Advanced Certificate of Leadership and Management

Unit 1 - Communicate with influence

Presenting materials
Confirming permission
Confidentiality
Identify audience needs
Information needs
Suspicious inquiries
Identify objectives of negotiation,
Needs and requirements of stakeholders
Potential issues and problems
Prepare positions and supporting arguments
Preparing for a negative customer response
Areas of common ground and potential compromise
Document negotiation outcomes
Schedule meetings
Legal and ethical requirements of meetings
Prepare and distribute meeting materials
Conduct the meeting and contribute to discussions
Consensus on meeting objectives
Sumarise and distribute outcomes
Meeting arrangements
Tone, structure and style of communication
Prepare presentation
Provide an opportunity for questions
Evaluate presentation and identify areas for improvement
Media and communication channels
Workplace relationships
Negotiation ,mediation and conflict resolution
Policies and procedures
Organisation standards and procedures
The definition process
The identification process
Documenting potential issues and problems
Prepare positions and supporting arguments
Prepare for a negative customer response
Areas of common ground
Consulting with affected parties
Solutions
Legal requirements for consultation
Document negotiation outcomes
Schedule routine meetings
Legal and ethical requirements of meetings
Distribute meeting materials
Conducting meetings
Contribute to discussions
Seek consensus on meeting objectives
Summarise and distribute outcomes
Identify forums
Seating arrangements
Tone structure and style of communication
Communicating with others
Non-verbal communication
Cross-cultural communication
Provide opportunity for questions
Evaluate presentation
Identify areas for improvement
Constructive feedback

Unit 2 - Manage business operational plans

Resource requirements
Operational plans
Acquire resources
Planning schedule
Consultation with stakeholders
Consultation and approval of the operational plan
Developing contingency plans
Explain the plan to relevant work teams
Recruitment and induction
Manage the acquisition of physical resources and services
Intellectual property rights and responsibilities
Profit and productivity plans and targets
Manage under-performance
Performance reviews
Individual and team support
Variations to operational plans
Key information sources for proposal development
Budget and financial information
Documenting performance
Developing KIP’s
Legislation and fair trading laws
Work health and safety

Unit 3 - Develop and use emotional intelligence

Emotional strengths and weaknesses
Self-awareness and social awareness
Expression and understanding of emotions
Empathy and reasoning
Management of emotions/self-regulation
Relationship management/ social skills
Personal influence and motivation
Persons with high EI
EQ versus IQ
EQ tests as part of the hiring process
Signs that people have high EQ
Measuring EI/EQ
Leadership and EI
Personal stressors and emotional states
Causal factors of stress
Reactive stress
Symptoms and emotional states
Finding stress management techniques
Emotional triggers
Anger
Expression of emotions
Impact of own behaviours
Self-reflection
Emotional states and cues
Signs of behavioural stress
Upset workers
Cultural expressions of emotions
Flexibility and adaptability in dealing with others
Choices of leadership styles
Democratic decision making
Collective/participative decision making
Consensus decision making
Autocratic decision making
Expressing thoughts and feelings
Holding meetings with workers
Three levels of listening
Effects of behaviour and emotions
Four parts to an I message
Building productive relationships
Managing stress and conflict in relationships
Increasing team performance
Emotional intelligence and team building
Create and maintain team focus
Develop trust, respect and understanding
Positive emotional climate
Capitalising on workers’ strengths
EQ characteristics

Unit 4 - Manage team effectiveness

Team performance plan
Team purpose
Roles and responsibilities
Defining roles and responsibilities of the team
Develop performance plans
Support team members
Strategies for facilitating team member input
Promoting team member accountability
Identify and address issues, concerns and problems
Participant in and take responsibility for team activities
Key requirements
Benefits of team participation
Identifying and resolving work performance problems
Addressing performance issues
Promote teamwork and collaboration through individual behaviour
Establish and maintain open communication
Communicate information from line management
Follow-up on unresolved issues, concerns and problems
Address issues concerns and problems raised by stakeholders

Unit 5 - Manage budgets and financial plans

Accessing budgets and financial plans
Evaluating a budget
Clarify financial plans
Negotiating changes
Contingency plans
Communicating budgets to team members
Providing support
Systems and training
Monitor expenditure and control costs
Presentation
Graphs and charts
Extracting information
Reviews and improvements
Analysing variances
Improvements to financial management processes
Implementing improvements
Evaluating improvements
Basic accounting principles
Types of budgets and financial plans
Legislation and ATO requirements
Acts and regulations
Taxation
Record keeping (legal requirements and auditing)
Managing work teams

Unit 6 - Lead the development of diverse workforces

Benefits of workforce diversity
Conduct skills analyses
Qualify and quantify the source of workforce diversity
Legislation and organisational policies and procedures
Opportunities and barriers to inclusive engagement
Develop work plans to accommodate diversity
Content, development and inclusivity
Contributions from diverse workforce members
Incorporate and maximising diversity
Communication processes and behaviours
Identify biases and assumptions
Personal values and beliefs
Social and cultural perspectives
Cultural safety and training
Workplace support
Accessing diversity services

Unit 7 - Manage people performance

Identify primary stakeholders
Identify work tasks
Available resources
Develop work plans and allocate work
Operational plans
Organisational and strategic plans
Work allocation
Confirm performance standards
Key performance indicators (KPI’s)
Risk management
Review performance management processes
Training for staff for review processes
Emotional intelligence skills training for difficult reviews
Conducting performance management
Electronic review processes
Monitor and evaluate performance
Provide feedback and coaching
Take necessary actions when performance is poor
Formal feedback sessions
Develop performance improvement and development plans
Monitor and support underperforming individuals
Causes of poor performance
Support mechanisms
Reinforcing performance excellence
Positive feedback

Unit 8 - Manage business risk

Evaluate organisational processes
Scope for risk management
Review strengths and weaknesses of existing arrangement
Types of risk
Critical success factors goals and objectives
Document storage
Communication with stakeholders
Document risks on consultation with relevant parties
Assess the likelihood of risks occurring
Assess impact or consequence if risk occurs
Impact analysis
Evaluate and prioritise risks for treatment
Probability and impact matrix
Categorising risk
Treating risks
Action plans for risk treatment
Communicating risk management processes to relevant parties
Implement action plan according to polices and procedures
Evaluate risk management processes
Tools and techniques to identify risks

Advanced Certificate of Leadership and Management

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