Leadership Skills: 8-in-1 Bundle to Master Team Leadership, People Management, Public Speaking, Communication, Conflicts, Team Building, Charisma & Facilitation

By Caden Burke

LEADERSHIP SKILLS - 8 MANUSCRIPTS IN 1 BOOK, INCLUDING:

 

1)

HOW TO LEAD A TEAM:

7 Easy Steps to Master Leadership Skills, Leading Teams, Supervisory Management & Business Leadership.

 

2)

HOW TO MANAGE PEOPLE:

7 Easy Steps to Master Management Skills, Managing Difficult Employees, De

• Language: English
• Publisher: Caden Burke
• Release date: Aug 18, 2023
• ISBN: 9781088250600

Book preview

Leadership Skills

8-in-1 Bundle to Master Team Leadership, People Management, Public Speaking, Communication, Conflicts, Team Building, Charisma & Facilitation

Caden Burke

Copyright

© Copyright by Caden Burke. All rights reserved.

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Table of Contents

Leadership Skills

Copyright

Table of Contents

Book 1: How to Lead a Team

Table of Contents

Book 2: How to Manage People

Table of Contents

Book 3: How to Speak in Public

Table of Contents

Book 4: How to Communicate Effectively

Table of Contents

Book 5: How to Manage Conflicts

Table of Contents

Book 6: How to Build Teams

Table of Contents

Book 7: How to Be Charismatic

Table of Contents

How to Facilitate Groups

Book 8: Table of Contents

Book 1: How to Lead a Team

7 Easy Steps to Master Leadership Skills, Leading Teams, Supervisory Management & Business Leadership

Caden Burke

Table of Contents

Leadership Skills

Copyright

Table of Contents

Book 1: How to Lead a Team

Table of Contents

Introduction

Chapter 1 - Step 1: Develop a Management Strategy

1 – Your Current Position

2 – How did we get here?

3 – Clarity on Vision and Corporate values

4 – Evaluate strategic options.

5 – Set Objectives with Yourself

6 - Communication

Chapter 2 - Step 2: Track Your Goals and Progress

Tracking without Micromanaging

Quantifying Processes

Chapter 3 - Step 3: Empowering Your Employees

Building a Relationship

Empathy

Constructive Feedback

Guidance

Knowledge Downloading

Empower without Overwhelming

Chapter 4 - Step 4: Creating a Culture for your Team

Creating Connections

Know the Value

Cultural Structure

Culture Starts at The Top

Chapter 5 - Step 5: Encouraging Continuing Education

Professional Development

Mentorship

Onboarding with Culture

Value their time

Welcome Feedback

Bring the Value to the Employee

Career Advancement

Right Information in the Right Place

Their Opinion Matters

Rewards

Flexibility

Accountability and Expectations

Chapter 6 - Step 6: Leading as the Example

Prioritizing

Integrity

Remember It Is A TEAM!

Chapter 7 - Step 7: Being the Leader, Not the Boss

Influencer vs. Commander

Inspirer vs. Explain

Mentor vs. Discipline

Part of vs. Above

Conclusion

Book 2: How to Manage People

Table of Contents

Introduction

Chapter 1 - Step 1: Set Expectations

Clarity

Reasoning

Creating an Environment for Success

Measuring Your Expectations

Being Available and Listening

Chapter 2 - Step 2: Motivate Your People

Let Them Know What Is Happening

Understand Employee Pain Points

Gamification

Training and Development of Employees

The Working Environment Matters

Mix and Match

Chapter 3 - Step 3: Continue to Develop Yourself and People

Recognizing Potential

Developing Your Employees

Chapter 4 - Step 4: Be Honest with Your People

The Cost of Dishonesty

The Rewards of Honesty

How You Can Demonstrate Integrity and Honesty

Chapter 5 - Step 5: Encourage Feedback from Your People

Ways to Encourage Feedback

Chapter 6 - Step 6: Provide Constructive Feedback

Benefits of Providing Constructive Feedback

Pitfalls of Failing at Constructive Feedback

The foundation for Constructive Feedback

The Process for Providing Constructive Feedback

Crafting the Constructive Feedback Content

Timing Reviews

Chapter 7 - Step 7: Celebrate Successes and Learn from Failures

Success Sharing

The process for Sharing Success Stories

How to Celebrate Achievements

Growing from Failure

Fail Forward

Conclusion

Book 3: How to Speak in Public

Table of Contents

Introduction

Chapter 1 - Step 1: Planning for a Speech

Gathering Information

Putting the Plan Together

Chapter 2 - Step 2: Practicing for Your Speech

Rehearsing Techniques

Preparing the Materials

Understanding Body Language

Chapter 3 - Step 3: Engage the Audience

Presentation Structure

Guiding Points for Your Audience

Before You Present

Maximizing Delivery

Chapter 4 - Step 4: Reading Body Language

Audience Mood

Note Taking

Head Movement

Facial Expressions

Movement or Posture

Chapter 5 - Step 5: Building Your Confidence

Shift the Focus

Remove Distracting Thoughts

Content Design

Calm and In Control

Credibility

Chapter 6 - Step 6: Embracing Your Nerves

Observe, Acknowledge, Reframe

Return to Present

Warming Up and Opening

Nerve Management

Chapter 7 - Step 7: Challenging Your Excuses

#1 Excuse – Touch Crowd

#2 Excuse – What Agenda?

#3 Excuse – No One Cares if I stay to My Time

#4 Excuse – The Audience Does Not Matter

#5 Excuse – I’m Good I Can Wing This

Give Yourself Grace

Conclusion

Book 4: How to Communicate Effectively

Table of Contents

Introduction

Chapter 1 - Step 1: Engage in Listening

Focus on the Speaker

Listen with Your Right Ear

Redirecting or Interrupting

Give Feedback

No Judgement

Emotions in Words

Chapter 2 - Step 2: Look for Nonverbal Signals

Reading Nonverbal Communication

Your Delivery of Nonverbal Cues

Tricks to Understand Body Language

Chapter 3 - Step 3: Manage Your Stress

Releasing Your Stress for Effective Communication

The Secret to Defeating Stress

Chapter 4 - Step 4: Be Direct

The Right Way to Be Assertive

Being Direct Is Kind

Chapter 5 - Step 5: Be Confident

Overcoming a Lack of Confidence

What to Avoid When Communicating with Confidence

Professional Benefits

Chapter 6 - Step 6: Build Relationships

Why Relationships Are Important

Breaking the Ice

What Is a Good Relationship?

What It Takes to Build Good Work Relationships

Dealing with Difficult Relationships

Chapter 7 - Step 7: Use the PIP Approach

Conclusion

Book 5: How to Manage Conflicts

Table of Contents

Introduction

Chapter 1 - Step 1: Be Respectful to all Parties Involved

Resolving Conflicts Effectively and with Respect

Demonstrating Respect

Why Is Respect Important

Chapter 2 - Step 2: Change the Atmosphere

Neutralizing Emotions

Set Ground Rules

Right Time and Place

Chapter 3 - Step 3: Identify what the Conflict is

Identifying Conflict

Causes of Conflicts

Minimizing Conflict

Quick Tips

Chapter 4 - Step 4: Understanding different Perspectives

How Perspective Relates to Positive Outcomes

Perceptual Shifting

Chapter 5 - Step 5: Developing Solutions

Define the Problem

Analyze the Problem

What are the Possibilities

Compromise a Solution

Implementing

Evaluate

Chapter 6 - Step 6: Implementing action plans

What is an Action Plan?

Planning the Action Plan

Humans are Involved

Just Right

Tracking

Chapter 7 - Step 7: Following Up After the Conflict

Why Follow up?

The Follow Up Process

Leading the Follow-Up Meeting

BONUS: Conflict Flow Outline

Rules

Process

Conclusion

Book 6: How to Build Teams

Table of Contents

Introduction

Chapter 1 - Step 1: Building a Foundation for Your Team

Communication

Diversity

Goals

Leadership

Trust and Respect

Problem-Solving

Chapter 2 - Step 2: Establish Strong Leadership

Strategies for Success as a Leader

Chapter 3 - Step 3: Foster Team Collaboration

Personal Connections

Collaboration for Problem Solving

Connection Platforms

Trust

Chapter 4 - Step 4: Build Personal Connections

Emotional Intelligence

Connection Improves Engagement

Team Building Relationship Tips

How to Maintain the Connection

Self-Regulation

Connecting with Team members, You Do Not Click With

Maintaining Professional Relationships with Team Members

Chapter 5 - Step 5: Provide Effective Feedback

Focused Feedback

Chapter 6 - Step 6: Solidify the Team Bond

Team Building Exercises

Chapter 7 - Step 7: Following Up and Evaluating

After Project Follow Up

Conclusion

Book 7: How to Be Charismatic

Table of Contents

Introduction

Chapter 1 - Step 1: Work Your Body Language

Tips for Exuding Charisma

Chapter 2 - Step 2: Being Aware

The Impact You Have on Others

Embracing Weakness

Strength Without Arrogance

Acknowledge Limits

Chapter 3 - Step 3: Being Passionate

Why Is Passion Important to Charisma?

How to Find Your Passion?

Cultivating Your Passion

Chapter 4 - Step 4: Being Inquisitive

Drive for Knowledge

Taking Initiative

Welcome Innovation

Solve the Problem

Productivity

Reawaking Your Curiosity

Chapter 5 – Step 5: Being Positive

Negative Thoughts Hold You Back

Positive Thinking Projects You Forward

Chapter 6 - Step 6: Being Authentic

Be True

Arrows Out – Think-In

How You Treat People

Live in the Moment

Openness

Chapter 7 - Step 7: Looking and Sounding the Part

Looking Confident

Sounding Confident

Conclusion

How to Facilitate Groups

Book 8: Table of Contents

Introduction

Chapter 1 - Step 1: Allowing Flexibility to the Plan

Chapter 2 - Step 2: Know the Audience

Supportive Environment

Active Listening

Key Ideas

Learning Styles

Chapter 3 - Step 3: Controlling the Energy and Momentum

Facilitators Energy

Chapter 4 - Step 4: Staying Neutral

Dealing with Conflict

Old Patterns Suspended

Nurturing Development

Common Goals

Change Management

Building Organizational Leadership

Chapter 5 - Step 5: Dealing with Controversy

Identify the Purpose

Establishment of Ground Rules

Provide a Baseline of Understanding

Establishing a Framework

Be Inclusive to All

Active Facilitation

Chapter 6 - Step 6: Driving Interactions with the Audience

Tips to Command Attention

Positive Interactions for Your Facilitation

Chapter 7 - Step 7: Wrapping Things Up

Wrapping Up Strategies

Conclusion

Introduction

Hello, and welcome to "How to Lead a Team". Chances are you are a new leader or a leader looking to up your game. To grow your team and be more effective in your daily management. Today’s business environments are turbulent and have increasing complexity, which makes it essential that strong teams are developed and fostered for growth.

If you, as a manager, feel like you are spinning your wheels and getting nowhere, it is likely because you are not getting the buy-in from your team. You are not showing them what they need to see as far as their value to your team. Those leaders who are respected by their teams know that they cannot just simply walk into the room and expect the team to follow you. This type of mindset is that of a boss, not a leader. In some environments, you might be able to get away with the boss mentality.

However, when working with teams, you need to move beyond your ego and work to become an influencer. Those truly successful leaders understand that by using tools of influence, you build a better working relationship, and often your team sees the tasks as their ideas and their objectives rather than what have been handed down from upper management.

As a leader, you need to attract people to you. You need to be the one who not only understands where they are coming from but can empathize with their situations. As you develop and grow, you will start to find that your team is more confident that they believe in you as their leader, and they are willing to go the extra step. Your employees want to be leaders they do not want to be dictated to. It is through your actions and the way you carry yourself that you can move from the boss to the leader, or even more effective the coach. Your employees will often follow your lead. You set the tone and example for your team. So, what kind of example are you currently setting?

Within the following sections, you will learn from seven easy steps how to up your management game to gain the respect of your employees and boost your team to higher levels. However, it is important that most change begins with you. You need to be ready to be humbled and look beyond what you think you know. It is time to open yourself up to the possibility of change and be ready to grow in ways you may not have considered.

There is no time like the present to jump in and develop yourself for a lucrative future. Before you begin one thing to remember is no matter what position you currently hold or hope to hold, you offer value to your organization. You can lead your team to success, and your employees each provide their own individualized values. Capitalize on those strengths and learn from the weaknesses. Big things await when you are able to unlock your team's potential.

Chapter 1 - Step 1: Develop a Management Strategy

One thing that many management strategists have found is that strategy can be very simple, but nothing is easy. In any industry, there are different issues or uncertainty that can cause turbulence for managers. As our workplaces continue to evolve and change, it is essential for managers to develop a strategy or approach for their teams.

Once managers would use a very highly structured approach to develop strategy, this was known as strategic planning. Typically, it involved putting plans in place for the coming year and into the future. This type of planning is difficult in today’s ever-changing business environment. Moreover, managers are finding that it is essential to be flexible and dynamic when developing strategy. With a flexible yet focused approach, managers will position themselves better to respond to setbacks and opportunities as they come about. This is not to say that there is not a need for a clear understanding of the industry, marketplace, and what the strategic position is.

As you develop your strategy, think of these things as key guides.

Flexibility – I am able to adjust while staying within the corporate vision or mission guidelines

Responsive – I am actionable to conditions that happen within my team

Creative – I commit to inspiring my team to stand out and elevate organizational standards

Challenging – I use challenges to motivate and inspire my team

Realistic – I am honest and upfront with the goals and objectives our team must complete.

Focused – I set defined and clear expectations for my team, and follow up.

Engaged – I include everyone on my team and encourage them to be the solutions.

Think of these as your framework for developing your strategy. They are broad I statements. Yet, when you establish this framework for your team, you are setting broadly based processes. As you grow and develop your strategy, you will begin to see that there are many different ways to manage a team. In some instances, you will manage one person on your team differently than you might someone else. This is because not all people are the same. This is also why we come back to the basic framework mentioned before. If you are using this same framework with everyone on the team, there leaves little room for disjoint feelings between team members.

Your strategy development is a process, and it requires you to identify aspects of your personality and be honest with yourself. It also means that you have to look at each member of your team and be honest with yourself about how you treat them. As a manager who desires a high performing team, it is essential to prepare yourself with a strategy that will benefit not only your team but also your organization. In the next part, I like to think of as your Action checklist the way you are going to develop your strategy and think about how you currently manage and be open to a balanced approach. This really comes into where it is important to set your ego to the side and be honest with yourself.

1 – Your Current Position

Let’s start by looking at an assessment of your current management style. Look at your team’s performance and the results you are able to deliver. Ask yourself these questions

How did my team align with the company vision and mission?

How did my team perform as a group?

What is working for my team, and what is not working?

How does my team relate to our customers?

Are we performing at the top, middle, or bottom of the curve?

Does the team seek out solutions to problems or just present problems?

It is important as you ask yourself these questions; you provide yourself a balanced view. Look for evidence to support your claims and remember that only sharing the good side of your current position will not help you grow.

2 – How did we get here?

After you have completed part one, it is time to go back and consider the reasoning behind failures and success. What was the driving factor for these outcomes, and what are your internal weaknesses and strengths? Ask yourself these questions:

What did you do correct, and what did you do wrong to get to the previous outcomes?

What is your strength? What is your weakness?

What is your team’s strength? What is your team’s weakness?

How does timing affect your team?

What was a consequence of your team’s performance?

How did the planning factor in your results?

Were the plans good? Bad? Or Nonexistent?

Is our communication good? Or Bad?

The use of self-reflection and honesty as a manager of a team is very important. While at times, it may feel like everything is going wrong, there quite possibly good things are happening within your team. When managing your team, it is essential to be able to see the whole picture, not just the obvious.

3 – Clarity on Vision and Corporate values

The next step in mastering your team is to revisit your company or corporate vision and values. These are the basic corner steps for what your company expects from you and your team. Then compare those values with how you are managing your team. Are you aligned with the company’s values and mission?  Is your perspective broad enough to embrace opportunities, or do you need to narrow your perspective to be more effective and focused? Ask yourself these questions:

How do my company vision and my team's vision compare?

What is the driving focus of my team?

What does my team value?

Does my team understand the mission and vision of the company?

What are the strengths of my individual team members?

What support system do I have as a manager?

What am I doing well as a leader? Where am I failing?

What is my team’s morale?

With this information, you are beginning to paint a picture of your team and the current conditions. You should now be able to see strengths and weaknesses. Through this process, be sure that you are taking an honest approach; if you as a manager are not honest with yourself, it will be very hard to grow. 

4 – Evaluate strategic options.

Now that you have a clear understanding of where you currently are as a manager, it is time to look at ways to be more strategic with leading your team. As you begin to evaluate your options, consider these factors:

In what ways can performance be improved?

What changes to my communication style will improve performance?

Do I need to widen my focus or narrow focus?

How am I currently engaging my team?

Am I in touch with the morale of the team?

Is the team strategically positioned to alight with company vision and goals?

What are somethings I need to stop doing?

What are somethings the team needs to stop doing?

What people skills is the team lacking?

What environmental concerns does the team have?

Does the team have everything they need to accomplish their goals?

As you evaluate these items, it is a great idea to do a pros and cons list. This allows you to create a balanced view of your strategic options. It also allows you to put a plan in place to address situational issues.

5 – Set Objectives with Yourself

Once you have determined the things you need to enhance in your team, then you can begin to translate them into actionable objectives. These objectives should be firm, and you should understand that through these actions, you will determine your team’s performance and, ultimately, your own performance. Use your research from parts one through four to identify what you need to continue to do within your management style and what you need to change up. As you work through those concepts, remember that each person on your team is an individual, and what will work great for one may not be the correct approach for another. As a manager of a team, it is important to be flexible in your leadership style. Think specifically about these items and how they relate to your management style.

Encouragement of team productivity

Assignment of team tasks

Communication with your team

Handling conflict

Engaging with your team

Listening for feedback

These key points will help you to become more in tune with your team. Sometimes as a manager, it is important to be a better listener than it is to be a loud leader. This is not to say as a manager, you do not need to lead. You should very much be the leader of your team. It is, however, to say that being a high performing manager means also listening to your team. Having the ability to pick up on the subtle things that are happening, that may not be right on the surface. It means being engaged with your team and knowing what is going on. As well it also means showing your team that you are willing to get right in the mix with them and lead by example.

6 - Communication

The last and possibly one of the most important things for any manager is communication. As a manager of an existing team, it is important to communicate any changes that will be happening. Change is not always something that people are readily accepting of so it is essential to be clear in your communication, not just the change, but the reason for the change.

Any team leader will tell you that the key to get their buy into the change is to show them what is in it for them. What benefits will they get from this change; however, you need to be prepared to back those benefits up. You cannot tell them X, Y, and Z and then only give them X. It is important that you communicate the whole plan and get their buy-in for success. Typically, with established teams, this can be more difficult. However, when you present the strategy and open yourself up to accept their feedback, you begin to build a relationship that will foster growth.

Ultimately a leader’s strategy will set the tone for the project. It is what the team will feed off of and determine the success or failure. As a leader, it is essential to leverage your team for success. You can do this in so many ways, but it all begins with listening and developing a strategy for how you will grow together.

Chapter 2 - Step 2: Track Your Goals and Progress

The first thing to understand is that there is a difference between micromanaging your team and tracking progress and goals. Leaders should not focus on micromanaging their teams. They should be focused on the big picture or helping to move the progress along. As a manager, you do not want to simply be busy; you want to be productive.

It all begins with understanding how your employees are doing. You need to be able to anticipate issues and offer praise when necessary. It is often easy to assume everything is under control, and you are aware of what is going on. However, a huge percentage of managers simply spend too much time on reporting. This leads to you spending all your time just monitoring employees rather than completing tasks. To be a high performing leader, you need to be able to track your employees without using micromanagement techniques.

Tracking without Micromanaging

So how do you keep track of your team without micromanaging their work? A good system for managing your employees and monitoring their performance can make all the difference in your ability to accomplish those long-term goals. I call it the 3P approach – Plans, Progress, and Problems. With this method, you can help your team stay on track for long term goals and ensure that the week’s priorities are met. This method uses a continued performance manager so you, as the manager, always know what your team is doing, and you can provide feedback to them as they progress.

Begin by either assigning your employees four to five plans for the week or allowing them to assign their own plans. These plans should align with their long-term goal or a metric for which you plan to use on their evaluation. You can send your plan to them via email, in person, or by using an online process like in Microsoft Teams. As they complete the process, they simply follow back up with you on completion via the same method. Then you can provide feedback and reduce your time spent managing the actual task.  The process should look like this

Plan: To accomplish some goal

Progress: End of the week report from the employee on progress

Problems: Issue employee ran into during the project.

Every week you should receive a report from your employee with these three things and how your employee reacted or what solution was found for the problem. By empowering your team to bring you the results or progress, you are then making them more vested in the outcomes. You are also keeping them on track for long term goals. By streamlining this process, you remove unnecessary bureaucracy and allow your team to focus on what they excel at and what is important for your business.

As a leader, it is important to understand that you cannot simply just focus on spending all your time managing and reporting. Leaders do more than managing; they grow high-performance teams. They see bigger pictures, and this allows them to focus on team goals and ways to improve the team.

So how do you get your team to the point where they can create these four to five tasks for the week? It starts with a detailed plan of the big picture goal. This plan uses the team to create the picture. It helps to allow your employees to get focused on the goal and encourages them to work together. This ensures that they are all on the same page and that everyone knows what the expectations are or the end desired result is.

Fact: Employees who write down goals are 50% more likely to achieve the goal?

Encourage your employee to write down the long-term goal, as well as communicate the weekly task's goal and how it relates to achieving the long-term goal. Since the goal is written down, there is no need to continue to worry about if you have forgotten the goal it is written, and the employee can then move to focus on achieving the goal.  Surprisingly many employees never consider how their tasks affect the outcome of the goal. If the employee does not understand the role they play in the big picture, they become disconnected with the goal, therefore making it more possible for them to be disengaged and unsuccessful. Research shows that the average leader spends less than 30 minutes a day simply talking with employees. Yes, leaders are busy, and they have demanding expectations.

However, it is necessary to make time to discuss and help problem-solve with employees. AS you engage your employees, they see the value they have in the company. This will help you to build a relationship and foster the growth you need from each employee to achieve your goals and curb your attrition. In most instances, the employee may actually understand how to do the job better than the manager or leader. This is where it is important for the manager to take a supportive role and not be controlling.

Very few people want someone else to be in control of their actions and micromanage their work. When a leader takes a supportive role, they remove the stigma of them versus us. This often encourages the employee to achieve goals on their own to build their confidence and abilities. As a supportive leader or manager, your confidence in your employees is something you want to strive for. 

Quantifying Processes

Using a quantifying process to track your goals is a great way to keep yourself and employees fresh on your goals. Tracking time is a great way to find out how productive they are on tasks and processes. An example of this would be employee x told you they finished the workflow, but employee y told you they finished the 6-part workflow in 3 hours. The second response gives you something to quantify their work with time. As well, it is also necessary to remember that different employees prefer different ways of managing their goals. Those that are extroverts may require you to discuss their progress, and those that are introverts may prefer to send you an email with the progress. Knowing your employee and how they want to communicate is an important part of tracking the progress for leading your team.

The last thing to remember when thinking about performance and goals. Is to remain calm. There will be things that go wrong, and there will be fires to put out. However, losing your cool will not help your cause. At the same time, I am not saying that you need to coddle your employees; part of your role is accountability. The approach to the problem will make all the difference if you approach the problem to assess what went wrong, rather than who is at fault you are much more likely to get back on track and resolve the issue.

As a manager, your response sets the tone for the team and future issues. If your team knows that you will go off the rails when they have an issue, they may not share it with you, and that can cause an even greater problem. AS well, it can create an uncomfortable environment, and lead to higher turnover rates. So, the biggest thing is as employees come into issues, and they will approach it with an open mind and a solution-driven outlook. Placing blame and pointing fingers will not fix what has already occurred.

Chapter 3 - Step 3: Empowering Your Employees

Giving away control can be terrifying for some leaders. However, the goal of empowerment is not necessarily that the employee is out there on their own fixing problems without any support. It is to provide your employees with the necessary skills to solve problems without creating new ones. When employees are armed with information to solve problems on their own, you, as the manager or leader, spend less time solving simple problems. This frees you up to do more challenging things in your position and makes your job more enjoyable.

Think of it like this, say your