Assertive Management (2 days)

Often when considering leadership styles, choices are limited to that of Autocratic and Laissez Faire models; both of which tend to lead to dysfunctional teams and ineffective services being provided.

In addition to a Democratic model there is the Assertive model. The Assertive model is based on a range of components characterised by clearly defined expectations; contracted responsibilities, accountability and identifiable consequences for poor performance. This model is often challenging for managers to fully adopt as it relies on objective and rational principles and less on personally based motivation such as charisma, coercion and manipulation.

This course aims to assist managers to begin to adopt a more Assertive leadership style. Making a shift in style does not happen in one or two days. Many individuals will need time to develop their new skills and to unlearn ‘old habits’. The course therefore needs to be regarded as the beginning of a process that will be followed up by further training as well as within the organisation’s Supervision process.

Learning objectives:

By the end of this training learners should be able to understand:

• A range of definitions; to include:
        -Autocratic management
        -Democratic management
        -Laissez Faire management
• What is meant by Assertiveness?
  The difference between Assertiveness, Aggression, Passivity and Passive-Aggression
• What are the characteristics of an Assertive manager?
        -In the way they think
        -In the way they communicate
• What are the potential negative consequences of non-assertive management? (to include)
        -Fragile structure
        -Poor accountability
        -People doing ‘their own thing’
        -Poor communication
        -Ineffective working practice
        -Poor team work
        -Increased conflict and breakdown of relationship
        -Underperformance
        -Increase in disciplinaries
        -A poor service being provided to service users
        -Service users ‘acting out’ staff dysfunction
• What gets in the way of Assertive management:
        -The desire to be seen as ‘the nice guy’- the need to be liked.
        -Other personal issues
        -Collusion against the organisation
        -Lack of confidence
        -Skills deficit
        -Knowledge deficit
        -Relationship history with the team
        Etc.
• The role of the Manager:-To lead the team to meet organisational objectives; in line with agreed policies and
  procedures and within the legislative framework
• How to create the conditions whereby an assertive model is most viable:-Recognising and learning from the past:
        -What did I do as a manager that made being Assertive more difficult?
        -What changes in approach do I need to make to shift this?
        e.g. review any personal relationships with in the team; making adjustments to personal boundaries
• How to adopt less ‘personal’ or charismatic approaches. Performance based on the job description, working
  contracts, policies, procedures etc.
• How to assert accountability: Ensuring that staff work contractually, how to support them in an adult way and letting
  go of a parental function
• A rational approach to under-performance
• How to use your own support

Training methods:

• OHP/PowerPoint
• Group & Pair Work
• Role Play
• Handouts
• Tutor presentations
• Chalk & talk

CP20/4.9