TASL: The Art and Science of Leadership A Revolutionary Skill-based Learning and Development Solution

Time and time again new managers are "thrown into the fire" with little to no training in critical management skills. In response, Fenestra presents TASL, a cost effective, virtual learning solution to enhance and develop essential leadership skills for new managers.

An interactive blended-learning experience that gives Participants opportunities to:

• Learn foundational management skills in self-paced, interactive e-learning modules
• Practice those learnings in challenging, simulated work environments and role plays
• Receive targeted feedback and coaching from a trained coach on their strengths and development needs and how to apply their learnings once back on the job

At the end of TASL, managers receive a coach-completed development plan based on their strengths and development areas with targeted development activities.

As a result of participating in TASL, managers will:

• Delegate effectively and more often using the skills and motivations of team members to determine appropriate levels of autonomy
  More about Delegating Work
  
  

Delegating Work

Overview

The Delegation skill module focuses on understanding how to best delegate, whom to delegate to, and tips on communicating the delegation. The Participant learns about levels of autonomy and how the needs of team members fit on this continuum. Tips are provided on how to notice red flags and the best way to course correct.

Learning Objectives

• Articulate the benefits of delegation.
• Identify the tasks that are appropriate to delegate to those working around you.
• Have a delegation conversation and frame it in a positive manner.
• Take action to overcome common delegation road blocks. Give positive feedback when delegated tasks are completed successfully.

E-learning Sample



Simulation

Identify the skills and motivational factors of two team members when deciding how to delegate a critical piece of work. As Team Leader, the Participant must:

• Choose between two team members to delegate a key piece of work based on each team member's skill and motivation to take on that work. Team member A is highly skilled but unmotivated for the work. Team member B is new to the requirements for the work and therefore somewhat unskilled, but highly motivated to take on the work.
• Hold a delegation conversation in which the Participant communicates the level of autonomy for the chosen team member.

Tips/ Output

Sample Development Activities

• "...Watch those around you who delegate well. What can you learn from what they do? How do they assign the right people to the right tasks at the right time? Make a list of those things your want to incorporate into your future delegations...."
• "...Think about how you can follow up on the work you delegate. Identify the steps you will take after you delegate. For example, set up an information source, such as a weekly progress report, that will allow you to monitor the progress and success of your employees. This gives everyone a chance to communicate...."
• "...Read "Harvard Business Review's Pocket Mentor: Delegating Work". If your in-box is always full and you are constantly working overtime on tasks that "only you" can do then you could benefit from delegating some of your workload. This brief pocket mentor quickly outlines how to successfully delegate...."

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• Clearly set and communicate direction for superior results
  More about Setting and Executing Direction
  
  

Setting and Executing Direction

Overview

Setting and Executing Direction teaches how to establish a direction and how to best communicate that direction. The Participant will learn how to analyze a business situation and identify appropriate strategies to achieve objectives.

Learning Objectives

• Articulate the importance of having vision and setting direction.
• Understand what exactly setting direction is and the implications for a team or project.
• Successfully complete the process of setting direction in a way that's clear and inspiring.
• Apply tools such as SWOT Analysis in the everyday job to better set and execute direction.
• Communicate effectively in order to execute the cycle of direction setting.

E-learning Sample



Simulation

Decide and communicate the direction for a "sticky" client problem. As Team Leader, the Participant must:

• Help a client understand the implications of two different strategic directions for a project.
• Recommend to the client a direction for the project and advise the client on how best to move forward.

Tips/ Output

Sample Development Activities

• "...When setting direction be sure to paint a picture of what your team needs to accomplish. This vision or goal needs to be clear so that everyone on the team understands it and can explain it. It also needs to be inspiring so that it gets everyone on the team interested...."
• "...Complete a SWOT analysis. Brainstorm ways to strengthen your strengths, overcome weaknesses, take advantage of opportunities and mitigate threats...."
• "...Read "Execution: The Discipline of Getting Things Done" by Larry Bossidy, Ram Charan, and Charles Burck. Disciplines like strategy, leadership development, and innovation are the sexier aspects of being at the helm of a successful business; actually getting things done never seems quite as glamorous. This book demonstrates that the ultimate difference between a company and its competitor is, in fact, the ability to execute...."

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• Conduct constructive conversations with team members, peers, clients, and managers
  More about Constructive Dialogue
  
  

Constructive Dialogue

Overview

Constructive Dialogue focuses on how to have open discussions that promote collaboration and problem solving, including how to provide constructive feedback to team members.

Learning Objectives

• Articulate why it is important to engage in constructive dialogue.
• Define constructive dialogue, its types, and benefits.
• Identify reasons managers may fear engaging in constructive dialogue and the ways to overcome each.
• Understand and practice the 4 steps in a constructive dialogue and the key considerations and tactics for each step.
• Recognize when a dialogue is stuck and the steps to take to remedy it.

E-learning Sample



Simulation

Support a team member who is at risk of losing a client by providing candid, behavior-based feedback. As Team Leader, the Participant must:

• Meet with a project manager whose actions have put the client project in jeopardy.
• Seek to understand the team member's perspective on those actions.
• Provide feedback about the impact of those actions.
• Coach the team on how to move forward with the client to ensure the project is not lost.

Tips/ Output

Sample Development Activities

• "...Ask team members for feedback; ask if the way you engage them in dialogues is constructive. To help the person you are asking for feedback, be open and receptive, listen, ask for examples and details, take notes, keep a journal, and thank them for their candor and interest...."
• "...Consider why you shy away from certain conversations. Identify your fears and concerns. Make a list of all the issues you have avoided talking about. Next to each item, write out what would be better in the workplace if the dialogue was successful. Tackle one conversation at a time. After each dialogue, ask yourself: How did it go? What would you do differently...."
• "...Read "Crucial Conversations" by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler (2002). Crucial Conversations offers readers a proven seven-point strategy for achieving their goals in all those emotionally, psychologically, or legally charged situations that can arise in their professional and personal lives...."

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• Build trust and credibility by communicating messages with more consistency and thoughtfulness
  More about Building Trust and Credibility
  
  

Building Trust and Credibility

Overview

Being a leader means building trust and credibility with the team and the organization. The Participant learns how to value diverse perspectives to enhance trust, leverage his/her past to build credibility, and display managerial courage.

Learning Objectives

• Grasp the importance of trust and credibility in the workplace.
• Establish and continue to build trust and credibility with others.
• Consistently display managerial courage when communicating.
• Apply tools to successfully navigate difficult situations, acting decisively yet judiciously.
• Recognize the difference between personal and idea conflict, embracing healthy conflict and inspiring others.

E-learning Sample



Simulation

Make and communicate a difficult decision to a team member in a way that maintains that team member's trust in the Participant's leadership. As Team Leader, the Participant must:

• Meet with a team member to deliver the bad news that the individual will need to revise a project.
• Take action to understand the team member's perspective and respond compassionately, while having the courage to stand by his/her convictions and project credibility.

Tips/ Output

Sample Development Activities

• "...Ask your colleagues for feedback on your ability to build trust and credibility with others. Do you convey your interest in hearing and understanding what others have to say? Do you seek others' input and advice to foster collaborative relationships? Consider ways to let others know that you are interested in what they have to say. Use phrases such as, "I hear what you are saying," to demonstrate that you are listening...."
• "...If you tend to be indecisive, take some time to examine why. Do you fear being wrong? Are you afraid of being seen as a "tyrant"? Find someone that you feel is good at being decisive but judicious. Ask to interview them about how they balance decisiveness with judiciousness, and inquire about various techniques they use. Begin to integrate some of these techniques into your leadership style...."
• "...Read "Saying What's Real: 7 Keys to Authentic Communication and Relationship Success" by Susan Campbell. Susan Campbell shows readers how to drastically improve the quality of their everyday interactions by relying on a simple, straightforward approach to communication and letting go of their need to control the outcome...."

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• Effectively leverage their networks to collaborate with members of their teams and the broader organization
  More about Working in the Agency
  
  

Working in the Agency

Overview

Working in the Agency tackles issues such as identifying and getting resources, and networking. The Participant learns how to navigate the organization to best support the team and other stakeholders.

Learning Objectives

• Articulate what it is about working in an organization context that is unique.
• Define and outline the benefits of networking.
• Identify and map one's existing network.
• Organize one's network and relationships.
• Productively ask for help and effectively generate buy-in.

E-learning Sample



Simulation

Collaborate with another team member whose resources the Participant needs to complete a client project. As Team Leader, the Participant must:

• Meet with a peer in the organization who has a critical resource that is needed to complete the Participant's project.
• Make an effort to create "win-wins" - solve his/her own problem while also helping the peer with a problem of his/her own.

Tips/ Output

Sample Development Activities

• "...If you need help from those around you, be prepared. Outline exactly what you'll need, when you need it, and for how long you'll need the help. Then, think about the situation from the other person's perspective – what can they gain by helping you? Include this information in your ask for help. If you don't know, don't be afraid to ask the person what you could provide in return during the conversation...."
• "...To create win-wins, don't limit your focus to the current situation. Broaden your perspective and consider other current projects, future projects, or internal needs. Are there other activities that you could use to everyone's advantage? Considering the broader perspective can make it easier to find win-win situations...."
• "...Read HBR's "How Networks Reshape Organizations – for Results" by Ram Charan. Ten companies (among them, Conrail, Dun & Bradstreet, Du Pont, and Royal Bank of Canada) provide good examples of networks and how they operate...."

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• Work with and lead team members of different styles to enhance team productivity
  More about Go Team
  

Go Team

Overview

Go Team focuses on how to get the best out of one's team. Topics include managing team roles, intra-team dynamics, being "one team" in front of others, and supporting constructive team conflict.

Learning Objectives

• Grasp the importance of "team" as it applies to being a leader.
• Establish an understanding of team members and the impact of their individual social styles.
  • Improve team communication, and increase team and individuals effectiveness.
  • Increase productivity by tailoring one's personal style to enhance those within the team.
• Use constructive conflict to effectively manage conflict, appropriately delegate, and inspire team members.
• Identify groupthink and prevent this type of dynamic from occurring on one's team.
• Create "one team" to improve one's work environment and present a unified front when meeting with others.

E-learning Sample



Simulation

Determine how to support two very different team members in working together on a project. As Team Leader, the Participant must:

• Communicate to one team member the need to work with another team member, despite previous requests from each that they not be paired together due to different styles.
• Help surface the team member's concerns about working with the other employee.
• Coach the team member on how to work productively with the other employee despite their differences.

Tips/ Output

Sample Development Activities

• "...Ask your colleagues for feedback on your ability to build teams and engage others. Do you convey your interest in hearing and understanding what others have to say? Do you seek others' input and advice to foster collaborative relationships? Consider ways to let others know that you are interested in what they have to say. Use phrases such as, "I hear what you are saying," to demonstrate that you are listening...."
• "...Consider the social styles of the people you work with and how these social styles affect the work atmosphere. Meet with each team member to understand how best to work with them and their style and to discuss how styles impact the team...."
• "...Read "Want Collaboration?: Accept -- and Actively Manage -- Conflict" in Harvard Business Review, March 2005 by Jeff Weiss and Jonathan Hughes...."

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Each 2.5-hour TASL module is:

• Testimonials: Click Here
Participants:


• I liked the way the e-learning was laid out and often found my coaching conversations to be very enlightening and constructive.
• The simulations and coaching calls were great. It was nice to be able to practice what you learned in the modules.
• The coaching sessions were the most relevant, since it was a chance to tie back the lessons to our real jobs.
• I liked the role playing and thought it was the most effective part of the training. It gave you an opportunity to participate in an actual simulation of employee/manager interaction with employee feedback.
• I feel better about being much clearer with the direction I give my team. I have a much better understanding of how different work styles need to be managed. I plan on using the models that I've seen in the e-learning to help me move forward in my position.
• I plan to implement many of the suggestions made by my coach (list making, listening, etc). I have already done so and found it to be helpful.

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User Technology Requirements: Click here

To learn more about TASL contact us at info@fenestrainc.net or +1 718.832.2188