Who is it meant for?
For entry-level to lower middle managers, those who have managed teams for five years or less; and sometimes high-potential prospective managers.


Key Benefit
The People Power L1 program makes effective leaders out of efficient managers.




Specific Outcomes
. Maturity in dealing with diverse work styles and viewpoints
. Preparedness for taking higher responsibilities
. Higher initiative taking
. Dealing productively with negative feedback
. Higher information and knowledge sharing
. Sharing the onus of maintaining good hierarchical relationships
. Ability to understand others' concerns, while making observations on self
. Infused sensitivity and trust in work relationships
. Unclogged communication channelization
. Stronger sense of belonging

Learning Modules

. Effectiveness of a Champion Workforce

This module deals with a few key elements of Emotional Intelligence, which if present in every member of the workforce, would make it a 'champion' workforce in terms of its performance, people experiences and future development. It involves aspects like.

1. What is the basis of work relationships and the most valued attribute of an effective leader. Discusses what makes a leader trustworthy and how building an environment of trust can be initiated by the leader, despite all external odds.

2. What assertiveness really means; how does it link with clarity of thought and communication; how can it be used to meet individual and larger goals, and how can one learn to be assertive without getting aggressive.

3. Why should managers learn to do self-disclosure; what is an appropriate self-disclosure; how can it build an easy work-environment, what are its risks and how to minimize them.

4. What is sensitivity commonly misunderstood to be; how does it impact one's communication, decisions and attitude, and help build work relationships.

. Habits of a Champion Workforce Member

Suggests some habits that managers can adopt for being more effective and contributive to the larger workforce that they are a part of. Moreover, as they aspire to be people leaders in future, these habits would serve as a robust foundation too. These habits relate to.

1. Criticism by colleagues and boss can throw one off-balance, especially when it is harsh. How can managers change their attitude towards criticism and how can they benefit from the criticism they face.

2. Understand the new meaning of 'knowledge is power'; how can managers augment their growth by being in the learning and sharing mode.

3. Why managers must welcome diversity in thoughts and styles, and how can they cherish and benefit from the diversity around.

4. A distinguishing habit of promising leaders is being action-oriented; why should managers build a favourable attitude for initiatives; how can they mitigate chances of failure in their initiatives.