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The Frontline manager blueprint: Engaging and motivating your team to success.

This is a deep immersion programme for those who want to rapidly be equipped with the tools and strategies for self-leadership and the leading of others, to ensure both individual and team success.

This programme starts off with a focus on empowering participants to not only manage, but also inspire their teams by providing fresh, practical, and immediately applicable perspectives on leading in the modern workplace.

One aspect is understanding the concept of self-leadership. True leadership begins with self- awareness—knowing how to manage oneself before leading others. Participants will then learn where self-leadership intersects with the responsibility of leading a team, focusing on the balance between personal accountability, professional development, and the influence they exert on those around them.

Emotional intelligence (EQ) and empathy are at the heart of great leadership. Participants will be guided through the proper application of these two elements within the leadership domain, helping them build strong, respectful relationships with their teams. They will explore how EQ enables them to navigate complex team and social dynamics, make thoughtful decisions, and ultimately create a positive, productive work environment for achievement of results.

For leaders in ‘middle management’, caught in a web of numerous stakeholders, participants will get to address these unique challenges. They will gain insight into how they are perceived by others (their teams, peers, bosses, other stakeholders), and learn to embrace their role as a bridge between strategic direction and execution. This critical awareness ensures they manage up, down, and across with credibility and respect.

Finally, participants will gain clarity on the importance of conflict management and trust in team dynamics. As teams develop, different types of conflicts inevitably arise. Leaders will discover why understanding the various stages of team development is essential to applying appropriate conflict management strategies. Additionally, the workshop will underscore why high levels of trust are indispensable for any leader who seeks to influence, persuade, and build a cohesive, high-performing team.

Objective

Upon completion of this 2-day programme, participants will:

Know of what it means to be a self-leader, as well as a leader of others.
Finally get how Emotional intelligence and Empathy are rightly exercised in the leadership domain.
Embrace their role as a ‘middle’ leader, and why they have to be mindful of how they are perceived as a leader.
Gain clarity on why the various stages of a team’s development will bring about different types of conflicts, which necessitates different conflict management approaches.
Understand why high levels of Trust is essential for any leader who desires to influence and persuade others.

Outline

Module	Description
Day 1 - What you need to know.
1 - What is leadership?	Icebreaker and introduction into the theme of leadership. Know the roles we play as a boss, manager, supervisor, and leader. Accept that Leaders are born, then made. Leadership is a skill, and it can be learned. Self-leadership: The foundation for higher levels of leadership.
2 - Leading others, leading self.	Online DISC profile self-assessment to know how you lead yourself, and how you lead others. Gain insights into how others perceive you as a leader, based on your profile. Learn to spot the different types of employees in your team, and how to work collaboratively with them.
3 - Team development.	Appreciate the various stages of a team’s development using Tuckman’s model, and what it means to effective lead at each stage. Realise the cause of various conflicts that occur at each stage, and why this requires different approaches by the team leader. Gain the necessary insights to get the team to the Performing phase.
4 - Situational leadership.	Appreciate the various stages of a team’s development using Tuckman’s model, and what it means to effective lead at each stage. Gaining a better understanding of the connection between Tuckman’s Team development model, the Situational leadership model, and the actual and practical application of the latter model in the workplace. Going through a self-assessment, having a group discussion, and understanding choosing a particular response is related to your DISC profile.
5 - Trust in a leader.	Active trust building and influence gaining with your team through your words, actions, and decisions. Adapting your leadership approach to build trust according to Tuckman’s team development model. The ‘Relational equity’ concept: What to look out for to know you have high levels of trust in your team.
Day 2 - The leader creates the culture.
6 - Navigating ‘Middle’ management.	Recapping Day 1 What does it mean to be in ‘middle’ management, to be sandwiched between your team and your immediate boss? What and who creates your team culture, and why the team leader matters a lot more than we think? How do you come across as a leader, and why the perception of leadership is important.
7 - Emotional intelligence.	How effective leaders utilize their Emotional Intelligence, and in what ways? Using EQ to handle the emotional triggers of yourself and of your team. Exercising empathy to lead your team successfully by recognize a leader’s focus of control, also known as ‘control the controllable’.
8 - Conflict management.	Self-assessment and exploration on each participant’s conflict management style. Application of the understanding of the various conflict management styles on the conflicts that occur in the different team development stages. An exploration on how conflict management styles affect the team culture.
9 - Communicating as a leader.	Discussion on real-live case studies on communication mishaps. Knowing the 10 barriers to effective leadership communication, and why it is better to ‘over’ than ‘under’ communicate as a leader. What it means to be an ‘assertive’ leader.
10 - Influence & Persuasion.	Influence vs Persuasion, and why effective leaders employ both. How the probabilities of successfully influencing and persuading others as a leader depends on your level of trust that you have with them. What can you do as a leader to increase your influence and persuasion? Closing the workshop.

Who should attend

Emerging leaders who are experienced individual contributors, are already leading project teams, and are a step away from formally leading a team of their own.
Frontline managers / First Time Leaders who have been recently promoted to formally lead a team of their own, and need to get up to speed on what it means to lead and manage others.
Experienced frontline managers, Supervisors, and Team leaders looking to refresh their understand of the topic with new insights and research will also benefit.
Experienced frontline managers, supervisors, and team leaders who consciously want to create the team they have always wanted to lead, and have the appropriate team culture to support it.

Methodology

Interactive and experiential trainer-led workshop with participant-led small group discussions and case studies drawn from the First Time Leadership book co-authored by the trainer.

Each participant will receive a copy of Daniel’s First Time Leadership book as a post-workshop resource. The book contains 30 leadership principles revealed in stories based off real-life experiences of successful leaders from 37 countries.

Testimonials

The real life cases are really helpful for a new manager, and I could see that the examples relate very often to our situation at work.

Sincere thanks to help us assess myself in certain areas, where I would be improving myself, especially the personality test and team discussion.

Sharing of different leadership perspective and open discussions within the different team members are helpful.

Profile of Daniel Lee

He Simplifies Employee Engagement for Team Leaders and Heads of Departments.

Over 20 years of working in Australia and Singapore, Daniel Lee has accumulated a vast experience and know-how in speaking, training, and coaching participants from different cultures and work backgrounds.

He started his career with the Singapore Police Force and achieved the rank of Staff Sergeant. After which he pursued his Masters in Monash University, Melbourne, Australia. During that time, Daniel started his career in Human Resources, eventually focusing on Learning and Development across the Manufacturing, Professional services, and Facilities Management industries in Australia, and with Banking and Finance in Singapore.

From 2017 onwards, Daniel did a career switch with a focus on the education industry working with youths, and later from mid-2018 onwards, to working with adult learners. Daniel has run both in-house and public programmes for Accenture, American Express, PPG Industries, Bank of Singapore, Marina Bay Sands, BNP Paribas, Daimler Trucks, Bollore Logistics, DHL, Shiseido, Standard Chartered, Telkom Indonesia, Beam Suntory, Cornerstone, Singapore Police Force, UTAC, Nexia Singapore, and many more.

Having become a published author in 2021 with his book ‘First Time Leadership’, he knows that leadership is simply an amalgamation of a range of skillsets and mindsets. The key to unleashing one’s leadership is to realise that leadership competencies are interrelated, and to know how to employ them across the various people-related situations.

Since 2022, Daniel has been interviewing Heads of Departments in his latest research, leading from the Middle, to uncover what it takes to be an effective leader of leaders.

With deep theoretical understanding on team and organization leadership and its practical real-world applications, he takes the view that learners already subconsciously know how to achieve the desired outcomes. His role is to bring awareness to the learners, so they can become intentional professionals in their own fields. Daniel has received many positive testimonials from the programmes and workshops he has conducted.