If she isn't assertive enough, she's viewed as weak and a pushover, making it hard to get support within the organization. In this course, you will examine that very common double standard and identify strategies to deal with it. All leaders, regardless of gender, face conflict and resistance and have to work with people who think, act, and communicate differently from themselves.
In this course, Deborah Streeter, the Bruce F. Failing, Sr. Many women say they would rather go to the dentist than negotiate for themselves. Women are taught early to create equity in relationships. When you negotiate with someone and you feel that you're taking something away from them, that feels like a violation of the social contract with which you were raised. There's little wonder, then, that negotiation feels deeply uncomfortable for many women.
Yet negotiating is a critical skill that everyone, especially women, has to practice and master in order to be an effective leader. In this course from Cornell Professor Deborah Streeter, you will practice key behaviors that help negotiations, including asking for what you want — something most women are not taught to do. The course emphasises the gender dimension of negotiation strategies and the critical skills on which women leaders in particular need to focus.
This course will be most helpful for women leaders who are not already practiced and comfortable in negotiation settings, and those who find negotiating stressful, uncomfortable, and difficult.
Negotiating is a routine part of daily life and leadership, and approaching it with confidence and skill signals that you know your worth. Research shows that emotional intelligence is a critical predictor of performance as well as a very strong driver of leadership and personal excellence.
Those with high emotional intelligence can typically read a room quickly, clue into subterfuge, and more easily show respect and empathy. While soft skills such as those may not sound impressive, they can be imperative for a woman in a leadership role. You can be a top performer without any emotional intelligence, but the numbers are against you.
In this course from Professor Deborah Streeter, women leaders can develop their emotional intelligence and learn how to use it to their advantage to manage their team to greater success. Research shows that feedback is critical for leaders and that creating a culture of feedback is key to a team's success.
The more successful a team is, the better an organization's bottom line. However, there is an art to giving and receiving feedback, and if not done properly, feedback can have a negative impact to morale. Conversely, teams who receive feedback in a positive, supportive way will strive to continue to do well. There can be a gender dimension to giving and receiving feedback that is critical for women in leadership roles to understand, as men and women react differently.
In this course, Professor Deborah Streeter will examine the gender dimensions of giving and receiving feedback and explore strategies for working as effectively as possible to lead a high-performing team. Deborah Streeter is the Bruce F. Dyson School of Applied Economics and Management. Entrepreneurship and small business management are the focus of Dr. Tech people are often fact- and data-driven, which can make them excellent decision makers.
In general, everyone has a decision-making style — what separates out great decision makers is their ability to adapt based on a problem's needs. You will then explore what quality decisions look like.
These initial steps will set you up to more effectively take action and make good decisions. Professor Erica Dawson, Ph. The course concludes with the creation of an action plan, setting yourself on a path for future success.
Leaders need to be able to collaborate, innovate, problem solve, and build relationships. All of these core responsibilities require excellent communication skills. Often when thinking of leaders, we picture them addressing crowds, giving directives, and commanding forces. Leaders need to be able to do those things, but they also need to be top-notch listeners and have the ability to use a variety of communication tactics at the right times.
In this course, Professor Erica Dawson, Ph. She will guide you as you practice and apply these techniques. Many of the skills in this course, including listening and asking powerful questions, are core to strong interpersonal communication. These skills help you establish, improve, and maintain relationships. You will focus on workplace examples, but these skills are applicable outside of the workplace as well.
Many of the skills are hard to learn and even harder to make a habit. Your life outside of work will impact your work and your ability to have good relationships. Mastering these communication skills and learning to leverage them to create open and collaborative communication is key to the future of any leader. Leaders need to be bold visionaries and trendsetters. They need to guide people and inspire those people to achieve the vision they lay out.
To do so, leaders must be courageous. As leaders put so much of their efforts into guiding and inspiring others, it's fundamental for them to be skilled communicators. Technologists may not have spent much time refining their communication skills, especially those that involve a great deal of courage. However, leaders have and feel emotions within the workplace and can harness those emotions to improve their leadership skills and become more courageous communicators.
You will start by developing a new perspective on what courageous communication in the workplace is and how emotions play a role. You will then set intentions for moving forward. Ultimately your work will help you use the skills associated with courageous communication to develop and manage your team using feedback and leveraging difficult situations.
The best leaders are inspirational and transformative. They motivate, inspire, and empower rather than simply dictating or directing those around them. Leaders need to garner specific results that often require sustainable behavioral changes for both individuals and groups. To get these results, you need to both influence and motivate the people around you. Many people view influence and motivation as one and the same, but they are not, and it is important to be able to use them separately or together.
Working at Cornell. Mobile Menu Icon. Display Search. Harold D. Register at CuLearn HDCLP focuses on individuals as leaders, individual effectiveness, the power of dialogue and communication, personal mastery, and leadership within the Cornell culture.
By the end of the five-day course participants will: Define and experience the principles and guidelines for meeting leadership challenges in team settings. Understand and experience the power of constructive feedback and measurement as a leadership tool. Interactively discover the value of empowerment, collaboration, and partnership in an organizational setting and how leaders can build a culture of trust through dialogue and partnership within an organizational system.
Experience the potential leaders and teams have in creating positive work environments. Develop a model of personal mastery and explore the alignment of personal and organizational values, authenticity, and vision.
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