training programs for a variety of topics, including leadership, management, and supervisory skills.
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Stepping Up is a management development training program for new supervisors, managers, and leaders. The program offers a basic understanding of the roles, responsibilities, and expectations required to be successful, and it guides supervisors in developing an actionable plan for personal growth.
Statistics show that only 60% of new supervisors are successful. So what happens to the other 40%? They’re either fired for lack of performance or step down from the position voluntarily. Problem is, not many new or aspiring supervisors have any idea of what is expected of them – or what it takes to lead others. So how can you as a trainer improve the odds of success?
Stepping Up provides new supervisors with an accurate picture of what it truly means to be a supervisor. This one-day workshop takes a different angle than most supervisory training programs. Rather than focusing on typical day-to-day tasks such as planning, budgeting, and problem solving, Stepping Up targets people skills as the foundation for success. Learn more at HRDQ
Article: 7 Skills for Leadership Team Development
Copyright 2011 TIGERS Success Series
By Dianne Crampton
The wisdom from the TIGERS-Den leadership forum never ceases to amaze me. There is a real synergy that forms when committed, like-minded leaders share their insights on team culture.
It is also rewarding to see them co-create a set of skills they believe are important for emerging team leaders and for new leaders they intend to recruit now that the economy is turning around. This is real stuff from the trenches. And for emerging leaders, these efforts are well worth noting.
In a nutshell, here are the 7 positive characteristics that separate ho-hum managers from team leader rock stars.
Develop and apply your soft skills
Express yourself and respond to your team with a refined and grounded set of soft skills necessary to build and strengthen relationships. This includes genuinely caring about people and identifying what they need to be successfu1.
People are different. Use your skills to explore the differences so you can give people what they need to be motivated and achieve professional and personal goals.
Be a good communicator
Be accessible to your team and make sure everyone has an opportunity to express their opinion and insights.
Cultivate empathy in yourself and on your team
Empathy does not mean fixing people’s problems. It does not mean you wallow in sympathy with someone who is experiencing disappointment. What it does mean is that you have the ability to imagine and correctly articulate what someone else is feeling with no urge to fix it.
Express your coaching skills daily
Make yourself approachable and learn how to ask the hard questions that spark interpersonal and technical skill growth, engagement and commitment in your team members.
Empower your team
Trust your team members to do what you communicate to them. Make sure they are trained and have the skills to solve problems at the lowest level of operation.
Be productive and results-oriented
Have a clear vision and strategy for the team and its responsibilities. Plan and communicate your plans frequently and in multiple ways. Show achievements and track goals so the team knows it is succeeding.
Be technically competent
Do what you need to do to learn skills correctly and build your skills continually. Your team will look at your actions and how you do things. If you take short cuts, so will they.
Teams learn when each individual member learns. Teams grow into higher levels of function when people grow personally and professionally, too. Effective team leaders foster this environment and ultimately it is the owner of the company or executive team that sets the stage.
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It’s Okay to Be the Boss: The Management Workshop:
Too many of today's supervisors, managers, and leaders are failing their staff and their organizations by "undermanaging." Falling victim to the empowerment craze of the last decade, they seem to have forgotten what it means to be the boss and are chronically undermanaging their employees. They do not take charge on the day-to-day business basics. They don't spell out expectations. They don't keep track of performance measurements. They don't correct mistakes or reward success.
Bruce Tulgan’s message, “It’s okay to be the boss,” addresses the biggest problem in most workplaces – an under management epidemic affecting managers at all levels of the organization and in all industries. It’s Okay to Be the Boss: The Management Workshop is a workshop that provides clear, step-by-step “back to basics” guidance for helping people in supervisory roles become the strong, highly engaged managers who know how to position their employees for success.
The one-day workshop explains eight back-to-basics techniques that clearly show how managers at all levels can become capable and highly-engaged and develop the confidence and skills to:
Manage everyday and conduct effective regular one-one-ones with direct reports and others. Talk like a performance coach and communicate clearly and effectively. Work effectively with each direct report individually and acknowledge their strengths and weaknesses. Create an environment that holds employees accountable. Make expectations of employees clear by telling people what to do and how to do it. Monitor, measure, and document employee performance. Solve small problems before they become big problems. Tie rewards to performance. Find this tool at HRDQ:
Leadout: An Experience in Leadership Simulation
Your manager was unexpectedly transferred to another department. Your new leader doesn’t provide the same type of direction. And now, some of your teammates are trying to undermine his efforts. Does this sound like a typical day at work? Hopefully not! The good news is that today, you aren’t at the office. Instead, you’re far away from your everyday environment, participating in a learning experience that will have a profound effect on how you view teams and leaders.
Welcome to Leadout: An Experience in Leadership, an intense and exciting simulation that uses a real-life business scenario to drive home the importance of core leadership and team behaviors. Rooted in the theories developed by top management experts, the challenge is for teams to make quality decisions while confronting typical organizational issues. Never before has there been a more positive way to distill best practices in planning, decision making, communication, conflict resolution, and interpersonal relationships.
How It Works
Working for a land acquisition firm, teams serve as regional offices on a mission to identify and secure land that meets four specific criteria: adequate rainfall, proper drainage, rich soil, and gentle slope.
Each player is given a map that contains bits and pieces of relevant information. But they can’t keep it – they must quickly memorize what they see before it’s taken away. Then, it’s up to the individual players to decide if they want to share their information or not. What they may not realize right away is that every move the team makes will have an effect on the final outcome. Suspense builds as, one parcel of land at a time, the results of the group’s decisions are revealed. Choosing a non-viable land is costly, fertile real estate is profitable, and that’s the difference between winning and losing.
Sound simple? Not so fast. The plot thickens, just as it does in everyday organizational life. Interpersonal conflict rots away at trust. Personnel changes crop up out of nowhere. And no one single person has all of the tools. Decisions must be made quickly – and oftentimes there’s risk involved.
Leadout is a popular favorite among audiences. But the simulation goes beyond just fun. It offers real learning, through the use of midpoint reflection, discussion questions, and a Force Field Analysis exercise.
Uses for the Game
Leadout can be used as a standalone learning experience, or incorporated into a more comprehensive program that addresses: Leadership,Team building, Group decision making, Communication, Planning, Motivation,
Risk taking, Conflict resolution, Influence,
Product Type, &
To surface team and leader dynamics
Writtten By :
Charles Hosford built on Fred Fosmire's initial concept to develop this experiential activity into a unique, exciting and versatile leadership development simulation. With over 35 years of experience in the field, he was one of Behavioral Science's early advocates in the 1960s. He was best recognized for his contributions to leadership development, team-building and conflict management in business and educational settings.
Fred Fosmire's creativity is exemplified by the versatility and richness of his Real Estate game which was the basis for Leadout. After a distinguished career at the University of Oregon and as an independent consultant to a number of major corporations, he retired as Senior Vice President of the Weyerhaeuser Company. Find this tool at HRDQ:
Quotations about Leadership>/b>
Remember the difference between a boss and a leader; a boss says "Go!" - a leader says "Let's go!" ~E.M. Kelly
A chief is a man who assumes responsibility. He says "I was beaten," he does not say "My men were beaten." ~Antoine de Saint-Exupery
A leader leads by example, whether he intends to or not. ~Author Unknown
Leadership is action, not position. ~Donald H. McGannon
You can't lead anyone else further than you have gone yourself. ~Gene Mauch
The leadership instinct you are born with is the backbone. You develop the funny bone and the wishbone that go with it. ~Elaine Agather
You don't have to hold a position in order to be a leader. ~Anthony J. D'Angelo, The College Blue Book
Example is not the main thing in influencing others. It is the only thing. ~Albert Schweitzer
Leaders are visionaries with a poorly developed sense of fear and no concept of the odds against them. ~Robert Jarvik
You do not lead by hitting people over the head. That's assault, not leadership. ~Dwight D. Eisenhower
Nothing so conclusively proves a man's ability to lead others as what he does from day to day to lead himself. ~Thomas J. Watson
If two or three persons should come with a high spiritual aim and with great powers, the world would fall into their hands like a ripe peach. ~Ralph Waldo Emerson
A leader is a dealer in hope. ~Napoleon Bonaparte, attributed
Leaders don't create followers, they create more leaders. ~Tom Peters
One measure of leadership is the caliber of people who choose to follow you. ~Dennis A. Peer
A good leader is a person who takes a little more than his share of the blame and a little less than his share of the credit. ~John C. Maxwell
A leader is best
When people barely know that he exists.
~Witter Bynner, The Way of Life According to Laotzu
The real leader has no need to lead - he is content to point the way. ~Henry Miller, The Wisdom of the Heart
If you wish a general to be beaten, send him a ream full of instructions; if you wish him to succeed, give him a destination, and bid him conquer. ~Augustus William Hare and Julius Charles Hare, Guesses at Truth, by Two Brothers, 1827
I am more afraid of an army of one hundred sheep led by a lion than an army of one hundred lions led by a sheep. ~Charles Maurice, Prince de Talleyrand-Périgord
A man is only a leader when a follower stands beside him. ~Mark Brouwer
I suppose that leadership at one time meant muscle; but today it means getting along with people. ~Indira Gandhi
Leaders need to be optimists. Their vision is beyond the present. ~Rudy Giuliani
A leader leads by example not by Force. ~Sun Tzu
A leader who doesn't hesitate before he sends his nation into battle is not fit to be a leader. ~Golda Meir
The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it. ~Theodore Roosevelt
He led his regiment from behind -
He found it less exciting.
But when away his regiment ran,
His place was at the fore, O.
Leadership is based on a spiritual quality; the power to inspire, the power to inspire others to follow. ~Vince Lombardi
We have great managers who haven't spent a day in management school. Do we have great surgeons that haven't spent a day in surgical school? ~Henry Mintzberg
Every leader needs to look back once in a while to make sure he has followers. ~Author Unknown
The art of leadership is saying no, not yes. It is very easy to say yes. ~Tony Blair
Leadership: the art of getting someone else to do something you want done because he wants to do it. ~Dwight D. Eisenhower
When trouble arises and things look bad, there is always one individual who perceives a solution and is willing to take command. Very often, that person is crazy. ~Dave Barry, "Things That It Took Me 50 Years to Learn"
Authority without wisdom is like a heavy axe without an edge, fitter to bruise than polish. ~Anne Bradstreet
A leader has the vision and conviction that a dream can be achieved. He inspires the power and energy to get it done. ~Ralph Nader
Inside my empty bottle I was constructing a lighthouse while all the others were making ships. ~Charles Simic
Management is nothing more than motivating other people. ~Lee Iacocca
There go my people. I must find out where they are going so I can lead them. ~Alexandre Ledru-Rollin
I am not a labor leader. I don't want you to follow me or anyone else. If you are looking for a Moses to lead you out of the capitalist wilderness you will stay right where you are. I would not lead you into this promised land if I could, because if I could lead you in, someone else could lead you out. ~Eugene V. Debs
To lead the people, walk behind them. ~Lao-Tzu
Charlatanism of some degree is indispensable to effective leadership. ~Eric Hoffer