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1 I N S T R U C TOR G U I D ECourse: CBP Professional O F F I C I A L C U R R I C U L U MSkills For Life Exam C10-506 Courseware 7704-2

i Proprietary Statement Copyright © International Business Training Association (IBTA), LLC. All rights reserved. This is an instructor manual. No part of this publication may be reproduced, photocopied, stored on a retrieval system, or transmitted without the express prior consent of the publisher. This manual, and any portion thereof, may not be copied without the express written permission of International Business Training Association (IBTA). International Business Training Association (IBTA), LLC 507 Denali Pass Dr., Suite 601 Cedar Park, TX 78613, USA Disclaimer International Business Training Association (IBTA), LLC makes no representations or warranties with respect to the contents or use of this manual, and specifically disclaims any express or implied warranties of merchantability or fitness for any particular purpose. Further, International Business Training Association (IBTA), LLC reserves the right to revise this publication and to make changes to its content at any time, without obligation to notify any person or entity of such revisions or changes. Further, International Business Training Association (IBTA), LLC disclaims all liability for any direct, indirect, incidental or consequential, special or exemplary damages resulting from the use of information in this document or from the use of any methodologies presented in this student manual. Any resemblance to, or use of, real persons or organizations should be treated as entirely coincidental. Trademarks International Business Training Association (IBTA), LLC has attempted to supply trademark information about company names, products, and services mentioned in this manual. The following list of trademarks was derived from various sources. Artwork utilized in this manual is sourced from Microsoft online clips. Microsoft is a trademark of the Microsoft Corporation. CBP is a trademark of International Business Training Association (IBTA), LLC.

ii Welcome to the Certified Business Professional Program To Our Valued Professionals, We wish to congratulate you on your pursuit of the prestigious CBP designation. As a CBP certified professional, you will possess business acumen and technology skills that enhance your value in the workplace. Your CBP program committee believes that business professionals such as you are essential to the success of corporations, businesses and a global economy. Many of the skills you will gain by attaining the CBP certification will transcend the work environment into many aspects of living. As such, we believe that CBP is more than business and technology skills, as it extends beyond the workplace into skills for life. To all our CBP Certified Business Professionals, keep up the good work and continue representing the CBP designation with the professionalism you have displayed. Congratulations on your commitment to excellence in the workplace and beyond! Tanisha White Vice President, IBTA

CBP Professional Instructor Guide IntroductionCopyright © International Business Training Association. All Rights Reserved. TABLE OF CONTENTS Module 1: Introduction to Effective Leadership............................................................ 2 Leadership Defined ............................................................................................................. 3 The Definition Of A Leader ............................................................................................ 3 The Definition Of A Follower ........................................................................................ 3 Effective Leadership ........................................................................................................... 4 Characteristics – Features that Distinguish Effective Leaders ....................................... 4 Skills – Developed Talents Or Abilities ......................................................................... 5 Responsibilities of a Leader ................................................................................................ 7 Developing a Vision ....................................................................................................... 7 Developing a Mission and Goals .................................................................................... 7 Working Towards Achieving Goals and Objectives ...................................................... 7 Building A Cohesive Team ............................................................................................. 8 Identifying And Meeting Team Needs ........................................................................... 8 Measuring Team Performance ........................................................................................ 8 Holding Team Members Accountable ............................................................................ 8 Motivating Team Members ............................................................................................. 8 Leadership Potential ............................................................................................................ 9 Everyone Can Be A Leader ............................................................................................ 9 Circumstances make and Shape Leaders ........................................................................ 9 Leaders Embrace Responsibility..................................................................................... 9 What Do You Need to be an Effective Leader? ............................................................... 11 Clear Goals.................................................................................................................... 11 Training ......................................................................................................................... 11 Followers....................................................................................................................... 11 Leadership vs. Management ............................................................................................. 13 Leaders Manage ............................................................................................................ 13Module 2: Choosing the Appropriate Leadership Style .............................................. 19 The Transitionary Nature of Leadership ........................................................................... 20 What Happens Next When the Major Goals Are Accomplished? ................................ 20 Situations May Change ................................................................................................. 21 Leadership Styles .............................................................................................................. 22 Relational Support ........................................................................................................ 22 Functional Support ........................................................................................................ 22 The Follower ..................................................................................................................... 24 Situational Leadership ...................................................................................................... 26Module 3: Developing a Vision & a Mission ................................................................ 39 Vision ................................................................................................................................ 40 Definition ...................................................................................................................... 40 Purpose .......................................................................................................................... 41 Direction and Destination ............................................................................................. 41

CBP Professional Instructor Guide Introductionii Passion .......................................................................................................................... 41 Values ............................................................................................................................... 42 Guidelines or Standards ................................................................................................ 42 Vision Plan ........................................................................................................................ 45 Mission .............................................................................................................................. 48 Goal ............................................................................................................................... 48 Objectives ..................................................................................................................... 49 Plans .............................................................................................................................. 49 Mission Plan...................................................................................................................... 50 Guidelines For Developing A Mission Plan ................................................................. 50 Communication and Vision .............................................................................................. 56 Developing A Clear Vision ........................................................................................... 56 A Vision Culture ........................................................................................................... 56Module 4: Effective Decision Making ........................................................................... 59 Effective Decision Making ............................................................................................... 60 Establishing Criteria...................................................................................................... 60 Rating Criteria ............................................................................................................... 60 Problem Identification & Analysis ................................................................................... 65 Problem Identification & Analysis ............................................................................... 66 Problem Resolution ........................................................................................................... 69 A look at Problem Resolution ....................................................................................... 69 Problem Resolution ....................................................................................................... 70 Implementation ................................................................................................................. 73Module 5: Team Building for Leaders .......................................................................... 76 Team Building .................................................................................................................. 77 Group Vs. Team ............................................................................................................ 77 Leading a Team of Leaders ........................................................................................... 78 Responsibilities of a Team Leader .................................................................................... 79 Mission, Goals and Objectives ..................................................................................... 79 Team Member Selection Criteria .................................................................................. 79 Communicate Team Member’s Responsibilities .......................................................... 80 Meeting Team Needs .................................................................................................... 80 Motivation ..................................................................................................................... 80 Accountability ............................................................................................................... 80 Team Building Benefits .................................................................................................... 81 Accountability ............................................................................................................... 81 Ownership ..................................................................................................................... 82 Authority ....................................................................................................................... 82 Acceptance .................................................................................................................... 82 Collective Approach To Success And Failure .............................................................. 83 Team Selection.................................................................................................................. 84 The Team Member’s Function ...................................................................................... 84 Capability ...................................................................................................................... 84 Commitment ................................................................................................................. 85

CBP Professional Instructor Guide Introductioniii Identifying Training Needs ........................................................................................... 85 The Benefits Of Diversity ............................................................................................. 85 Size ................................................................................................................................ 86 Team Communication ....................................................................................................... 87 Clearly Interpret Goals .................................................................................................. 87 Motivating Teams ............................................................................................................. 90 Creating A Learning Environment – 4 Basic Needs ..................................................... 91 Relevancy ...................................................................................................................... 91 Autonomy ..................................................................................................................... 92 Security ......................................................................................................................... 92 Belonging ...................................................................................................................... 93 Coaching Teams................................................................................................................ 94 Definition of Coaching ................................................................................................. 94 Developing A Coaching Process .................................................................................. 95 Develop A Coaching Process As A Leader .................................................................. 96 Where And Who Do You Want To Be? ....................................................................... 96 Why is it important? ...................................................................................................... 96 What Action Do You Take To Get There? ................................................................... 97 Are You In Alignment? ................................................................................................ 97 What Changes Need To Be Done To Stay In Alignment? ........................................... 98 Be Supportive................................................................................................................ 98 A Continuous Process ................................................................................................... 98Module 6: Motivation ................................................................................................... 101 Motivation ....................................................................................................................... 102 Motivation Defined ..................................................................................................... 102 Move to Action ........................................................................................................... 102 Desires and Needs ........................................................................................................... 103 Encouraging Performance ............................................................................................... 106 Morale ............................................................................................................................. 108 Improving Morale ........................................................................................................... 110 Create an environment for motivation ........................................................................ 110 Building loyalty in teams ................................................................................................ 112 Loyalty ........................................................................................................................ 112

CBP Professional Instructor Guide Introductioniv The CBP Certification Program The Certified Business Professional Program is an international industry credential that validates and develops the business professional. A typical candidate is a professional who is in pursuit of excellence and is committed to surpassing all standards for the business professional. The CBP program establishes a foundation-level, industry-neutral certification for business professionals enabling employers and the candidate to have a platform to develop the CBP for targeted positions within corporations. The CBP also develops important life-skills that transcend the work environment into many aspects of living. The workshops, lectures, simulations and hands-on sessions provide the training and learning environment to maximize the candidate's potential. The certification examination measures the skills and knowledge earned by the program. The program was developed by industry-wide and cross platform job task analysis, and by consultation with key industry representatives, to ensure the program’s effectiveness and applicability. This ensures that the candidate is exposed to functional business tasks and gains practical exposure to the work environment. Benefits of Certification Almost every job has a core set of technology and business components that requires the professional to develop information technology and business skills. As many professionals pursue their careers in the workplace, there is a need to differentiate between “ordinary employment seekers” and “Certified Business Professionals.” The CBP certification provides this differentiator by certifying that the professional can demonstrate specific skill sets. Candidates who demonstrate technical and business skills with a widely recognized certification are on the path to excellence and professional development.

CBP Professional Instructor Guide Introductionv Certification Testing The CBP certification exams are administered by Thomson Prometric, Inc. through Authorized Testing Centers worldwide. The exams measure technical proficiency and establish a level of core competency required in becoming a CBP. CBP Certification & Paths The following are the CBP certifications that you can attain:

CBP Professional Instructor Guide Introductionvi CBP Professional™ The CBP Professional validates the business professional by providing industry-neutral foundation business skills. These foundation skills are required and used as a measure of competency by major institutions and organizations. The CBP candidate may take one of the following CBP Exams to achieve the CBP Professional Certification, and complete all five (5) certifications to attain the CBP Executive™: Course Exam Number Leadership CBP C10-506 Customer Service CBP C20-507 Sales CBP C30-508 Business Etiquette CBP C40-509 Business Communications CBP C50-510 CBP Master Executive™ The CBP Master Executive program is for candidates who wish to specialize in specific business skills segments such as Sales & Marketing, Project Management, Business Management and Technology. To achieve the CBP Master Executive designation, the candidates must complete the CBP Professional exams and sit one of the following CBP elective certifications. Course Exam Number Project Management CBP E10-706 Business Management CBP E20-707 Sales & Marketing CBP E30-708 Technology CBP E40-709

CBP Professional Instructor Guide Introductionvii About This Course This section provides you with a brief description of the course, audience, suggested prerequisites and course objectives. Description The CBP Professional student manuals cover the following five key segment areas of the CBP Professional program and certification exams: Leadership Series Customer Service Series Sales Series Business Etiquette & Professionalism Series Business Communication Series Audience This course is intended for professionals who are committed to surpassing standards of excellence. Prerequisites This course requires that students meet the following prerequisites: 1. The candidate must have a commitment to the pursuit of excellence. 2. The candidate must have completed or be in the process of completing a high school or secondary school diploma or similar educational standards. Certification Testing This course helps you prepare for the following certification test: CBP C10-506 Arrange to take the certification test for this course within six weeks of acquiring the course materials, as exams are updated regularly in accordance with current versions.

CBP Professional Instructor Guide Introductionviii Course Curriculum The course teaches the core business skills required for the business professional. The following table provides brief descriptions of each section in the CBP curriculum. Certification What Course Topics You Will Learn Course: Business Communication Series Introduction to Business Communication Business Letter Writing Types of Business Writing Business Writing Styles Writing for Special Circumstances Communication Styles Identifying Your Appropriate Communication Style Communicating Effectively Keys to Powerful Presentations Power of Active Listening Conflict Resolution: Approaching Conflicts Constructively Communication Challenges Course: Business Etiquette Series Introduction to Business Etiquette Meeting and Greeting Interactive Scenarios Meeting & Board-room Protocol Principles of Exceptional Work Behavior Entertaining Etiquette Telephone Etiquette Multi-Cultural Challenges Electronic & Internet Etiquette Ethical Issues: Business challenge Handling Sexuality at the Workplace Creating Your Business Style and Professional Image Course: Leadership Series Introduction to Effective Leadership The Characteristics and Skills of Effective Leaders Leadership Styles Developing a Vision & a Mission Effective Decision-making Team Building for Leaders Building Trust in Teams Coaching as a Leader MotivationLeadership Summary

CBP Professional Instructor Guide Introductionix Certification What Course Topics You Will Learn Course: Sales Series  Introduction to Sales  Developing a Positive Attitude  Effective Sales Prospecting  First Contact Success Strategies  Sales Qualification  Presentation Success Strategies  Resolving Objections & Successful Negotiating  Closing the Sale  Developing a Referral Program  Wrap-up & Follow-up  The Use of Technology in Sales Course: Customer Service Series  Introduction to customer service  Customer Service: Communication Skills  Customer Analysis: Knowing your customer  Calming Upset Customers  Telephone Customer Service  Internet Customer Service Skills  Time Management Strategies •Stress Management Strategies

CBP Professional Instructor Guide Introductionx Course Overview Upon completing this course, you will possess the training and skills required to achieve the CBP Professional certification. You will also develop the foundation skills needed to be a successful leader, sales executive, customer service agent, and possess the communication skills required to excel in varying positions within corporations. Agenda This is a 10 day program. Section Day Leadership Series Day 1 Leadership Series Day 2 Business Communication Series Day 3 Business Communication Series Day 4 Business Etiquette & Professionalism Series Day 5 Business Etiquette & Professionalism Series Day 6 Sales Series Day 7 Sales Series Day 8 Customer Service Series Day 9 Customer Service Series Day 10ExercisesThis course provides both written and hands-on exercises to give you realistic experiences performing the tasks taught.

CBP Professional Instructor Guide Introductionxi Working Together Get to know your classmates by sharing some information about yourself and your expectations for the CBP Professional course. Introduction Name Work experience Share about yourself Share your educational background Expectations of the course cbp

CBP Professional Instructor Guide Introductionxii Facilities Class HoursBusiness HoursPhonesMessagesRest RoomsParkingSmokingRecyclingMealsImportant information Getting to know your environment.

All Rights Reserved, Copyright© International Business Training Association INSTRUCTOR G U I D ECourse: CBP Leadership O F F I C I A L C U R R I C U LU MExam C10-506 Leadership

CBP Professional Instructor Guide Leadership Series 1 All Rights Reserved, Copyright© International Business Training Association CBP Leadership In this section, you develop the knowledge and skills that make an effective leader.Section Topics Upon completion of the section, you will gain knowledge of the following leadership topics: 1. Introduction to Effective Leadership 2. Leadership Styles 3. Developing a Vision & a Mission 4. Effective Decision Making 5. Team Building for Leaders 6. Coaching as a Leader 7. Motivation 8. Leadership Summary NOTE: This CBP Leadership course provides students with the necessary training to become effective leaders. The course is a combination of lectures and hands-on. Inform students that in order for the course to be effective and successful, student participation will be required. Student participation is one of the hallmarks of the CBP Certification program.

CBP Professional Instructor Guide Introduction to Effective Leadership 2 All Rights Reserved, Copyright© International Business Training Association Module 1: Introduction to Effective Leadership ObjectivesUpon completion of this module, you will be able to do the following: 1. Describe what leadership is. 2. Discuss the characteristics and skills of effective leaders. 3. Understand the responsibilities of an effective leader. 4. Understand what creates leadership potential. 5. Explain the basic needs of a leader. 6. Understanding the difference between leadership and management. Introduction Leaders are in demand in every aspect of our businesses and societies. Effective leadership is developed by a thorough understanding of the competencies of leaders. This module will introduce you to the requirements of leaders and assist you in developing the skills and characteristics needed for effective leadership.

CBP Professional Instructor Guide Introduction to Effective Leadership 3 All Rights Reserved, Copyright© International Business Training Association Leadership Defined Leading can be defined as guiding a direction from in front for someone to follow the way. Leadership is the process whereby an individual influences another individual or group of individuals towards achieving a goal or goals.Leadership requires developing a set of qualities that causes a person to follow.This clearly demonstrates that two parties are involved in the leadership process: the leader and the follower. The Definition Of A Leader The individual who is responsible for leading followers towards accomplishing a shared vision. The Definition Of A Follower The individual who subscribes to the directions and guidance of a leader. Leaders inspire and motivate their followers and are committed to empowering their followers to also become effective leaders. Leadership Defined Objective 1: Describe leadership Leader Follower Slide Objective To list the two parties involved in the leadership process. Lead-in How would you describe leadership?

CBP Professional Instructor Guide Introduction to Effective Leadership 4 All Rights Reserved, Copyright© International Business Training Association Effective Leadership Objective 2: Discuss the characteristics and skills of effective leaders Characteristics Skills Effective Leadership Characteristics – Features that Distinguish Effective Leaders JUSTICE A desire to do right and be impartial in judgments JUDGMENT The ability to weigh facts, solutions, and alternatives DECISIVENESS Ability to make prompt decisions INTEGRITY Truthfulness and honesty DEPENDABILITY Certainty of proper performance TACT The ability to use discretion when dealing with others INITIATIVE Taking action in the absence of orders ENDURANCE Mental and physical stamina UNSELFISHNESS Placing others ahead of self COURAGE Calmness and firmness in the face of difficulty KNOWLEDGE Know your job, your people, and yourself LOYALTY Faithfulness to your team and organization ENTHUSIASM Displaying sincere interest and zeal Slide Objective To highlight the important elements of leadership Lead-in Every leader has developed a set of skills and characteristics that make them effective. Explain the difference between skills and characteristics. Ask students if both are needed.

CBP Professional Instructor Guide Introduction to Effective Leadership 5 All Rights Reserved, Copyright© International Business Training Association Skills – Developed Talents Or Abilities Risk taking Coaching Team building Facilitating Decision making Communicating Planning Flexibility

CBP Professional Instructor Guide Introduction to Effective Leadership 6 All Rights Reserved, Copyright© International Business Training Association List two additional characteristics of leaders. List two additional skills of leaders. Delivery Tip Discuss with the students what other skills and characteristics they thought were necessary for effective leaders. Ensure that the discussion does not take too much time.

CBP Professional Instructor Guide Introduction to Effective Leadership 7 All Rights Reserved, Copyright© International Business Training Association Responsibilities of a Leader Objective 3: Understand the requirements of an effective leader Develop a vision Develop a mission and goals Work towards achieving goals & objectives Build a cohesive team Identify and meet team needs Measure team performance Hold team member accountable Motivate team members Responsibilities of a Leader Developing a Vision Leaders know clearly where they want to be. This requires developing a vision and identifying major goals. (Covered in Module 3 – Developing a Vision & a Mission.) Developing a Mission and Goals Once the vision has been set and you know where you are going, the next question is, “How do you get there?” The mission is used to determine what goals are required to achieve the vision. (Covered in Module 3 – Developing a Vision & a Mission.) Working Towards Achieving Goals and Objectives Leaders are required to be goal-oriented and are always working towards accomplishing specific goals that make the vision a reality. (Covered in Module 3 – Developing a Vision & a Mission.) Slide Objective To list the responsibilities of a leader Lead-in Let us take a look at some of the key responsibilities of a leader. Delivery Tip Briefly highlight each responsibility. However, do not spend too much time here. Remind students that the specific responsibilities are covered in-depth in later chapters.

CBP Professional Instructor Guide Introduction to Effective Leadership 8 All Rights Reserved, Copyright© International Business Training Association Building A Cohesive Team Team building is a requirement for all leaders because teams convert goals or ideas into reality. Leadership goals are distributed among teams who are charged with the responsibilities of successful completion. (Covered in Module 5 – Team Building for Leaders.) Identifying And Meeting Team Needs In order for a team to function effectively, its needs must be met. Whether physical, social or budgetary, the leader identifies needs by constant interaction with team members and then does his or her best to meet the needs. (Covered in Module 5 – Team Building for Leaders.) Measuring Team Performance In order for goals to be accomplished, every team member must do his or her part. Some team members excel, while others may not perform well. Leaders must clearly set expectations and measure team members’ performance. (Covered in Module 5 – Team Building for Leaders.) Holding Team Members Accountable Leaders must hold teams and team members accountable for not fulfilling their responsibilities. Additionally, leaders must recognize and reward team members who demonstrated exceptional performance. (Covered in Module 5 – Team Building for Leaders.) Motivating Team Members Effective leaders are successful at keeping their team members motivated. It is the responsibility of every leader to build a climate of motivation. (Covered in Module 6 –Motivation.) Leaders, who clearly understand and perform their responsibilities, will successfully inspire and motivate followers to accomplish goals.

CBP Professional Instructor Guide Introduction to Effective Leadership 9 All Rights Reserved, Copyright© International Business Training Association Leadership Potential Objective 4: Understand what creates leadership potential Everyone can be a leader Circumstances make and shape leaders Leaders embrace responsibility Leadership Potential Everyone Can Be A Leader Many people are born with the natural traits and giftings that make a good leader. However, there are many examples of individuals from diverse backgrounds who have emerged as great world leaders. This displays that leadership is a process that can be facilitated with the appropriate training, commitment, and experience. Circumstances make and Shape Leaders Many great leaders probably never thought that they could lead, but situations or circumstances transformed them into effective leaders. Martin Luther King faced many obstacles, and many times he wanted to quit, but once he internalized his dream, it kept him moving forward and brought out the great leader in him. Everyone has a great leader in them that is waiting for the right circumstances and situations to step out and lead. Leaders Embrace Responsibility Every leader has accepted the responsibility of leadership. Some leaders are appointed, while others are elected or emerge through circumstance, but one thing is common to all effective leaders they embrace the responsibilities and challenges of accomplishing a goal. Slide Objective To highlight what makes a person a leader Lead-in Let us take a look at some contributors to the creation of a leader. Delivery Tip Briefly highlight each contributor to leadership qualities. However, do not spend too much time here. Remind students that specific developed leadership skills are covered in-depth in later chapters.

CBP Professional Instructor Guide Introduction to Effective Leadership 10 All Rights Reserved, Copyright© International Business Training Association What do you think brings out leadership potential? Summarize the results of your discussion in point form. Delivery Tip It is important for students to record or summarize the key findings in the discussion. At this point, ask students to outline the discussion summary for the class. For example: In this discussion, we discovered three additional factors that bring out leadership potential. The three points are…

CBP Professional Instructor Guide Introduction to Effective Leadership 11 All Rights Reserved, Copyright© International Business Training Association What Do You Need to be an Effective Leader? Objective 5: Explain the basic needs of leaders Clear goals Training Followers What Do You Need to be an Effective Leader? Clear Goals To become an effective leader, you must have a clear goal to accomplish. The goal is something you believe in and feel passionate about. Whether it is parents leading their children or an executive leading a company, clear goals are required to begin the leadership process. Training All leaders require some form of training to become more effective. Many effective parents have researched, attended courses, and interacted with other parents to develop the important skills of leading a family. Training really means some form of assistance by someone or from some resource. True leaders are not afraid of being effective followers; many great leaders have gone through a period of mentoring with other leaders, before they themselves emerged as effective leaders. Followers Leadership requires two parties: leaders and followers. Followers create leadership opportunities. Followers are created by circumstance, situation, and sometimes by position. Having a senior position does not necessarily imply that your subordinates will become engaged followers. True followers believe in the vision of a leader and that the leader is capable of leading a team to accomplish the vision. Slide Objective To list the three (3) main needs or requirements for leadership to take place Lead-in Leadership begins with having something to accomplish or having clear goals. Delivery Tip Explain that all leaders need some form of training to be effective. True leaders are not afraid of being followers or learning new strategies to improve their leadership.

CBP Professional Instructor Guide Introduction to Effective Leadership 12 All Rights Reserved, Copyright© International Business Training Association With clear goals, the right training and willing followers, you are well on your way to becoming an effective leader. You will encounter many leadership opportunities through life’s challenges and in the workplace. This course will equip you with a framework and the skills to make your mark as a leader.

CBP Professional Instructor Guide Introduction to Effective Leadership 13 All Rights Reserved, Copyright© International Business Training Association Leadership vs. Management Objective 6: Understanding the difference between leadership and management Leaders manage Not all managers lead Resources are managed Leadership vs. Management Leaders Manage All effective leaders have developed good management practices. As such, good management and effective leadership are essential to successfully accomplishing your goals. However, the differences between the two must be noted. Management Leadership Management is focused on controlling resources Leadership is focused on empowering people Management is focused on structure Leadership is focused on people Management manages people as employees Leaders see people as part of a team Not all managers lead All effective leaders manage Managers are focused on accomplishing a specific task Leaders are focused on accomplishing a vision Managers have a short range perspective Leaders have a long range perspective Managers plan, organize, direct, and controlLeaders inspire, motivate, and unleash team energy Slide Objective To differentiate between leadership and management Lead-in Many people think that leadership and management are the same thing. However… Delivery Tip Explain that leadership does not replace management. In fact, all leaders should possess good management practices.

CBP Professional Instructor Guide Introduction to Effective Leadership 14 All Rights Reserved, Copyright© International Business Training Association Companies can have unlimited capital and the appropriate infrastructure, but in most cases, it is the talent of the company that makes things happen. Treating employees as resources to be controlled stifles creativity and affects overall performance. Leaders, on the other hand, see employees as part of a team and know that success can only be accomplished when every team member is motivated, empowered and willing to embrace their responsibilities. Companies that embrace leadership unlock their potential and experience innumerable benefits.

CBP Professional Instructor Guide Introduction to Effective Leadership 15 All Rights Reserved, Copyright© International Business Training Association What do you think are some other differences between managers and leaders? Do you think all managers lead? Do you think all leaders manage? Delivery Tip Ensure that students document their conclusions for future use. Try to encourage as much class participation as possible. Ask students to share on their experiences, if possible. You may ask, “If someone was motiveless, would they need to be managed or led?”

CBP Professional Instructor Guide Introduction to Effective Leadership 16 All Rights Reserved, Copyright© International Business Training Association MIX & MATCH Match the following characteristics with the appropriate description. A. COURAGE 1.A desire to do right and be impartial in judgments B. DECISIVENESS 2.The ability to weigh facts, solutions, and alternatives C. DEPENDABILITY 3.Ability to make prompt decisions D. ENDURANCE 4.Truthfulness and honesty E. ENTHUSIASM 5.Certainty of proper performance F. INITIATIVE 6.The ability to use discretion when dealing with others G. INTEGRITY 7.Taking action in the absence of orders H. JUDGEMENT 8.Mental and physical stamina I.JUSTICE 9.Placing others ahead of self J.KNOWLEDGE 10. Calmness and firmness in the face of difficulty K. LOYALTY 11. Understanding and awareness of your job, your people, and yourself L. TACT 12. Faithfulness to your team and organization M. UNSELFISHNESS 13. Displaying sincere interest and zeal Place correct matches (letters with matching numbers) here. Note Give students ten (10) minutes to complete the exercise.

CBP Professional Instructor Guide Introduction to Effective Leadership 17 All Rights Reserved, Copyright© International Business Training Association Summary Leadership is the process whereby an individual influences followers to achieve goals. Leadership requires a set of skills and characteristics to be effective, such as decision making and endurance respectively. Leaders must develop a vision, mission, and focus to build and motivate teams. Everyone has leadership potential that is realized as a result of circumstances and embracing responsibility. The leadership process requires a clear goal, adequate training, and followers to begin. Leaders are people-oriented and vision-oriented, whereas managers tend to be resource-oriented. Tips Summarize the module by signposting the main points listed on this page. Reinforce module objectives by reviewing main points. Be careful not to introduce any new points not already covered in the module. If students ask any questions at this stage, ask them kindly to wait until the summary is complete.

CBP Professional Instructor Guide Introduction to Effective Leadership 18 All Rights Reserved, Copyright© International Business Training Association Notes

CBP Professional Instructor Guide Choosing the Appropriate Leadership Style 19 All Rights Reserved, Copyright© International Business Training Association Module 2: Choosing the Appropriate Leadership Style Objectives Upon completion of this module you will be able to do the following. 1. Discuss the transitionary nature of leadership. 2. Identify and explain leadership classes and styles. 3. Classify and explain various types of followers. 4. Describe the Situational Leadership theory. 5. Demonstrate an understanding of Situational Leadership by choosing the best leadership style given varying leadership scenarios. Introduction Leaders must be adaptive and dynamic in order to accomplish their goals. Leaders find themselves in varying situations leading a diverse team of followers. This requires leaders to adapt their leadership style to meet the changing conditions they face. This module will cover the various CBP leadership styles and give guidelines for choosing an appropriate style for a given scenario. Additionally, this module will lay a foundation for understanding the benefits of situational leadership. Objective Focus The objectives in this module concentrate on understanding the different styles of leadership that can be used in different scenarios. Carefully read and highlight each objective. Remind students that at the end of the module, they would have accomplished the objectives. Delivery Tip Explain that leadership must not be static, but dynamic. This module will develop the dynamic nature of leadership.

CBP Professional Instructor GuideChoosing the Appropriate Leadership Style 20 All Rights Reserved, Copyright© International Business Training Association The Transitionary Nature of Leadership Objective 1: Discuss the nature of leadership What happens next Situations may change The Transitionary Nature of Leadership Today, organizations are forced to reinvent themselves to stay competitive in an ever changing global landscape. To successfully lead corporations, leaders must reinvent themselves or new leaders may be needed for new challenges. A particular leader may be able to successfully grow and expand an organization; however, once this goal is achieved, he or she may be unsuccessful in capitalizing on this growth and expansion. As such, either this leader internalizes the need for change or the leadership must change for the company to continue to prosper. Great leaders have developed the skill of knowing when to change and, sometimes, even remove themselves from a position, in the best interest of their organization or cause. To succeed in changing times, with current challenges and economic conditions, a transient approach must be taken to leadership. As leaders, we must be willing and committed to change. The following are examples of two factors that require a transitionary approach to leadership. What Happens Next When the Major Goals Are Accomplished? Leaders are focused on accomplishing a specific goal or set of goals. Once these goals are achieved, the leader now requires new goals or a new vision. The leader must answer the question, “What comes next?”Slide Objective Introduce the transitionary nature of leadership by using two examples. Lead-in Almost everything changes, and that includes leadership. Delivery Tip Explain that every effective leader develops a succession plan. The very fact that we can die demonstrates one of the reasons we are considered leaders in transition.

CBP Professional Instructor GuideChoosing the Appropriate Leadership Style 21 All Rights Reserved, Copyright© International Business Training Association Situations May Change Leaders must address issues such as changing times, technology and culture. Great leaders understand that their leadership may be temporary and always prepare for future leaders. The challenge that resulted in today’s revolution may be embraced as tomorrow’s solution.

CBP Professional Instructor GuideChoosing the Appropriate Leadership Style 22 All Rights Reserved, Copyright© International Business Training Association Leadership Styles Objective 2: Identify and explain leadership classes and styles Classes  Relational - people oriented  Functional - task oriented Styles  Directing - High Functional, Low Relational  Selling - High Functional, High Relational  Participating - Low Functional, High Relational  Delegating - Low Functional, Low Relational Leadership Styles Every leader has a preferred leadership style. However, different situations demand an adaptation of the preferred leadership style to effectively lead. Leaders are required to provide both relational and functional support to teams. As such, leadership styles are considered to be classified as functional and/or relational. Relational Support Relational support is more people-oriented and refers to leaders’ involvement with a team to provide psychological support, encouragement, and facilitation. Functional Support Functional support is more task-oriented and refers to the leaders’ involvement at a functional level to accomplish a specified task. Slide Objective To demonstrate that leadership styles can have two classes Lead-in As leaders, we lead different types of followers. Hence, to be effective, we must use different styles of leadership. Delivery Tip Explain the distinctions between leadership classes and styles.

CBP Professional Instructor GuideChoosing the Appropriate Leadership Style 23 All Rights Reserved, Copyright© International Business Training Association The following are examples of leadership styles and their classification: Directing – High Functional, Low Relational Leaders determine the course of action by providing clear instruction. Additionally, the leader supervises the work to ensure completion. Selling - High Functional, High Relational The leader determines the course of action and then sells the decision by giving clear explanations and reasoning for the decision, thereby persuading followers towards his decision. Participating – Low Functional, High Relational The leader acts as a facilitator by providing encouragement and support to develop team members’ confidence in their abilities. Additionally, the leader may give functional support and advice, but like a facilitator, does not play a great role in actively performing the task. Delegating – Low Functional, Low Relational The leader does not directly assume responsibility for task implementation, but chooses or delegates a team member, or group of team members, to accomplish the task. Now that we have an understanding of the two classes of leadership and the different leadership styles, let us take a closer look at who we are leading - the follower. Delivery Tip Explain that styles vary in their level of functional and relational support.

CBP Professional Instructor GuideChoosing the Appropriate Leadership Style 24 All Rights Reserved, Copyright© International Business Training Association The Follower Followers are individuals who subscribe to the directions and guidance of a leader. Followers can be classified based on the following categories: capability and motivation. Capability refers to the follower’s ability to perform a given task. Motivation refers to the follower’s commitment or willingness to see a task through to completion. Committed Novice – Low Capability, High Motivation This follower does not have the knowledge, experience, or ability to perform the relevant task without the leader’s functional assistance. However, the follower has the motivation and willingness to see the task through to completion. Uncommitted Expert – High Capability, Low Motivation This follower has the knowledge, experience, and ability to perform the relevant task without the leader’s functional assistance, however lacks the motivation or willingness to see the task through to completion. The Follower Objective 3: Classify and explain the various types of followers Committed Novice - Low Capability, High Motivation Uncommitted Expert - High Capability, Low Motivation Committed Expert - High Capability, High Motivation Uncommitted Novice - Low Capability, Low Motivation Slide Objective To highlight the different classes and types of followers Lead-in Just like we have different classes and styles of leadership, we have different classes and types of followers. Delivery Tip Explain that each type of follower varies in his or her level of capability and/or motivation.

CBP Professional Instructor GuideChoosing the Appropriate Leadership Style 25 All Rights Reserved, Copyright© International Business Training Association Committed Expert – High Capability, High Motivation This follower has the knowledge, experience, and ability to perform the relevant task without the leader’s functional assistance. Additionally, the follower has the motivation or willingness to see the task through to completion. Uncommitted Novice – Low Capability, Low Motivation This follower does not have the knowledge, experience, or ability to perform the relevant task without the leader’s functional assistance, and lacks the motivation or willingness to see the task through to completion.

CBP Professional Instructor GuideChoosing the Appropriate Leadership Style 26 All Rights Reserved, Copyright© International Business Training Association Situational Leadership Objective 4: Describe the Situational Leadership theory Human Resource leadership Structure Leaders Symbolic Leaders Political Leaders Situational Leadership Diverse leadership challenges require different responses. Additionally, every team is made up of different followers, each with his/her own capabilities and motivation. As such, leaders must carefully choose a style of leadership that will influence a particular situation and follower. Situational leadership requires the leader to be flexible and dynamic, and use varying leadership styles for a given challenge. Every day situations become the catalyst for empowering leaders; many individuals, when faced with difficult situations, respond in unique and creative ways and chart new paths to leadership. It can be said that anyone who does not see himself or herself as a leader is waiting for the right situation to draw out the set of qualities which makes great leaders. The following are examples of some common leadership roles in response to challenges: Human resource leaders focus on people development. These leaders believe that empowering people is the main goal of management and that an organization’s success is dependent upon the company’s effectiveness in integrating their human resources. These leaders are more effective in people-oriented leadership. Structural leaders focus on leading organizations in developing clear structure and management systems. These leaders believe in a more systematic approach to leadership, by using analysis of information and logical approaches to address challenges. These leaders are more effective in task-oriented leadership.Slide Objective To introduce Situational Leadership Lead-in Different scenarios require using different approaches to leadership. Delivery Tip Ask students to give real life examples of people who would represent the different types of situational leaders.

CBP Professional Instructor GuideChoosing the Appropriate Leadership Style 27 All Rights Reserved, Copyright© International Business Training Association Symbolic leaders focus on inspiration and lead teams by charisma and motivation. These leaders are very effective in achieving the commitment and dedication of their followers. These leaders are more effective in people-oriented leadership. Political leaders focus on building alliances, coalitions and their support base. They are very concerned about the image that they portray to their followers. These leaders sometimes lead people and are led by the people. They operate in the realm of conflict and varying interest, and face continuous challenges that require all the skills of an effective leader. These leaders are effective both as people-oriented and task-oriented leadership, but have a greater emphasis on leading people. For an organization to be successful, it requires a combination of the varying leadership styles to address challenges.

CBP Professional Instructor GuideChoosing the Appropriate Leadership Style 28 All Rights Reserved, Copyright© International Business Training Association The above diagram demonstrates a situational leadership model where the leader uses the appropriate leadership style to lead various types of followers. The diagram also demonstrates the need for leaders to be dynamic and flexible, and not hold to one particular style of leadership. Note: Hersey and Blanchard are modern inventors of the situational leadership model. Delivery Tip Carefully review the chart. Explain to students how to use the chart when leading different types of followers.

CBP Professional Instructor GuideChoosing the Appropriate Leadership Style 29 All Rights Reserved, Copyright© International Business Training Association Discuss the above situational leadership model. Document the results of your discussion. If you were the captain of a soccer team, and all your teammates were new to soccer, but were dedicated to the team, what leadership style would you use to lead them, and why? If you hired a sales executive whose résumé showed that the executive has a proven track record of success and a history of seeing projects to completion, what leadership style would you choose, and why? Delivery Tips Document the conclusions of the discussion. Have students explain their answers. The answers should be a directing leadership style. Have students explain their answers. The answers should be a delegating leadership style.

CBP Professional Instructor GuideChoosing the Appropriate Leadership Style 30 All Rights Reserved, Copyright© International Business Training Association Company Profile: PureRiver, Inc Executive Briefing Introduction PureRiver Inc. is a European company established to produce a unique water filtration technology which is applicable to various markets and industries. Our major product is a filtration unit that can connect to any household or commercial water supply using a universal adaptor. Sales of this product in Spain already exceed 5000 units ordered by hardware suppliers in the past 3 months. This briefing concerns the introduction of that product into the US market. Competitive Analysis The strategic competitive advantages of PureRiver Inc. are its quality and the product's cost advantages when used over extended periods of time. PureRiver's universal adaptor can connect to any piping structure due to the flexibility of the hosing material. This simple design has been well received at the International Home Builders conference in Las Vegas. PureRiver Inc. also has several patents pending on their unique design. Management TeamPureRiver Inc.'s management team of Stephen Truelene, Susan McClaire and Bruce Jones represent a strong blend of complementary skills and business experience. Stephen possesses a Masters in Business Administration; Bruce has a Bachelor of Science to his credit. Stephen, the CEO, launched his first business at age 26 and has since started a long list of successful entrepreneurial ventures in Spain. Susan, the CFO, has substantial start-up and corporate business experience internationally. Bruce, the Vice President of Sales & Business Development, has many years experience in his family run business; however has no formal sales training. North American Expansion PureRiver has signed a licensed agreement with a major pool filter distributor, PoolsEveryWhere to achieve penetration of the North American market via an aggressive distribution model. PoolsEveryWhere is well known for filtration products that service the swimming pool market; however, they have little experience marketing to the broader household market. Financial ProjectionsNorth American income is expected to begin in 2005, growing to $9 million in 2007, based on conservative assumptions regarding market penetration and industry growth assumptions. Net Profit after tax is projected to grow to $3.8 million in 2007. Tip Have students work together in pairs to complete this exercise. Give students fifteen (15) minutes to complete the exercise. Explain to the students that the case study identifies the importance of understanding Situational Leadership.

CBP Professional Instructor GuideChoosing the Appropriate Leadership Style 31 All Rights Reserved, Copyright© International Business Training Association PureRiver Challenges Leadership Challenge 1: The North American penetration is not going well, with few product sales, although PureRiver has partnered with a major pool distributor. Further investigation has shown that the sales strategies are inadequate and are becoming a critical issue. Bruce, the Vice President of Sales, has demonstrated his commitment to the organization in past projects, but appears to lack the training and experience to effectively run the sales division. Leadership Challenge 2: Stephen, the CEO, has suggested that introducing another North American distributor would be beneficial to increase sales. However, most of the Board of Directors and senior management are of the opinion that such a move would be unadvisable at this moment, as it may offend PoolsEveryWhere. However, the CEO is firmly convinced that this is the direction that PureRiver should take because North American sales is poor and he is determined to get the rest of his team onboard with this bold move. Leadership Challenge 3: The North American expansion is affecting the overall cash flow of PureRiver, and, as such, Susan, the CFO, is considering changes to the revenue collection and credit system to ensure that the company can finance the expansion efforts. Susan has her hands full with other projects; however, Simon Peterson, the new Vice President of Finance, is very experienced and is eagerly looking to make an impact on the company. The restructuring of the collection system must be done. Leadership Challenge 4: The production staff has downed tools and their supervisor is now saying that they will not work until management addresses all their concerns, especially the 100% pay increase that they are demanding and believe is only reasonable. Cash flow is presently low, and expansion efforts are placing more demands on the production department as more filtration units are required for the North American Market.

CBP Professional Instructor GuideChoosing the Appropriate Leadership Style 32 All Rights Reserved, Copyright© International Business Training Association Answer the following questions, by choosing the most appropriate answer. Question 1 Susan has assigned the restructuring of the collections and credit system to Simon. What style of leadership should Susan use to ensure the restructuring is successful? Choose the best answer. A. Participating B. Restructure C. Directing D. Selling E. Delegating Question 2 Stephen is aware that the filtration unit sales must turn around for PureRiver to stay in business. Stephen must ensure that the company’s sales targets are met. Which of the following categories of followers can be applied to Bruce? Choose the best answer. A. Committed Expert B. Uncommitted Expert C. Committed Novice D. Uncommitted Novice E. None of the above Tip The answer is E Tip The answer is C