When you’re navigating your way through an ocean full of icebergs, it’s important to be aware of not only what you can see above the water, but what lay beneath the surface. Underestimating icebergs can have major consequences for your ship.
This analogy holds true in leadership.
Whether we are managers, part of a leadership team or simply want to positively influence others, it is important to know that the behaviours we experience from everyone we encounter are supported by beliefs and feelings that reside beneath their exterior, out of sight. This can work both in our favour and against us. We have people whose behaviours are supported by either productive or unproductive thoughts or feelings or people whose behaviours.
What makes leadership tricky is this isn’t an either/or situation. We will have people who have positive thoughts holding up their iceberg in some scenarios but negative thoughts in others. Just as underestimating an iceberg can be the undoing of your ship, underestimating what lay beneath the surface of people’s behaviours can be the undoing of your change, team cohesion, engagement, psychological safety or success.
The good news is that as leaders, we can help influence what is supporting others’ icebergs.
What will I learn?
Over decades people have sort to understand human behaviour in many and varied ways. All evidence has pointed to the fact that we as human have needs that need to be met. In this course you will explore six of these different theories based on human behaviour and the needs of people. By putting these tools in your toolbox you will be able to:
This course is for you if…
- You are in a leadership role and are not getting through to your team.
- You are a pharmacist with management aspirations or are wanting to be involved in leading a pharmacy or a workforce
- You are tired of change not sticking
- You can’t mind the missing piece of the puzzle when it comes to creating engagement within your team
- You are an owner wanting to ensure that you are fostering a workplace environment that is built to meet people’s needs
- You believe that the answer for both individual and team success is treating people as whole people
- Identify what behaviours and attitudes may appear as people move through the phases of the change curve
- Identify unmet needs influencing performance using Maslow’s Hierarchy of Needs
- Describe the difference between hygiene and motivating factors
- Identify staff who may be under-aroused, over-aroused or optimally aroused using the concept of the Invert-U theory
- Explain the four stages of competence
- Identify behaviours that contribute to threat and reward states using the SCARF model
- The 2016 Competency Standards addressed by this activity include: 4.1.2, 4.1.3, 4.3.3, 4.6.3, 4.6.4, 4.6.5
- If completed in its entirety, this course is worthy of 3 CPD Credits
- Please note this course is yet to be certified.