MBA Expert: Leadership - free course from the Russian School of Management, training 250 ac. hours, Date: November 30, 2023.
Miscellaneous / / December 03, 2023
Do you want to become a leader, but don’t understand what qualities, abilities and competencies you lack? Are your employees trying to manipulate you and taking advantage of your trust for their own purposes? Losing negotiation battles? Do you lack tools to effectively manage yourself and time? Having trouble achieving a balance between the roles of manager and leader? RSHU offers a unique and only specialized program on the market “MBA Expert: Leadership”.
In a programme:
— Leadership (specialization).
— Leadership: business communications, employee and self management.
— Management: management strategy, development, creation of products and services, business analysis.
— Marketing: tasks and goals, digital marketing, business transformation, work in a competitive environment.
— Finance: financial management, tools for development, risk management and analysis of investment projects.
— Personnel: human capital management, employee life cycle, motivation system.
— Projects: launch, planning, corporate project management system.
The program runs for 11 months with breaks between modules:
6 modules of 2 days (9:00-17:00)
3 modules Specialization for 5 days (9:00-14:30)
Intermodule sessions (online workshops, 15:15-17:00)
MBA teacher at Russian School of Management. Developer of digital transformation programs, designer of complex social systems. Organizational designer, systems engineer.
• Social instincts in the practice of inspiring leadership and ways to activate them as a leader.
• Instinct of self. Fighting instinct. Territory instinct. Tribal instinct. Instinct of justice.
• Five mistakes that kill motivation. Lessons for a leader. Leadership styles and influence in the practice of leadership management.
• Levels of employee development from “novice” to “professional”. How a leader can choose a people management style.
• “Help” and “support” in the implementation of the leadership role of people management.
• Between the role of a specialist and an inspiring leader.
• Five methods for ensuring employee engagement.
• Metaphorical types of employees: psychology of selecting people and managing them.
• Key leadership roles.
• Leader-Boss: responsibility, effectiveness, commitment to goals.
• Leader by example: integrity, dedication, enthusiasm.
• Integrator leader: unconditional partnership, flexibility and collegial goal setting.
• Three formulas for leadership roles: Boss, Example, Integrator.
Personal effectiveness
• Manageability as the most important indicator of personal effectiveness.
• Resources of personal effectiveness: skills, attitudes, beliefs, attitudes.
• Personal effectiveness and stages of goal setting.
• Key requirements for setting goals in personal effectiveness.
• The method of small steps or “step-by-step contracting”.
• Planning as a tool for personal effectiveness: defining a list of tasks to achieve a goal. FiSEQ method.
• Estimation of the duration of intermediate tasks.
• Time reservation.
• “Plan-report of the day” and its visualization.
• Assessing the urgency and importance of tasks.
• Prioritizing tasks.
• Eisenhower Matrix in planning. Firefighting. Fire prevention. Putting out garbage. Burning life.
• “Pareto rule” in personal effectiveness.
• “ABC analysis” of personal effectiveness and prioritization.
• “The best desired result” as an indicator of personal ambition.
• How to set leadership goals. "The Theory of Embodied States".
• Personal effectiveness pitfalls: internal and external locus of control.
Public speaking skills
• Introduction to the course. Why learn to speak in public?
• Preparing for a speech: analyzing the audience and setting the right goals.
• Structure of public speaking.
• Preparation of the speaker and the place of public speaking.
• Techniques for ensuring contact with the audience.
• Developing contact with the audience and maintaining attention.
• Speech options: how to start your speech?
• Problematization of the audience and argumentation in public speaking.
• Answers to complex and provocative questions.
• Motivation for action and completion of the speech.
Goal setting
• Three categories of people in goal setting.
• Goal as a resource of personal effectiveness.
• Knowledge as a resource of personal effectiveness.
• Why don't people set goals?
• The first law of goal achievement.
• How our goals work. Denis Nezhdanov's theory of embodied states.
• The relationship between happiness and goals, the position of the author and the position of the victim.
• Test questions when setting goals. Between purpose and intention. SMART goal analysis.
• Determination of the subject of achieving the goal.
• Definition of the desired result (DDR).
• Goal measurability.
• Ambitiousness of the goal.
• Achievability of the goal.
• Determining the urgency of the goal.
• Practice of applying the rules of goal setting (business example).
• Goal-setting practice (personal example).
• What is the result? We check ourselves and our surroundings. The second law of goal setting.
• Corporate commandments of goal setting and goal achievement.
• Balancing goals.
• Secret technology for preventing personal “burnout” in goal achievement.
• Four key questions to the goal achievement strategy.
• How to define your mission in order to set targeted priorities.
• Levels of values and goals. Graves' theory of spiral dynamics of personality development.
• Denis Nezhdanov's FiSEQ method in strategic goal setting.
• Key mistakes in goal setting (10 illustrative examples).
New time management
• Why don't we manage to do everything we want?
• Convenient plan – what it is and how to draw it up.
• Realistic planning techniques.
• Planning large tasks and projects.
• Prioritization.
• Uniform progress and tasks that cannot be reached.
• Protecting your plan and dealing with emergency situations.
• Team time management.
• Procrastination and working on tasks that you don’t want to do.
• Creation of a time management system with electronic planners.
Emotional intellect
• What is emotional intelligence and why is it needed?
• How do emotions work?
• How to notice and understand your emotions?
• Stabilization of your emotional state.
• How to express emotions constructively?
• Emotions as a source of motivation.
• Emotions and self-esteem.
• How to understand the emotions of others?
• How to influence the emotions of others?
• How to take care of your emotional stability?
Self-motivation. Mobilization of resources. Implementation of plans without procrastination
• Self-motivation.
• Goals, dreams, lifestyle.
• Focusing and mobilizing resources.
• We carry out our plans without procrastination.
• My situation.
Negotiation management: rules and techniques
• Difference between negotiations and other types of communications.
• Competencies of a negotiator.
• Algorithm for preparing for negotiations.
• Partnership negotiations.
• Business meeting.
• Universal model of persuasion.
• Types of influence.
• Argumentation and psychotypes.
• Tough negotiations.
• Managing your emotions and those of your opponent.
• How to protect yourself from manipulation.
Detecting lies. Negotiating power
• What is a lie. Why do people lie? Forms and types of lies. The approximate freezing point is the point from which deception begins.
• Frequency and depth of breathing, swallowing, intensity of sweating and other manifestations of the autonomic nervous system that must be taken into account to determine the truth.
• Facial signs of deception. Microexpressions.
• Signs of falsification of emotions. Using a training program to identify emotions.
• Body language (postures, gestures, location in space) and its interpretation.
• Verbal (verbal) signs of deception, speech patterns.
• Individual differences that need to be taken into account when recognizing lies.
• Baseline of human behavior and deviations from it.
• Differences in lie detection techniques depending on when the interlocutor knows/does not know that he is a suspect.
• Drawing up targeted questions to test hypotheses.
• Detection of lies in a telephone conversation. Lie detection from written text. Errors and precautions in detecting lies.
• Analysis of video and photographic materials of speeches of famous people (politicians and television journalists, artists).
• Rules for conducting a conversation, survey. The sequence of questions, points of contact of interests and other methods of adjusting to the interlocutor.
• Algorithm for improving the skill of diagnosing lies.
Tough negotiations
• Concept and models of negotiations.
• Principles and rules of tough negotiations.
• Negotiation techniques.
• Stratagems in negotiations.
• Pressing stool.
• Negotiations in conflict.
• Typology of characters.
• Preparation for negotiations.
• Scenario design.
• Negotiation practice.
Business letters. Ability to write well
• Goals and objectives of a business letter.
• Language and style of business writing.
• Structure and construction of a business letter.
• Business letter formatting standards.
• Types of business letters: informative letters.
• Types of business letters: persuasive letters and letters that evoke emotions.
• Typical mistakes in the language and style of business writing.
• Psychological techniques and ethical standards in business correspondence.
• Internal corporate and electronic correspondence.
• Standards for formatting letters to foreign partners.
• Checking the letter before sending.
Systems thinking
• Systems thinking: systems and their properties.
• Linear thinking and systems thinking: examples and features.
• Analysis of a problem situation, creating a complete picture, questioning, visualization.
• Search for cause-and-effect relationships in systems. Ishikawa Fish visualization tool.
• Sherwood's circular causality diagram.
• Feedback in the system: balancing and reinforcing.
• Organization as a system.
• Thinking traps. What prevents you from making informed decisions.
• Key provisions. Theories of system limitations, search for system bottlenecks.
• Systems thinking as a competency.
Planning, control and feedback in the work of a manager
• Work of a middle manager.
• Setting goals and objectives for subordinates.
• Making plans to achieve goals.
• Monitoring the implementation of plans.
• Feedback at control points
• Conducting meetings.
• Decision making in the management process.
• Problem solving.
• Delegation of tasks and powers.
• Basics of time management for a manager.
Employee lifecycle management
• Life cycle of Adizes. Employee as an organization.
• Selection of an employee for the organization.
• Normal and abnormal employee problems during life cycle stages.
• Employee values at different stages of the life cycle as an indicator of maturity level.
• Situational leadership. Types of employees. Levels of task setting.
• Situational leadership. Management styles. Roles of a manager when interacting with employees.
• Employee demotivation. Concept and stages.
• IPR as the main tool for supporting an employee at different stages of the life cycle.
• Grow model as a method of working with employees at each stage of the life cycle.
• Dismissal of an employee. How to part with an employee while maintaining his loyalty to the company.
Organization of preparation and holding of meetings
• The concept of a meeting. Three basics of business meetings.
• Key rules for making meetings more effective: Time.
• Key rules for increasing the effectiveness of meetings: Preparation and course of discussion.
• Key rules for making meetings more effective: Planning and choosing a location.
• Communication components of meetings.
• Business communications in meetings.
• Typical mistakes in conducting meetings.
• Methods for conducting constructive meetings.
• Stages of a constructive meeting.
Professional development of managers and prevention of burnout
• Personal development tracking. A strategy for achieving the optimal level of development of intellectual, emotional, volitional and communicative “acme”, self-preservation of health and vital energy.
• “Career traps”: factors, conditions and risks of professional burnout, typical professional deformations, psychological characteristics of “bad” and “good” management.
• “Eco-barrier”: preventive measures to prevent professional deformations, intellectual, emotional, and psychological burnout.
• “Personal strategy”: developing your own strategy for professional longevity, forming a motivational basis for self-improvement.
• “Control point”: self-diagnosis of internal resources, ways to develop stress resistance, methods of self-regulation and self-programming.
• “Energy potential”: ways of losing vital energy, an effective algorithm for self-saving, maintaining optimal tone of vitality, energy and health.
• “Resource state”: “courage”, high tone in everyday activities, how to create and maintain it.
Leader and employees
• What does a Leader need for effective management.
• Purposefulness and result orientation.
• Forecasting and planning.
• Control and self-control.
• Making decisions.
• Problem solving.
• Delegation.
• Communication with employees.
• Development of employee potential.
Leader and team
• What is the meaning of Leadership.
• The Leader's Path.
• How to develop leadership qualities.
• Power and influence of the Leader.
• Leader's personal effectiveness.
• How to stay on track.
• Leader and team.
• Systematic view of the team.
• Team management styles.
• Improving the efficiency of teams.
• Motivating employees and teams.
Business system
• Attention management.
• Intellectual capital management.
• Resource balance.
• Strategy.
• Modern company design.
• VUCA world and requirements for companies.
• Systems and structures.
• Resource-target modeling.
• Management.
• Smart management in the digital world.
• Uncertainty and its impact on management.
Systems design
• Complexity management tools.
• 3 useful analysis tools.
• Method of scientific search for solutions to problems.
• Matrix of tools for designing control systems.
• Development of a value proposition.
• Digital transformation of business.
• Digital transformation team.
• Digital maturity scale.
• Competencies of top managers.
• Digital transformation technologies.
Marketing system and opportunity search
• Marketing functions. The evolution of marketing thought. Formation of value.
• Modern marketing: strategy, tactics, trends.
• Marketing management.
• Working with marketing information. Calculation of market capacity.
• Concentration index. Expert methods. Low-budget ways to analyze the market.
• Marketing research. Objectives of the task. Implementation specifics.
• WEB analytics. End-to-end analytics.
• Marketing research scenario. Construction of CJM.
• Blue ocean strategy. Value innovation. Innovative business models.
Creating and promoting value
• Positioning. Points of differentiation. Positioning niches.
• Positioning: algorithm for generating and constructing a map.
• Branding: development algorithm and identity.
• Naming. Name development. Registration of trademarks in the Russian Federation.
• Brand design. Packaging is a brand differentiation strategy. Brand KPIs.
• Brand strategy. Growth in the value of private label (private label). Brand portfolio optimization.
• Methods of setting prices. Psychology of price. Dynamic pricing.
• Strategy and tactics in communications. Algorithm for developing creative and media strategy.
• Integrated Internet marketing. Internet marketing tools.
Internet Marketing
• System of Internet marketing tools.
• Stages of developing an Internet promotion strategy.
• Target audience segmentation.
• Analysis of demand for goods/services on the Internet.
• Competitor analysis.
• Formation of a promotion strategy.
• Site development.
• Tools for promoting business on the Internet.
• Search Engine Optimization (SEO). Basics.
• Introduction to contextual advertising.
• Internet advertising.
• Briefly about banner advertising.
• Introduction to social media advertising.
• Promotion on social networks.
• Introduction to web analytics.
Key technologies in the field of human resource management
• Competency model.
• Personel assessment.
• Recruitment.
• Personnel adaptation. Mentoring.
• Personnel training and development.
• Theories of motivation.
• System of material motivation.
• Fixed part of remuneration. Grading.
• Variable part of remuneration. Management by objectives.
• Internal research into the state of human resources.
Human Resource Management Strategy
• The company's human capital. HR function audit.
• HR strategy.
• HR analytics.
• Personnel cost management: budget formation.
• Personnel cost management: cost optimization methods.
• Corporate culture of the company.
• Organizational change management: development / preparation for implementation.
• Organizational change management: dealing with resistance/maintaining change.
• Personnel marketing. Employer value proposition.
• Promotion of the HR brand when working with different generations of employees.
Formation of an effective workforce
• Training and development of employees. Knowledge management.
• Formation of an effective work team.
• Removing resistance when implementing organizational changes.
• Creation of a motivational environment in the organization.
Construction of a financial management system. Analysis of investment projects and risk management
• Practical application of existing reporting systems for company management tasks.
• Fundamental analysis of the company. Dashboard of operational analysis of the company.
• Key methods for diagnosing the financial condition of a business: historical, vertical, plan-fact.
• Increased efficiency through identification of immobilized assets. Asset turnover.
• Methodology for making management decisions based on the analysis of indicators of the cash cycle model.
• Performance analysis based on the financial results statement.
• Methodology for a comprehensive analysis of factors affecting the efficiency of operating activities.
• Key success factors when analyzing internal and external investment projects.
• Risk management as the basis of a business management system. Creating a risk matrix. Risk management methods.
• Analysis of the sensitivity of investment projects based on risk management and development of project implementation scenarios.
Financial instruments for increasing efficiency
• Budgeting as an effective technology for company management.
• Unit economics as a basis for financial modeling.
• Determining the profit zone when scaling a business.
• Identification of infrastructural limitations of the business development model.
• Forecasting business performance based on the budget of income and expenses.
• Formation of a balanced business development plan based on the cash flow budget.
• Formation of investment policy based on CFS indicators.
• Forecasting the need for resources and possible sources of business financing based on the forecast balance.
• Internal business assessment based on three key methods. Application of terminal value to increase business value.
• Business valuation based on economic added value.
Flexible project management in business
• The place of flexible design approaches in business. Product Development, Customer Development and Lean Startup.
• Business model of the project and business.
• MVP. A minimally working product to find a solution.
• Pivot: when and how a decision or strategy should be changed.
• Agile in project management. Popularity of different Agile approaches.
• Scrum. The concept of Sprint. Roles in Scrum.
• Team members. Functions and required skills.
• Documents in the project: Product backlog. Sprint backlog. Burndown chart.
• Processes: Sprint planning, review and retrospective. Scrum meeting.
• Implementation of Scrum. Problems and solutions.
Classic or “planned” approach to projects
• 5-phase project life cycle. Participants and their roles according to PMBoK.
• Effective project launch. Stakeholder requirements and Charter.
• Project content. Hierarchical work structure (WBS).
• Calculation of task durations and project schedules.
• Calculation of the cost of work and the project budget.
• Risk identification and mitigation.
• Project execution management.
• Control of project deadlines, budget and content.
• Change management system.
• Project reporting. Project closure and lessons learned.