Brubaker Seminars

Making the Strategic Leap From Manager to Senior Leader^©

• Recognize the 10 dynamics of successful leadership, including the difference between the managerial/authority mindset and that of developed leader;
• Self-identify how inherent personality traits can influence leadership of others (via a self-scored tool);
• Identify where and when some leadership-level 'weaknesses' are actually more traditional manager-level 'strengths' over used;
• Avoid similarity assumptions of direct reports tha can result in a micro-management focus;
• Create appropriate and realistic 'stretch' goals for direct reports;
• Bring the executive vision for the organization to an operational focus by 'localizing' corporate goals to daily management and staff tasks;
• Target goal achievement in a more quantifiable way; and,
• Identify ways to share internal measurements with staff to motivate them to higher levels of performance.

Leading Organizational Change From the Executive Perspective^©

• Recognize the complex reasons that people resist change;
• Manage the 3-stage process of the change dynamic;
• Identify which stage staff are currently at and effectively work to move them through to acceptance;
• Recognize why certain staff may have inherently greater change issues;
• Know how to avoid the most common leadership mistakes when implementing change, including the 'marathon' affect and the 'billiard ball' phenomenon;
• Create more open lines of communication to dispel rumors and negative attitudes about why the change is occurring;
• Work more effectively to set realistic productivity goals that assist staff in feeling successful during times of rapid change; and,
• Utilize second- and third-tier staff to gauge ongoing resistance.

Creating the Exceptional Second-Tier Senior Care Management Team^©

• Promote the five specific skill-sets that create second-tier team achievement:
  --positive communication,
  --well-honed project management capability,
  --pro-active conflict resolution,
  --potential failure prediction,
  --follow-up success evaluation;
• Recognize what elements of leadership either support or impede team functioning and positive team dynamic;
• Implement 'talent reviews' among current second-tier team members to identify potential gaps and current strengths;
• Involve the second-tier team more productively in building strategic plans;
• Create the 'action & implementation' mindset with the team, leading to greater operational accountability; and,
• Hold direct reports to a more productive and positive performance standard.