Leadership for HR Managers Training Course

Participants can identify leadership patterns and adapt their approach to the needs of others.

• Emotional intelligence domains: self-awareness, self-management, social awareness, relationship management
• SCARF model triggers affecting status, certainty, autonomy, relatedness and fairness
• Situational Leadership II: matching style to competence and commitment
• Recognising stress responses during conflict, ambiguity and difficult employee decisions
• Johari Window feedback principles for reducing blind spots responsibly
• Creating behavioural commitments from recurring leadership strengths and derailers

Participants can connect people priorities to organisational strategy, risks and operating performance.

• Translating business strategy into workforce capability, capacity and culture requirements
• Workforce planning questions: demand, supply, gaps, scenarios and interventions
• Balanced Scorecard measures linking people activity to organisational performance
• Using HR metrics without mistaking correlation for management causation
• Framing people risks for executive decision-making and board-level oversight
• Prioritising HR interventions through impact, urgency, feasibility and ownership

Participants can build influence strategies for stakeholders with competing interests and priorities.

• Stakeholder mapping by power, interest, position and relationship strength
• Influence without authority through credibility, reciprocity, coalition-building and evidence
• Preparing executive messages using context, recommendation, rationale and requested decision
• Diagnosing stakeholder resistance: interests, fears, incentives and information gaps
• RACI matrices clarifying decision rights during sensitive people initiatives
• Contracting expectations with line managers before providing HR advice

Participants can use structured coaching to improve manager judgement, ownership and performance.

• GROW model questions for goal-setting, reality testing, options and commitment
• Active listening techniques: paraphrasing, summarising, probing and purposeful silence
• Separating coaching, mentoring, instruction, counselling and formal case management
• Contracting confidentiality, accountability, boundaries and follow-up in coaching relationships
• Challenging assumptions without taking ownership of the manager's problem
• Documenting agreed actions, evidence measures and review dates after coaching

Participants can prepare and conduct clear, fair and constructive leadership conversations.

• SBI feedback model: situation, behaviour and observable impact
• Feedforward questions that shift attention from blame toward future action
• Preparing difficult conversations with facts, purpose, boundaries and desired outcomes
• Addressing defensiveness through acknowledgement, curiosity and evidence-based clarification
• DESC script for assertive requests, boundaries and consequences
• Closing conversations with agreed actions, support, documentation and review points

Participants can select appropriate conflict responses and guide fair resolution processes.

• Thomas-Kilmann modes: competing, collaborating, compromising, avoiding and accommodating
• Assessing conflict severity, relationship stakes, policy risks and escalation thresholds
• Interest-based negotiation separating positions, interests, options and objective criteria
• Mediation stages: opening, issue definition, exploration, option generation and agreement
• Maintaining procedural fairness during grievance, conduct and performance discussions
• Recognising when formal investigation, legal advice or senior escalation is required

Participants can plan leadership communication and engagement for people-related change.

• Kotter's eight steps applied to workforce and culture change
• Change impact assessment across roles, processes, skills, systems and behaviours
• Stakeholder segmentation for leaders, managers, employees, representatives and customers
• Message architecture: case for change, implications, support and next actions
• Managing resistance through listening channels, manager briefings and visible decisions
• Change readiness indicators: understanding, commitment, capability and reinforcement

Participants can make defensible HR decisions that protect trust, fairness and accountability.

• Ethical decision screen: legality, fairness, consequences, transparency and consistency
• Confidentiality boundaries when handling employee data, allegations and manager concerns
• Psychological safety behaviours: invitation, acknowledgement, inquiry and response
• Speaking up protocols for discrimination, harassment, retaliation and policy breaches
• Bias interruption techniques during recruitment, performance assessment and succession discussions
• Documenting rationale for sensitive decisions, exceptions and escalation routes

Participants can convert course methods into a measurable plan for leadership improvement.

• Reviewing leadership priorities against current role, stakeholders and organisational objectives
• Selecting one influence challenge requiring structured stakeholder engagement
• Setting SMART leadership goals with behavioural and outcome measures
• Creating a 90-day action plan with milestones, support and review dates
• Identifying feedback sources for monitoring leadership behaviour and credibility
• Establishing accountability conversations with manager, peer or professional mentor