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• LEADERSHIP ESSENTIALS: What You Must Know About Leadership (Concentration: Leadership Foundations)

  • When
    09-Dec-2019
  • Location
    A 6-module online program. Available as a six-week Full Class with Instructor (Level I: Learning Expertise) OR as a12 weeks for skills a skill (Level II: Skill Learning)

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  Timing Not Correct? Join Our Waitlist

      

  "There are no dead-end jobs. There are only dead-end people." -- Thomas Sowell, writer

  Just as a house cannot stand without a strong foundation, so it is with leadership. To lead, one must study leadership. 

  A common failing of the business schools is to clearly distinguish between the role of manager and leader. Typically, professors teach that leadership is a small subset of management, all you have to do is "mange" people. Ya, sure. .

  It implies that all managers need to do is act like an orchestra director, wave the wand, and beautiful music will come forth. And of course, they assume that people want to be "managed."

  The truth is, people want someone who will lead them, someone they can follow. Instead, they suffer under managers who boss them around and manage them the same way they manage the work.
  

  Module 1: The Nature of Being a Manager and a Leader

  
  

  One of the sources of confusion even in the minds of the business professors, is the difference between functioning as a manager and acting like a leader. Both are critically important roles for those going into business and government. So while there are no lack of educational programs to teach management, there are fewer that focus on leadership.
  

  Module 2: Choosing the Right Leadership Style

  Image by Majorly

  A style differs from a trait in a very fundamental way. For while traits are difficult (some say impossible) in the short run to change, the choice of a style should be based on the situation (context). Of course, many leaders lack behavioral flexibility, they cannot change their style based on the situation. For example, autocratic leaders are typically stuck, it is the only style they know so they keep using it even when it doesn't make sense. The style one choose in a crisis is different than the one exercises in times of less stress. Knowing what style to choose and when to choose it is an extremely important aspect of leadership.
  

  Module 3: The Best Leadership Traits

  Edmund Leighton (1853–1922): Duty

  The focus here is on the focus on Expectancy Theory: how what the leader expects and what the followers expect become dominant factors. The focus in on both the expectations and the nature of the situation. Some aspects of this include: defining goals, clarifying the path, removing obstacles and providing support.

  Module 4: Leadership Skills — What to Develop and How to Development Them

  Image by Cruz
  

  The accounting profession has it work, people are not expenses on the income statement, they are really assets on the balance sheet. And assets appreciate or depreciate. If you want an human assets to appreciate, it's all about growing knowledge and skills. This session looks at the skills and knowledge leaders must build.
  

  Module 5: What Leaders Must Know About Power and Influence

  Image by: Mgiganteus
  

  For leaders to be effective, they must exert power, they must know how to influence. There are many different types of influence, and it is a smart leader who knows what type of influence to use in what situation. Learn about personal and positional power, selfish and social influence and nine different types of influence that you can cultivate and develop.
  

  Module 6: Why Followers Follow

  Image: Ali Mansuri

  Leaders don't operate in a vacuum, to understand leaders, you have to focus on followers. They have certain needs that leaders should be aware of, they can even cause a leader to do stupid things. Some followers choose leaders with virtues, others choose those with pathologies. It's important to understand why one is attracted to a certain type of leader since it tells you a great deal about yourself—both your good points and your bad ones. 
  

  
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• Face-To-Face: Enhance Your Interpersonal Communication

  • When
    09-Dec-2019
  • Location
    Available as: a Self-Paced Program (Level I: Learning Expertise) OR a Dual Track Short Course (Level II: Skill Learning)

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  "How well we communicate is determined not by how well we say things, but by how well we are understood." Andrew Grove, CEO, Intel Corp., One-on-One With Andy Grove, (G. P. Putnam's and Sons, 1987)

  Module Description

  Enhancing the ability to communicate starts with understanding each of the components of the communication process. It means looking at the many sources of misunderstanding that can exist between you and another and taking appropriate action.

  
  Topics Covered

  • Communication In The Real World

  • Communication Models

  • Sender/Receiver Model

  • One and Two-Way Communication

  • The Full-Duplex Method 

  

  Would you like us to make this program available before its normal rotation cycle?

  Learning options include:

  a. Enhance Expertise with Self-Paced Learning. Take your time. You have 30-days.

  b. Grow Skills With a Short Course. — Get the theory down the first week and for the next 3 practice your skills — all in a 30-day time frame.

  c. Full Class. Designed for groups rather than individuals, it’s a practical alternative to courses offered at universities. 

  d. Customized. A great option for individuals and groups. Want a learning program that works for you?

  Contact us at info@legacee.com.

  
  

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• Mastering Reflection: How to Perfect Practice & Learn From Experience (Concentration: The Mastery Practices)

  • When
    09-Dec-2019
  • Location
    Available as a Self-Paced Program (Level I: Learning Expertise) OR a Dual Track Short Course (Level II: Skill Learning)

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  “People Don't Learn From Experience” — J. Edward Deming

   

  It's true, most people DON'T LEARN FROM EXPERIENCE and they practice a skill, but SHOW NO IMPROVEMENT OR SLOW IMPROVEMENT. The reason why? They don't use reflection. Something very powerful but rarely taught. 
  

  What is Reflection?

  1. The mental process that allow you to monitor your behavior to determine what's working and what's not (see story below).

  2. The way we monitor practice to keep improving it.

  3. A learned process accelerating the drive to mastery.

  4. A way to become conscious of automatic behaviors.

  Learning reflection in this online course you will help you to:

  • No make the same mistake over and over again,
    
  • Optimize important behaviors, and
  • Allow smarter practice,

  Bottom line: Reflection is a learnable method to determine what's working and what's not. It's a way of not doing the same thing, the same way; but always expect better results (The classic definition of managerial insanity).

  Learning Outcomes

  "Life teaches, but only if you're willing to learn." — Anonymous
  

  
  

  Level I Learning: Expertise (For the Self-Paced Option)
  

  • Identify the causes for not learning from experience
  • Know the 4 major types of reflection
  • Understand 3 major ways to accelerate learning
  • Discover essential two types of questions

  Level II Learning: Skill Building (For The Coaching Option)
  

  • Use reflection in learning a skill.
  • Explore using it as a means of examining an automatic, undesired behavior.

  This Online Course includes:

  • 2 Videos
  • 9 Readings
  • 2 Exercises
  • 2 Assignments

  Schedule a Free Consultation with Course Instructor

  

  A Personal Story On The Importance of Reflection

  To my lasting regret, understanding of reflection came much too late in life. What happened was this.
  

  When I was 52 years old, I accidentally learned about reflection. I happened to be sitting in a lecture at Korea University in Seoul. The course delved into world religions and this particular lecture dealt with Buddhism.

  The professor mentioned that Buddhism had a long tradition of learning through reflection. This aroused me from my normal state of lethargic mindlessness and I asked the professor, “What is reflection exactly?”

  She replied that it was a mental process where you periodically step back and think about an experience and then figure out what went well and what could have gone better. And then she said, “The school of life teaches; but only if you are willing to reflect on experience.”

  Here I was, a creature of the university. Much of my life was spent in a library with my nose in the textbook or in a state of confusion reading scholarly research journals. And yet, I had never been exposed to one of the most valuable tools of learning ever.  — Murray Johannsen, Course Developer & Instructor

  

  
  

  Remember: You have a Money—Back Guarantee 

  Questions? Contact us at info@legacee.com

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• Leadership Communication Skills: What You Must Know to Influence a Group

  • When
    11-Dec-2019
  • Location
    Available as an Instructor-Led Full Class over 6-weeks OR as 12-week Dual Track Coaching
  • Spaces left
    10

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  "When managers and other responsible persons in business organizations are asked how much of the work day is spent in communicating, the replies range from 85 to 99 percent." -- Harold Zelko and Frank Dance (1965)
  

  
  

  
  

  This course focuses on six essential leadership communication skills—the kind of skills that lead to increased levels of responsibility and increased pay. 

  After all, one cannot be effective as a leader if one doesn't posses stellar communication skills. 

  And really, you can never get too good at the art of communication.

  

  Modules include:

  
  

  
  

  
  

  
  

  
  

  
  

  
  

  
  

  
  

  
  

  

  
  

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• The Psychology of Leadership (Concentration: Leadership Foundations)

  • When
    16-Dec-2019
  • Location
    A Six-Module On-Line Full Class

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  Portrait of Ben Franklin

  
  

   Contact Us For More Information
  

  
  

  
  

  This is due to the fact that leadership is influence, and we don't influence things, we influence people. And the more you understand about how cognition affects behavior, the better you will understand what you see.

  
  

  
  

  Module 1: How To Emerge as a Leader

  
  

  

  Edmund Leighton (1853–1922) God Speed
  

  
  

  Assume you have just been given a position with a new title—you are in charge of a group of strangers. The title and the position help, but you still have a challenge, you must emerge as there leader.
  

  
  

  
  

  Module 2: What Makes a Group a Group and a Team a Team

  
  

  Shea Smith drops back to pass. Image by BrokenSphere
  

  
  

  Another type of leader in demand in today's world is the one you can build teams. A team leader is difficult, much tougher than being a supervisor of a group. However, teams are worth going after since teams out perform groups. And companies that know how to develop teams and their leaders typically out perform those who don't.
  

  
  

  
  

  Module 3: Avoiding The Bad Leader

  
  

  Stalin, Lenin, Kalinin in 1919. Image by: E rulez
  

  
  

  We tend to focus on the good, but we also need to understand the bad. Bad leadership has two aspects to it: the first is the person who is not effective as a leader, who has little influence or who has to rely almost exclusively on authority. A second dimension is the person who has a great deal of influence who can cause people who can engage in unethical or immoral actions.

  
  

  Module 4: Personality Traits 

  
  

  
  

  
  

  Traits are characteristics, patterns of behavior and thinking that are consist over time. They are also strong tendencies to act in a similar way across many different types of situations. For example, an introvert consistently will not say much, while the extrovert is continuously uses the voice. For leaders, traits are valuable in two ways. First, by identifying traits in another, one can predict how that person will act in the future. Secondly, it is reasonable to assume that certain traits associated with the being a leader and others associated with being a follower.
  

  
  

  Module 5: The Psychology of Success

  
  

  

  Viribus Unitis. Image by Tsui
  

  
  

  Success as a leader begins with understanding what goes on inside. For example, an entrepreneur must possess both management ability and leadership skills if the business is to grow. Learn what the psychologist's have identified some of the common aspects important in success.
  

  
  

  Module 6: Social Psychology — Understanding Organizational Culture

  
  

  Three Backfeet Chiefs, Image by MatGTAM
  

  Sad to say, one can succeed as a leader in one culture and miserably fail in another. It's important to understand the key organizational and national differences that impact leader influence. Rather than look at all national cultures, the focus is on East and West.
  

  
  

  

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• The Heroes Way: The Must Know Patterns Underlying Major Achievements

  • When
    18-Dec-2019
  • Location
    A 1-Module Online Program available in a Self-Paced or Coaching Format (Concentration: Transformational Leadership)

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  If you act to change the existing order of things, you are on the Quest of Heroes.

  
  

  This gives you a great and noble purpose, to fundamentally make your world a better place. For in the structure the hero's journey, we see our own struggles to achieve. 

  The story of the hero is ancient, yet still alive today.

  Many of our greatest works of literature and our most popular movies have as their fundamental focus the Quest of the Hero. 

  And in the story of the hero, we see our own story—or what might be your own story. For it is true today as it was in the past, that doing anything great is going to be difficult. 

  Yet, we can earn from those who have gone before, and make our own road easier, the journey quicker, the path less likely to end up in failure.

  Learning Objectives

  Level I Learning: Expertise
  

  • Identify the essential elements needed to move from average to great.
  • Delve into the power of myth to understand the challenges you will face.
  • Get inspiration from the Hero archetype in the great stories from the past 
  • Understand the Four Core Competencies of Transformational Leaders
  • Know why transformational leaders and Great Founders need to act less like managers and more like heroes.

  Level II Learning: Skills

  • Assess where you are on your Quest
  • Choose your path, construct your vision for what you will do next
  • Find two heroes that will serve as an example and source of inspiration
  • Delve into identifying flaws limiting your success

  
  

  
  

  Pallas Athena statue, in front of the building of the Parliament in Vienna, Austria. Image by: Zebulon. An example of both myth and archetype that survived for thousands of years. 

  

  We all face a choice, to strive to do something great or to die forgotten. For Heroes do great things. And because they do great things, they will not die forgotten. 

  Don't become just a name on a stone — unremembered after the children and grandchildren are gone. 

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• Develop Top Drawer Relationships: Proven Techniques That Work

  • When
    06-Jan-2020
  • Location
    Available as a Self-Paced Program (Level I Learning: Expertise) OR a Dual Track 30-day Short Course (Level II Learning: Skills)

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  Image by fazen
  

   "It's not what you know; but who you know." — American Saying

  This module focuses on a key factor of success — your personal and professional relationships. 
  

  Knowing how to relationships present many benefits. To sum up: 
  

  • Employees all want to work with someone they like, 

  • They only listen to those they trust, 

  They know how to convey a positive first impression,

  • They want to work for someone who has credibility, and 

  • They prefer to work with someone who has the empathic skills to deal with their less desirable emotions.

  And of course, one cannot exercise influence if the relationship is not sound. This is one thing, we never get too good at. 
  

  
  

  
  

  

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• Managing Performance Problems (Concentration: Motivation at Work)

  • When
    06-Jan-2020
  • Location
    Six-Week Full Class On-Line With Instructor

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  Questions? Contact Us By eMail
  

  Schedule a Free Consultation

  
  

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• INFLUENCE AT WORK: The Four Spheres of Personal Power (Concentration: Leadership Foundations/Transformational Leadership)

  • When
    08-Jan-2020
  • Location
    A 4-Week On-Line Full Class With Instructor

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  "The key to successful leadership today is influence, not authority." -- Ken Blanchard

  
  

  
  

  Many managers and executives depend too much on their authority -- a limited source of power that doesn’t work well on peers and the boss. Consequently, they fail to get the results they want.

  Additionally, many individuals rely too much on positional influence, rather than developing personal influence. Positional influence is typically limited and constrained, but personal influence is something that can be grown and expanded. Another fact limiting influence, is that many tend to act selfishly like dragons hoarding their gold; rather than socially, like philanthropists who spread the wealth of their influence to benefit others.

  This class expands your knowledge by providing practical influence techniques.  You learn about:

  How to project EXPERTISE.

  
  

  Ways one can use developmental COACHING.

  
  

   The Nature of building CHARISMA.

  
  

   Using VISION—The Power of Setting Expectations.

  
  

  If you are taking Foundations to Great Leadership concentration, positive reinforcement, punishment, relationships, and persuasion is covered in other Full Classes.

  
  

  
  

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• Chart Your Path to the Top: Step Into The Future With Skill Mapping

  • When
    15-Jan-2020
  • Location
    A 6-module Online Training Program. Available as an Instructor-Led Full Class over 6-weeks. (Level I Learning: Expertise) OR as a 12-week Dual Track Full Class (Level II Learning: Expertise & Skills)

  Register

   It doesn't pay to be lost and confused, uncertain of direction, full of doubt over what work roles you want to play, and what mountain you want to climb on the path to career success. 
  

  

  Set-up a FREE CONSULTATION

  Step 1: Craft Your Vision: Flesh Out The Four Roles To a Better Future

  This module is also currently available as a Self-paced Course OR with Coaching & Mentoring.

  
  

  
  

  Roles aren't just played in Hollywood and Bollywood. On the stage of work, you can be a bit player or a star. Imagine your future roles a future you define — not your boss, not your parents, not your university — you.

  See the Module Course Description 

  Step 2: Set-Up the Environmental Scanning Process

  
  

  
  

  
  

  Sure, you can surround yourself with a zone of complacency and now understand what's going on. But the world is stronger than your security blanket. You might as well know as to be ignorant.    
  

  
  

  Step 3: Identify and Prioritize Threats and Opportunities

  
  

  "Luck is what you call it when preparation meets opportunity." — Gen. David Petraeous, Frequent Saying, Washington Post, June 23, 2010
  

  
  

  
  

  You’ll be in the career slow lane if you can’t sense opportunity. Worse, you can lose what you have if you don’t deal with primary threats. Be a strategist — of your own career. 
  

  
  

  Globalization is not all peace, love and happiness. The evolving global economic structure has created a number of real threats and possible threats that will have to be dealt with and planned for. This section will look at existing threats and highly probable ones impacting global business.

  
  

  It was once said that opportunity is often masked as an insurmountable problem. Since there are no lack of problems in the world, we all must be surrounded by opportunity.

  
  

  Unfortunately, very few people know what opportunity is let alone sense it. To paraphrase a Winston Churchill hill saying, "The average man trips over opportunity, but quickly stands up and keeps going."

  
  

  Step 4: Uncover Your Core Five Skill-sets, Your Virtues, Your Traits 

  
  

  “You get hired because of your strengths, fired because your weaknesses.” — Murray Johannsen

  
  

  
  

  
  

  Image by: AnonMoos
  

  
  

  You can't easily change your traits, but you can build your skills. Some skills are always in demand and always pay well. Paradoxically, these are often skills not taught in the universities.  

  In the Core Five model, every role has a unique set of five competencies. They are:

  • Technical. 

  • Leadership. 

  • Management. 

  • Strategy and Tactics, and 

  • Self-Mastery. 

  Be smart — build what the universities don't teach you but corporations want — and what your desired roles require  

  Step 5:  Determine Your Own Strengths and Weaknesses
  

  “If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.” — Sun Tzu, The Art of War
  

  

  “Give me six hours to chop down a tree and I will spend the first four sharpening the axe.” ― Abraham Lincoln
  

  As Legacee’s founder likes to say, “Your strengths get you hired, your weaknesses get you fired." There’s nothing worse than being blind-sided; you can’t fix what you don’t know was broken. 

  And remember, no great dream is every achieved with the strengths you now have. Iif you see yourself as an unfinished work, as someone who doesn’t want the same job for 30 years, as a person who wants to move up the ladder of success, you better work on those weaknesses.

  Step 6: Take Action: Perfect The Art of Strategy and Tactical Execution

  
  

  Mapping. On the journey of life, you better have a map or you will always be lost. That's the purpose for the first six steps. 

  Once map has given you the layout and your destination, but one must choose from among different paths to get there. For example, skills needed must be built and ignorance diminished.   

  This is the Routing. Choosing the best path is not so easy when you have lots of alternatives to sort through.

  One has to figure out how this has to be done. Understand that there are others who can do your job and machines might as well so forever build skills. Don't stop  
  

  This is where assessments, a mentor, or a coach comes in handy — it’s vital to get feedback from an expert. They can provide specific details only someone who really mastered a skill is capable of knowing.
  

  And to make the course more enjoyable, there are:

  • Memorable Quotes. Lots of them from the famous and the wise.

  • Beautiful Images. Numerous paintings from the old masters. After all, eyes were not made to see in black and white.

  Faded Laurels. Skills have to be refreshed. It doesn't pay to rest on what used to work.
  
  

  

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