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Managing People Who Don't Work for You
Organisations often require knowledge and skills of specialists who don't work directly for them, and the workings of this relationship can have a big impact on the outcomes achieved. Learn a range of skills on how to engage stakeholders and increase the likelihood of positive outcomes.
2 Days
Overview
Different organisational designs mean that people are increasingly reliant on other people who do not report to them to get their jobs done. These people could be within the same organisation, or they could be contractors, suppliers, Government agencies or even customers. During this course, participants will be exposed to a range of skills that will improve their chances of stakeholder engagement and positive outcomes from people over whom they have no direct authority.
Who will benefit
People in a project management, supervisory or management role that requires them to gain the cooperation and contribution from other people outside their direct hierarchical control and authority.
Content
- Defining the task and input needed
- Identifying who can or needs to provide the input
- Creating a shared vision and clear expectations
- Eliminating real or perceived barriers to the input of others
- Establishing the rules of engagement and trust
- Influencing and negotiation skills
- Role of power and authority
- Alliance building
- Blending project teams and tasks
- Conflict resolution
- Effective meetings
- Feedback and celebrating success.
Learning Outcomes
Participants should be able to:
- Define the benefits of collaboration
- Identify and remove barriers to the contribution of others
- Use influence and negotiation to manage the impact of power and authority
- Develop a plan for the integration of project teams or diverse contributors to a project
- Manage conflict through open, clear communication.
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This course equips senior leaders with the insight and tools to use AI strategically, turning data into foresight and business outcomes. You will explore real-world applications, ethical governance and how to foster both innovation and resilience in your teams.
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Leaders have been using stories since the beginning of recorded history. Tribal leaders have used stories to gain loyalty and legitimise their reign; Elders have used stories to hand down their histories; Military leaders have used stories to reduce fear and boost morale.
Contemporary leaders need to be clear about whether they are providing the type of leadership that is required. They are purpose driven, curious and work to improve the way they influence their teams through their actions and communications. This course runs in select regional locations.