September |
Program Launch |
- Launch session with participants
- Town Hall overview
|
Required for 1:
- Superintendents
- Managers
- Heads
- SubHeads
Required for 2
|
September – October |
Strategic Planning |
Mission and Vision as it relates to Strategic Planning |
|
September |
BOLT Team Assessment |
Effective Team Assessment and Workshop |
|
October |
Training: Communicating Effectively |
Course content:
- Elements of good communication
- Giving feedback
- Having difficult conversations
- Choosing the right communication method for the situation
- Understanding your communication style and how your communication lands
- Dealing with negativity, gossip and rumours
- Assignment – ask people for feedback on how you could communicate differently
Leadership skills this builds:
- Communicate effectively – ask for input frequently
- Provide valuable feedback that supports development and growth
|
Required:
- Superintendent
- Managers
- Heads
- SubHeads
Optional:
|
November |
Training:
Emotional Intelligent Leader |
Course Content
- Recap learning from last session – start out with things people learned about their communication style based on feedback
- Identify four quadrants of emotional intelligence and your areas of strength and weakness
- Revisit value of asking for and delivering feedback
- Identify ways to adapt leadership style and interactions for better impact
- Using emotional intelligence when setting expectations and holding people accountable
- Assignment: Anyone who leads staff should engage in conversations with them to learn how they would like to work together and address challenges
Leadership skills this builds:
- Have the skills and awareness to identify the impact of their behavior and manage difficult situations
- Follow through and deliver results
|
Required:
- Superintendents
- Managers
- Heads
- SubHeads
Optional:
|
December |
Practice and Discuss |
- Discuss learnings with colleagues and supervisors
- Recognize good behaviour, support improvement
|
Required:
- Superintendents
- Managers
- Heads
- SubHeads
|
January |
Training:
Supervising in a Unionized Environment |
Course Content
- Role Clarity
- Performance Management Challenges and opportunities
- Communication
- Priorities
- Policies and Consistent Application
- Setting Expectations and holding others accountable
- Employee Relations
Leadership skills this builds:
- Build Teams and work across department to break down silos
- Clearly identify strategic direction, priorities and connect them to day to day work
- Provide clear expectations and hold people accountable to those expectations
- Lead in a way that is consistent with UBC’s policies and procedures
- Follow through and deliver results
|
Required:
- Superintendents
- Managers
- Heads
- SubHeads
|
January – June |
Team building |
Discrete teams can engage in team building exercises to help build trust and understanding of strengths |
As required |
January – June |
Individual Coaching |
Staff contact UBC coaching to select and participate in individual coaching session |
Required
- Supterintendents
- Managers
As desired
|
February |
Practice and Discuss |
- Discuss learning with colleagues and supervisors
- Recognize good behaviour, support improvement
|
Required:
- Superintendents
- Managers
- Heads
- SubHeads
|
March |
Training:
Leading People who Lead |
Course Content:
- Identifying Mutual Goals
- Connecting Priorities and Strategic Direction to Day to Day work
- Delegation – setting people up for success
- Autonomy and Accountability
- Building Trust
- Giving Feedback
- Thriving as a middle manager
- Organizational Communication
Leadership skill this builds:
- Build Teams and work across department to break down silos
- Clearly identify strategic direction, priorities and connect them to day to day work
- Provide clear expectations and hold people accountable to those expectations
- Communicate effectively – ask for input frequently
- Follow through and deliver results
|
Required:
|
March |
Practice and Discuss |
- Discuss learnings with colleagues and supervisors
- Recognize good behaviour, support improvement
|
Required:
- Superintendents
- Managers
- Heads
- SubHeads
|
April |
Training:
Having Difficult Conversations |
Course Content
- Identifying personal triggers and behaviour
- Strategies to address difficult behaviour
- Understanding types of conflict
- Understanding your conflict style
- Strategies for de-escalating conflict
Leadership skill this builds:
- Have the skills and awareness to identify the impact of their behaviour and manage difficult situations
|
Required:
- Superintendents
- Managers
- Heads
- SubHeads
Optional:
|
May |
Engaging Employees |
Course Content
- Identifying WES predictors of Employee Engagement
- Building on previous learning to identify strategies to engage and develop employees
Leadership skills this builds:
- Communicate effectively – ask for input frequently
- Provide valuable feedback that supports development and growth
- Coach and mentor employees with an eye to succession planning
- Follow through and deliver results
|
Required:
- Superintendents
- Managers
- Heads
- SubHeads
|
June |
Leading Change |
Course Content:
- Understanding the cycle of change
- Communicating Effectively through change
- What makes change work – emotional intelligence, relationships and change
- Strategies to move through change
Leadership skills this builds:
- Communicate effectively – ask for input frequently
- Follow through and deliver results
- Have the skills and awareness to identify the impact of their behaviour and manage difficult situations
|
Required:
- Superintendents
- Managers
- Heads
- SubHeads
|
July- October |
Practice and Discuss |
- Discuss learning with colleagues and supervisors
- Recognize good behaviour, support improvement
|
Required:
- Superintendents
- Managers
- Heads
- SubHeads
|
October- November |
Training Refresher |
Course(s) Content:
- Communicating Effectively
- Delivering Feedback
- Dealing with Difficult Situations and Conflict
- Using your emotional intelligence for better performance
- Setting Expectations and holding people accountable
- Performance Management Challenges and Opportunities
- Connecting day to day work to strategic plan
|
As Required |