Instructor :
Pete Tosh

Webinar ID:
12265

You were promoted because you were highly competent as an individual contributor or had a record of exceeding expectations. This is an excellent start – but we can’t rely solely on these skills to be a great leader. The individual contributor script doesn’t work for a leader.

The ‘Leader Others Want to Work For’ has switched their script from:

• It’s about ‘me’ – to it’s about ‘them’
• A ‘me’ mentality – to a ‘we’ & ‘us’ mentality
• Being the center of attention – to shining the spotlight on others
• Individual success – to making their team successful
• Personal advancement – to helping each team member reach their potential

Employee-centric leaders are constantly:

• Communicating – through their words, behaviors & priorities
• Influencing – through logic, explanation & connection
• Building relationships with their team through:
  • Direction – clarity around the vision
  • Alignment – clarity on the ‘line of sight’
  • Commitment – everyone wanting what’s best for the team

Successful leaders recognize that they:

• Need their team more than their team needs them
• Get paid more for what their team does than what they do
• Should do everything in their power to help their team be as successful as possible
• Succeed when their team succeeds!

The ‘Leader Others Want to Work For’ meets their employees’ engagement needs causing them to:

• Expend discretionary effort & do more than they are asked to do
• Be motivated toward the organization’s success
• Take pride in their work & suggest improvements
• Appreciate the ‘line of sight’ between their jobs & the organization’s performance
• Believe their leader wants them to be successful

Leaders can impact employee engagement by 20%. Engagement is based more on employees’ relationship with their leader – than their perception of the organization. Leaders are the key to enhanced employee engagement.

Leaders can view their employee touch-points as interruptions or opportunities to:

• Listen & learn
• Build the relationship & coach
• Satisfy engagement needs & improve performance

The employee performance needs most correlated with business results are:

• Receiving clear job expectations
• Having adequate materials & equipment
• Being able to utilize their talents
• Receiving recognition & praise
• Feeling cared about, personally
• Having their development encouraged

Join Pete Tosh in this interactive webinar to learn powerful strategies and insights that will help you unlock full potential of your teams and achieve your goals.

Join Now!

You were promoted because you were highly competent as an individual contributor or had a record of exceeding expectations. This is an excellent start – but we can’t rely solely on these skills to be a great leader. The individual contributor script doesn’t work for a leader.

The ‘Leader Others Want to Work For’ has switched their script from:

• It’s about ‘me’ – to it’s about ‘them’
• A ‘me’ mentality – to a ‘we’ & ‘us’ mentality
• Being the center of attention – to shining the spotlight on others
• Individual success – to making their team successful
• Personal advancement – to helping each team member reach their potential

Employee-centric leaders are constantly:

• Communicating – through their words, behaviors & priorities
• Influencing – through logic, explanation & connection
• Building relationships with their team through:
  • Direction – clarity around the vision
  • Alignment – clarity on the ‘line of sight’
  • Commitment – everyone wanting what’s best for the team

Successful leaders recognize that they:

• Need their team more than their team needs them
• Get paid more for what their team does than what they do
• Should do everything in their power to help their team be as successful as possible
• Succeed when their team succeeds!

The ‘Leader Others Want to Work For’ meets their employees’ engagement needs causing them to:

• Expend discretionary effort & do more than they are asked to do
• Be motivated toward the organization’s success
• Take pride in their work & suggest improvements
• Appreciate the ‘line of sight’ between their jobs & the organization’s performance
• Believe their leader wants them to be successful

Leaders can impact employee engagement by 20%. Engagement is based more on employees’ relationship with their leader – than their perception of the organization. Leaders are the key to enhanced employee engagement.

Leaders can view their employee touch-points as interruptions or opportunities to:

• Listen & learn
• Build the relationship & coach
• Satisfy engagement needs & improve performance

The employee performance needs most correlated with business results are:

• Receiving clear job expectations
• Having adequate materials & equipment
• Being able to utilize their talents
• Receiving recognition & praise
• Feeling cared about, personally
• Having their development encouraged

Join Pete Tosh in this interactive webinar to learn powerful strategies and insights that will help you unlock full potential of your teams and achieve your goals.

Join Now!

The individual contributor’s script is to:

• Keep your head down
• Work harder than everyone else
• Push to get things done
• Utilize your technical skills
• Be a subject matter expert
• Rely on yourself in order to be successful

Many people are promoted to a leadership position because they:

1. Were highly competent as an individual contributor
2. Had a track record of exceeding expectations
3. Displayed a special set of technical skills

This is an excellent start – but leaders can’t rely solely on their individual contributor skills.

When you become a leader, your team wants to know that:

• Their best interests are your priority
• You are more invested in your team than in your personal success

Because when your team is successful, you are successful

A leader’s success is no longer determined by just the work they do. Not empowering others is saying: “I think my way is better and/or I don’t think the work will get done.” The job of a leader is to enable his/her direct reports to perform to their potential.

So, ‘Becoming the Leader Others Want to Work For’ requires:

Having the perspective of a leader by switching your:

• Script
• Skill set
• Relationships
• Do-it-all attitude
• Focus

And meeting your team’s engagement needs.

Enroll Now!

The individual contributor’s script is to:

• Keep your head down
• Work harder than everyone else
• Push to get things done
• Utilize your technical skills
• Be a subject matter expert
• Rely on yourself in order to be successful

Many people are promoted to a leadership position because they:

1. Were highly competent as an individual contributor
2. Had a track record of exceeding expectations
3. Displayed a special set of technical skills

This is an excellent start – but leaders can’t rely solely on their individual contributor skills.

When you become a leader, your team wants to know that:

• Their best interests are your priority
• You are more invested in your team than in your personal success

Because when your team is successful, you are successful

A leader’s success is no longer determined by just the work they do. Not empowering others is saying: “I think my way is better and/or I don’t think the work will get done.” The job of a leader is to enable his/her direct reports to perform to their potential.

So, ‘Becoming the Leader Others Want to Work For’ requires:

Having the perspective of a leader by switching your:

• Script
• Skill set
• Relationships
• Do-it-all attitude
• Focus

And meeting your team’s engagement needs.

Enroll Now!

• The Individual Contributor’s Script
• Why Many People are Promoted to a Leadership Position
• What a Team Wants to Know From Their Leader
• How A Leader’s Success is Determined
• Having the Perspective of a Leader – Switching Your:
  • Script: It’s about ‘me’ – to it’s about ‘them’
  • Skill Set: Being Technical to Leading Others with Technical Skills
  • Relationships: Building New Relationships Through Direction, Alignment and Commitment
  • Do-It-All Attitude: Enable direct reports to perform to their full potential
  • Focus: being more invested in your team’s success than in your personal success
• Why Most Organizations Have a Significant Opportunity to Increase Employee Engagement
• Meeting Employees’ Engagement Needs:
• • Business Case for Increasing Engagement
  • Significance of Leaders in Increasing Engagement
  • How Effective Leaders Utilize Their Employees’ Talents
  • How to Correlate Employee Performance Needs with Business Results

BONUS:

1. PDF copy of the presentation handout for your future reference.
2. Soft copy of the certificate of completion on request.

• The Individual Contributor’s Script
• Why Many People are Promoted to a Leadership Position
• What a Team Wants to Know From Their Leader
• How A Leader’s Success is Determined
• Having the Perspective of a Leader – Switching Your:
  • Script: It’s about ‘me’ – to it’s about ‘them’
  • Skill Set: Being Technical to Leading Others with Technical Skills
  • Relationships: Building New Relationships Through Direction, Alignment and Commitment
  • Do-It-All Attitude: Enable direct reports to perform to their full potential
  • Focus: being more invested in your team’s success than in your personal success
• Why Most Organizations Have a Significant Opportunity to Increase Employee Engagement
• Meeting Employees’ Engagement Needs:
• • Business Case for Increasing Engagement
  • Significance of Leaders in Increasing Engagement
  • How Effective Leaders Utilize Their Employees’ Talents
  • How to Correlate Employee Performance Needs with Business Results

BONUS:

1. PDF copy of the presentation handout for your future reference.
2. Soft copy of the certificate of completion on request.

• Supervisors and Managers
• Team Leaders
• Human Resource Professionals
• Business Owners
• Senior Executives
• Entrepreneurs
• Personal Development Specialist

• Supervisors and Managers
• Team Leaders
• Human Resource Professionals
• Business Owners
• Senior Executives
• Entrepreneurs
• Personal Development Specialist