Leading a team in practice is a challenging component of any veterinary professional's role. Managing people, and processes, requires dedication, self awareness and a commitment to the business. CCG recognises that all great leaders still need coaching from time to time. That's why we've created a stable of contemporary, industry specific leadership topics for you.
Leadership Intelligence is a program combining six modules of learning which also include an Implementation Guide full of activities and tips to engage excellent leadership.
Course access instructions are available from the 'Instructions' tab in the top menu and also supplied in the purchase confirmation email.
- Who should undertake this course? Veterinarians; Practice Managers; Supervisors
- Nominal course duration: 18 hours
- Enrollment duration: 12 months
(Access period begins upon successful redemption of an Access Token)
- Downloadable course notes for each module
- Lessons and activities
- Self assessments
- Certificate of Achievement
- 5 x bonus ProSkill Videocast presentations
Continuing Education Points
Australia: The National Industry Advisory Group for Veterinary Nursing has allocated 18 CPD points to this continuing education activity.
Australia: This course is eligible for 8.5 AVA Vet Ed points.
1. An Introduction to Leadership
The desirable qualities of a leader have been debated for centuries. Conventional theories suggest that the key criteria centre on the physical, personal and behavioural traits, and how one applies them in specific situations (Basadur 2004). Despite the plethora of descriptions of leadership, there is no one universal definition and nobody who alone represents all that a true leader should be. Rather, this module is designed as a launching point for participants to develop their own understanding of leadership that will continue to evolve throughout their careers.
2. Leadership Intelligence
Key attributes within any natural born leader include such distinctiveness as values, character, motives, habits, traits, competencies, style, behaviour and skills. Leadership styles and qualities will differ and will be essentially influenced by the core of the personality of the leader. The important mark here however, is that leaders must be role models for others, outwardly displaying high standards of professional and ethical behaviour. Such aspects must be learned as they do not come naturally to all leaders. They must be constantly developed and enhanced. This module is designed with a focus on self-awareness. In order to improve we must know where we are in the here and now.
3. Leadership Communication
Effective leaders must use flexible communication and behaviour techniques to build relationships with their teams. At the heart of leadership are the abilities to use sensory acuity and communicate effectively. Good leaders facilitate conversations with their team as well as share strategies, policies, objectives and other organisational information. Communication is transactional. It involves both a sender and receiver and is heavily saturated with relational aspects such as empathy and validation. Conflict can be the result of communication breakdowns. Factors include differing frames of reference, time constraints and communication overload.
4. Workplace Coaching and Talent Management
Talent management is defined as the suite of related human resource processes which are designed to develop, motivate and create quality team members. Ultimately, talent management is about designing a high-performing team, one that makes a significant contribution to the profitability and positive culture in the business. In order to understand talent management we must first understand the role of teams.
5. Workplace Conflict and Dispute Resolution
Supervisors spend more than 25% of their time on conflict management, and managers spend more than 18% of their time on relational employee conflicts. This has doubled since the 1980s. Reasons for this include the growing complexity of organisations, use of teams and group decision-making. In interpersonal relations conflict is as natural as breathing. Conflict can happen for many reasons and present in many ways. It is actually avoiding the management of conflict that creates the chaos and confusion in workplaces. Most often, ignoring conflict ultimately leads to low morale and dysfunctional behaviour.
6. Workplace Change Management
New technology, new systems, business mergers and the effect of world-trading means workplace change is a facet of each team members' work life. Organisations that want to thrive and survive are innovative; therefore effective change management is an absolute must have skill that is required across all organisations. Engaging the commitment of your team members' to change is the biggest challenge facing every leader. Additionally, managers, leaders and supervisors need to understand their own feelings about change. Leaders are often "agents of change" and without careful attention to their own beliefs and values, change management systems can fail.
We Also Recommend