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Participant, Stephenson Harwood
A very interesting session and relevant to my role. Also felt comfortable in making contributions, so got more out of the session.
Learn How To Effectively Extend The Co-ordinator's Role
Extending the Co-ordinator's Role
| Course Ref. | 10059 |
| No. of Days | 6 half-day modules - over a period of three to six months |
| Participants | 6 to 12 |
Target Audience
Co-ordinators and administrative team leaders who are new to the role of supervising and managing others and who will be doing this in conjunction with a secretarial or administrative role.Course Objectives
Feel comfortable with and confident in the transition to a new roleManage workload allocation efficiently and confidently
Practise new skills
Further develop the role as part of the management team
Develop their teams through improved interpersonal skills
Methods
Presentation, discussion in small and large groups, self assessment and practical situations / roleplay.Important notes
This programme is designed to be run over a period of three to six months, at regular intervals. This will enable participants to implement learning points on return to work and bring back any remaining difficulties to the next module. However, the programme can also be run as an intensive consecutive three day programme.Course Contents
MODULE 1: A strong management team
- You are not alone!
- Knowing each other’s strengths, in the Coordinator team
- Creating roles outside of the Coordinator team
- Setting up regular Coordinator team meetings
- What to include, feed through and feed up
- Creating the Coordinator team brand
- Making the time to succeed
- One of ‘us’ or one of ‘them’?
- Identifying and adopting behaviours which build credibility
- Understanding your approach to conflict
- Adopting a confident approach to difficult situations
- Helping each other’s confidence: sounding boards, approaches and advice from the team
- Managing performance
- Seeking feedback from others
- Making an objective assessment
- Giving feedback on performance and conduct
- Getting everyone to “exceptional”
- What motivates people?
- When do you take this further?
- Building relationships through transactional analysis
- A confident and professional approach to communication
- Setting up and running secretarial meetings
- Squashing the grapevine!
- Structuring and controlling secretarial meetings
- Up-side-down communication
- Departments/team inductions
- Making sure processes and standards are visible
- The differences between performance and conduct
- Closing performance gaps to maintain quality and standards
- Should it be any different in each department?
- Managing change – team and organisational
- Interview tips and techniques
- Using ‘whose problem?’ management
- Assessing and contrasting challenges and successes past, present and future
