Course Overview: Becoming a Leader

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Do curso por University of Illinois at Urbana-Champaign

Leadership and Influence

21 classificações

University of Illinois at Urbana-Champaign

Leadership and Influence

21 classificações

Curso 3 de 4 em Specialization Professional IQ: Preventing and Solving Problems at Work

The only thing you get to change is yourself, and in the prerequisites to this course we’ve given you real tools to do that. Now, use those tools to influence the course of your future, your team's future, and your organization's future. Make a plan for yourself that will help you help others, and learn skills to make it happen. Listening and being sure of your values underpins everything that comes with professional influencer and leadership soft skills. We’ll go on to look at self-assessment and leadership planning, negotiation, addressing and resolving conflict, and successfully identifying and promoting circumstances you want. After this course, you will be able to: - state your own mission and plan with confidence - negotiate and persuade - deal with difficult people - contribute to crafting a working environment you want to work in The prerequisites for this course are Courses One and Two of the Specialization "Professional IQ: Preventing and Solving Problems at Work".

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Course Orientation

You will become familiar with the course, your classmates, and our learning environment. The orientation will also help you obtain the technical skills required for the course.

Course Overview: Becoming a Leader3:21

2MC: Reverse Engineering2:08

Conheça os instrutores

C. K. Gunsalus
Director of the National Center for Professional and Research Ethics (NCPRE), Professor Emerita of Business, and Research Professor at the Coordinated Science Laboratory

I'm C. K. Gunsalus

and I'm delighted that you're joining us for

course three in this specialization sequence.

I hope that you've benefited from courses one and two,

and that you've been practicing and applying the skills,

and the ideas and the concepts throughout those courses into your career.

And you're seeing differences as you move along.

In course one, we talked about your foundations.

We talked about your values and a set of skills to build from decision-making framework,

to personal script, to recognizing personal tragedies and avoiding them.

In course two, we talked about building your brand.

We talked about listening and asking questions.

Building rapport and the special skill of paraphrasing.

We learned about cognitive biases, errors and thinking,

and how those connect to and relate to the career tragedies.

We talked about how all of those skills apply to having

disputes professionally and building your professional brand.

So as you begin to incorporate those skills into your career,

and as you build and evolve and refine your personal leadership cradle,

if you haven't already you will soon have the opportunity for

leadership and maybe in ways that you hadn't originally envisioned leadership.

In this course, we're going to talk about leadership and dimensions of leadership.

Again, we'll be using two minute challenges to

explore different aspects of some of the topics we'll be discussing,

and we're particularly fortunate to have a very wide range of guest experts,

who will be here to comment on the skills, share their experiences,

share their insights and tell us what they think of some of the two minute challenges.

Welcome to course three of Professional I.Q.

Preventing and Solving Problems at work.

You can be a very strong individual contributor.

However, you will hit a certain plateau and you're not going to be able to excel.

We talked about influencing individuals.

Your ability to influence and get a team to

really do what it needs to do to be successful and perform,

is more important than the individual contributions you can make.

We do have individuals who think,

"I'm just going to knock it out of the park as an

individual contributor," and that's great.

They can get a certain, They can go so far in their career,

but it's not until you're leading teams.

To be a leader it's about how you're connecting with other individuals.

That connection and getting individuals to really want to

work for you and spend additional time for you,

is much more around the soft skills and leadership skills than it

is a technical capabilities or business acting skills that you have.

So being a leader for us doesn't necessarily

mean someone who's in charge of the entire project or leads the team.

Our leaders in the organization are ones that would have build

trust and get individuals to be as productive and exceptional as possible.

We have lots of different leaders in the firm that might not be the most visible leaders,

but their core skills are leaders within the organization leading from behind.

And those are extremely successful resources we have in a firm.

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