361o Leader
Business leaders, learning heads of organizations are constantly facing mounting challenges in their mission to prepare their workforce for the changes of today and an extremely demanding future. Sometimes implementing their mandates in quick time across their global offices or employee network becomes critical to the health and functioning of their enterprise.
We at 361DM took our first step in this direction way back in 1997. And now with a profound understanding of adult learning principles and state-of-the-art technology to deliver learning, we are ready to partner organizations on a large scale in achieving their learning and development goals.
People Power L1
Turn talent into performance
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.
People Power L2
Applied wisdom for leaders
Who is it meant for?
For middle to senior managers; those who have managed teams for about six to ten years; and sometimes high potential entry level managers who are competent for next level.
Key Benefit
The People Power L2 program increases the experienced manager’s effectiveness as a people leader.
Specific Outcomes
- Positive environment/culture of initiatives and innovation
- Thought leadership
- Creating stronger sense of belonging
- Producing second-line of leaders
- Smart resource deployment
- Ability to understand others’ concerns, while making observations on self
- Infused sensitivity and trust in work relationships
- Unclogged communication channelization
- Making the team understand the common goal
- Ability to watch and correct self
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 being aggressive.
3. Why should managers learn to do self-disclosure; what is an appropriate self-disclosure; how can it be used to 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.
Inside-Out Workouts of a People Leader
Suggests specific healthy practices that managers could make an integral part of their leading styles; some are to be practiced with oneself and others to be practiced with reportees. The aspects are.
1. What do managers conveniently refer ‘openness’ as, what kind of openness is much needed in them and why, and how to build this attribute in self.
2. What key awareness about their workforce can tremendously boost managers’ effectiveness; how can managers build this awareness and maintain its relevance.
3. An eye-opener for managers – an invisible factor that may be affecting managers’ influence, reputation and acceptance among their people; how could they find out and take control of it.
4. A practice based on the concept of Daily Leadership, which is known to have direct impact on people’s loyalty and performance. How can managers adopt this practice with care and improve quality of their daily leadership; how can this practice be made to give long-term benefits.
5. One of the responsibilities of leaders is to grow more leaders. How can leaders consciously play a role in their reportees’ growth and development, and in turn progress in their own careers; how can they develop situational intelligence in the process.