This intensive training aims to equip participants with the tools they need to manage productivity effectively while instilling positivity and inspiring commitment from team members.
The contents, tools, and techniques that will be tackled in this training series have been customized to address current challenges brought about by the pandemic and its impact on the manner that agencies fulfilled their mandates, as well as the opportunities ushered in by technological advancements and digital transformation. The program aims to focus on best practices in sustaining public service continuity.
Taught completely online, this 24-hour training is delivered over four weeks, with two modules covered per week. Each module is three hours long.
By the end of this course, the participants shall be able to
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- define the inherent role of leaders and reflect on their current leadership and management style as leaders in the public sector in the new-normal context;
- enumerate the current new-normal challenges and disruptions requiring effective change leadership initiatives to be able to identify the steps on effectively leading change within the team and throughout the organization;
- explain the strategies on empowering others to excel and thrive in the new normal and enumerate the critical phases in managing performance;
- identify initiatives to promote continuous learning as a way to cope effectively with innovations and disruptions;
- discuss ways to create an enabling environment which will nurture and sustain performance despite the challenges of the pandemic;
- define communication strategies to cascade performance goals and expectations;
- describe the steps in helping underperformers;
- discuss how to hone team members with high potential to excel; and
- define the initiatives required in building collaborative and inclusive working relationships within the team especially in flexible work arrangements.
Participants shall be able to perform their leadership and management roles using the tools and techniques presented in the context of the new-normal challenges and disruptions while managing generational diversity.
June 6
Dr. Jocelyn Pick
This session will focus on the adjustments and preparations required of leaders as they transition to leadership roles.
This is especially relevant to leaders who are still trying to cope with leading colleagues who are working from home or in a skeleton workforce arrangement.
- Roles and Responsibilities of Supervisors and Managers
- Self-Assessment: Leadership Styles
- Inherent Accountabilities of Leaders
- Levels of Leadership
- Individual Contributor
- Leading Others
- Leading Leaders
- Leading with a Vision
- Transformational Leadership
- The Five Levels of Leadership
- Transitioning to the Leadership Role
- The Stages of Leadership
- Inherent Functions of Leaders
- Planning for Effective Execution
- Organizing Scarce Resources
- Leading Others to Excel
- Controlling Productivity Standards
June 7
Abegail Tongco, PhD
This session will focus on the adjustments and preparations required of leaders as they begin to adopt best practices in managing work with business sustainability in mind.
This will require embracing new mind-sets and attitudes toward digital tools and technologies.
Navigating the new normal would likewise require effectively managing generational diversity.
- Adapting Agile Work Practices
- Best Practices in Managing Multiple Projects and Priorities
- Productivity-Monitoring Tools
- Executing Plans in Virtual Teams
- Required New Normal Competencies
- Agility and Flexibility
- Problem-Solving and Decision-Making
- Fostering Creativity
- Results-Orientation
- Digital Literacy
- Managing Diversity
- Differentiating Various Generational Cohorts
- Appreciating Millennials’ Shared Experiences
- Uncovering Gen Zs’ Prevailing Attitudes and Values
- Harnessing Synergy from Diversity
- Managing Change
- Helping Team Members Embrace Change
- Managing Resistance to Change
June 13
Mary Donnavel Libron-Buloron, PhD (Cand.), RPm
This session will focus on the adjustments and preparations required of leaders as they hone and develop the skills and competencies of their staff.
This session also includes the leadership competencies leaders need to help team members excel in their roles.
Participants shall be introduced to the best practices for developing others to become future leaders.
- Delegating Responsibilities
- Levels of Delegation
- Delegation Checklist
- Monitoring Progress
- Responsibility vs. Accountability
- Managing Performance
- Performance Planning
- Performance Review and Feedback
- Development Intervention
- Rewards and Recognition
- Upskilling Workers
- Identifying Training Needs
- Reskilling and Upskilling Requirements
- Trends in Sustaining Learning and Development
- Encouraging Self-Paced Learning
June 14
Mary Donnavel Libron-Buloron, PhD (Cand.), RPm
This session will focus on the adjustments and preparations required of leaders as they strive to sustain the positivity and enthusiasm of team members despite the current challenges.
Since many employees now are working from home, the need to sustain their commitment to the tasks is essential for productivity.
Additionally, employees who are required to report to the office experience high levels of stress and anxiety with their fear of being exposed to getting sick.
This session will focus on equipping leaders with the tools to support employees through these tough times.
- Motivating Individuals
- Needs and Expectations of Employees
- Identifying the Drivers for Employee Motivation
- Extrinsic and Intrinsic Motivation
- Understanding Employee Engagement
- Employee Engagement vs. Job Satisfaction
- Designing Jobs for Engagement
- Recognizing the Drivers of Disengagement
- Leaders’ Role in Sustaining Employee Engagement
- Sustaining Tenacity, Grit, and Optimism
- Maintaining Mental Health and Well-Being
- Essential Self-Care Practices and Habits
- Honing One’s Emotional Intelligence as a Leader
- Self-Awareness
- Emotion Regulation
- Empathy
- Relationship Management
June 16
Kier Edison Belleza, MA (Cand.)
This session will focus on the adjustments and preparations required of leaders to connect and communicate with a team effectively.
Since the quality of the leader-member relationship is defined by the quality of communications within the team, leaders need to know what, when, how, and why they should communicate with their teams.
- Effective Key Messaging
- What Leaders Need to Communicate
- Appropriate Modes of Communications
- Dos and Don’ts in Effective Communications
- Understanding Effective Means to Communicate
- Ways to Communicate Plans
- Cascading Goals and Targets
- Communicating a Vision
- Encouraging Healthy Conflict
- Sustaining Open Communications
- Facilitating Brainstorming Sessions to Encourage Openness
- Facilitating Dialogues to Manage Conflict
- Managing Meetings Effectively
- Preparing for a Meeting
- Facilitating the Meeting
- Closing the Meeting
June 21
John Kliatchko, PhD, RPsy
This session will focus on the tools and techniques that leaders need to learn and utilize to help employees who are failing to meet the performance standards.
It is the leader’s role to understand the causes of the underperformance and to address the barriers for effective performance.
This is crucial in sustaining the productivity of the team and in establishing a supportive relationship with direct reports.
- Diagnosing Performance Gaps
- Common Causes of Performance Gaps
- Applying the Root-Cause Analysis Model
- Facilitating Performance Discussions
- Addressing the Unproductive Work Behavior
- Describing the Impact of the Behavior
- Soliciting the Need for Change
- Planning to Adapt to Change
- Embracing a Coaching Mind-Set
- Working on the Individual Development Plan (IDP)
- Helping Others to Cope
- The Coaching Mind-Set
- Basic Counseling Principles
June 27
Abegail Pulma-Tongco, PhD
This session will focus on equipping participants with the right skills, attitudes, and competencies required to groom individuals who have the high potential to excel.
This is especially relevant in managing individuals who are aspiring for growth and development and staff members who desire for positions of higher accountability and responsibility.
Leaders must be equipped with the skills to unlock others’ potentials and to inspire them to become their best self.
- Succession Planning
- Identifying Critical Positions
- Defining the Success Profile
- Identifying Key Talents for Critical Positions
- Planning on How to Groom Identified Talents
- Career Planning
- Facilitating the Career-Planning Discussion
- Crafting the Individual-Development Plan
- Monitoring Progress
- Upskilling
- Coaching
- Job Exposure
- Self-Paced Learning
- Online Learning Modalities
June 28
Abegail Pulma-Tongco, PhD
This session will focus on the adjustments and preparations required of leaders to sustain collaboration within the team effectively.
It is the leader’s role to sustain healthy group dynamics to ensure that team members are effectively communicating and supporting each other to accomplish team goals.
When other employees work from home, it does not mean that collaboration stop. In fact, members need to exert more energy into communicating and connecting with each other to ensure alignment and focus.
- Managing a Strong Team
- Team Development
- Managing Differences in Working and Communication Styles
- Leader’s Role in Sustaining Collaboration
- Sustaining Team Productivity
- Four Dysfunctions of Teams
- Techniques in Addressing Dysfunctional Interactions
- Components Leading to Team Effectiveness
- Managing the Group Norms
- Aligning the team to the Core Values of the Organization
- Norm-Setting
- Establishing Discipline within the Team
The training is carried out through
- self-assessments,
- online quiz games,
- group processing,
- interactive discussions,
- engagement checks,
- breakout sessions,
- daily integration of learnings,
- structured learning exercises,
- oral recap review,
- diagnostic games,
- video presentations,
- live demonstrations, and
- guided planning.
People Dynamics is an accredited Learning and Development Institution by Profiles International, LLC., Wiley, Genos International, Civil Service Commission, and the Professional Regulation Commission.