Seminars Unit

Psychological Contract

In a meeting, in a discussion with the client, a stakeholder or a team member, a manager needs to know how to set the rules of the game, because the rules of the game are influencing and eventually determining the final outcome.

 

The rules lay in words and the key word of the talk is “deconstructing”. The rationale behind clear commitments is the fact that we have expectations from others (colleagues, subordinates, mentors) and, at the end of the day, part of their failure might be they way WE “closed the deal”. Or, the other way round, our managers require some deliverables and, we might be trapped into committing something different. How can we make things clear enough? Or how can we hide behind sentences?:)

 

This is an interactive session where participants can learn about psychological contracting applied in 1 to 1 conversations and are invited to practice deconstructing general commitments to the level where they are specific and much better to track and report.

 

Flow

Presentation Bi-dimensional contracts. Discuss 4 guidelines for setting the ground rules of an interaction/meeting. Identify which are the areas that need strong skills in contracting people and teams.

Mentor, Trainer or Coach?

How do we interact with our team members in order to get the best out of their potential? Which is the most appropriate development path for a particular context?

All these are valid questions for a manager because the value of a manager is given by the value of his team and one of the main concerns should be people development.

Many times employees get training when they already have the necessary knowledge, tools and skills to manage their activity and they rightly find training as a waste of time.
Or many times we seek for guidance from our boss and she would “coach” us.

Which are the differences in between training, coaching and mentoring? When should we wear which hat?