Reading Non-Verbal Markers
Teams of 6 and Above
This course is not available for individual registration
Duration
One day programme
Delivery
On-site at client location
Suitability
Sales Managers, Marketing Managers, C-Suite
"Markers are like signposts, once you know how to read them, you'll be amazed by what they tell you"
Inspire and motivate
Effective leaders have acquired a set of skills and developed behaviours that set them apart from others. Successful leaders inspire and motivate people.
They have the ability to create a vision and transfer it to those around them. They encourage hope, positivity, ambition and compassion.
They are good communicators; know about planning and more importantly they can manage people. While all good managers are not leaders, all successful leaders certainly know how to manage people.
Course Outline
Getting results efficiently and effectively and without derailment in the face of setbacks is a universal problem that few people solve on a consistent basis.
In this module we will explore how to apply an integrated and practical blueprint for results that improve the performance effectiveness of you and your team.
Emotions are what makes us human and they can never be fully erased from our interactions.
However, as a leader, your emotions can’t be your primary driver when making business decisions and managing your team.
Understanding why people do what they do is the foundation of influence.
When you have little to no understanding of behaviour, your ability to influence others effectively will have inconsistent and unpredictable outcomes.
People are complicated, and as a leader, you don’t have the time, academic background or clinical resources to decipher the psyche of every person around you.
The key is to understand when and how to tailor your approach in different situations.
As a leader, you are always influencing others. However, if you’re not mindful of how you exert this influence, it could lead to unforeseen consequences for yourself and your team.
Your ability to negatively impact someone’s performance, or elevate it to new levels, is powerful and should be taken seriously.
Being able to influence others is the most fundamental characteristic of an effective leader, but many people in positions of power don’t know specifically how they are influencing others’ behavior in positive directions.
They let it happen by chance or use their formal authority—getting people to do things because “the boss said so.”
But as leaders gets promoted within their organisation, using formal authority becomes less effective as they not only need to influence subordinates, but also peers, external stakeholders, and superiors.
The authority principle refers to a person’s tendency to comply with people in positions of authority, such as doctors, lawyers, professors, and other perceived experts in different fields.
The authority principle is an example of the human tendency to use judgment heuristics.
In this case, the implicit assumption is that those in positions of authority may wield greater wisdom and power, and therefore, complying with them will lead to a favorable result.
As humans, we are inclined to make the easier decision rather than the accurate, more effortful one.