Management Concepts

Leadership & Communication Skills for Business Analysts

Available dates

Dec 18—20, 2019
3 days
Washington, District of Columbia, United States
USD 1649
USD 549 per day
Mar 4—6, 2020
3 days
Washington, District of Columbia, United States
USD 1649
USD 549 per day
Jun 22—24, 2020
3 days
Washington, District of Columbia, United States
USD 1649
USD 549 per day
+2 more options

Disclaimer

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Full disclaimer.

About the course

Effective leadership and communication aren’t innate skills. They must be honed and practiced to yield results like increasing customer satisfaction or promoting product development efficiencies. Business analysts must exhibit leadership to successfully liaise between the business community and the development team. Collaboration, consensus, and communicating for results are key. You will gain hands-on experience analyzing the stages of team development, maximizing your leadership style, enhancing communications, resolving conflicts, and advancing your career.

Learning Objectives

  • Explain the leadership role of the business analyst
  • Prepare a stakeholder management plan to understand the business environment and manage stakeholder relationships
  • Prepare a business analysis communication plan to apply business analysis communication best practices
  • Identify benefits of using the Myers-Briggs Type Indicator (MBTI®) when interacting with others
  • Foster a collaborative working environment
  • Develop strategies for effective problem solving, decision making, and conflict resolution
  • Use negotiation as a technique to gain understanding and increase stakeholder buy-in and commitment

Course Topics

Introduction

  • Management Concepts
  • Activity: Introductions & Expectations
  • Course Objectives
  • Agenda
  • Action Plan
  • Announcements

Leadership & the Business Analyst

  • What is Business Analysis?
  • Leadership
  • Dimensions of Leadership
  • Leaders & Managers
  • Leadership Today
  • Changes in Leadership
  • The Business Analyst as a Leader
  • Leadership Opportunities
  • Leadership Team
  • Leadership Team Member Roles & Responsibilities
  • Challenges for the Business Analyst
  • Best Practices for the Business Analyst
  • Key Messages
  • Action Plan

Managing Politics & Stakeholders

  • Organizational Knowledge
  • Politics
  • Organizational Structure
  • Natural Authority Translates into Leadership
  • Stakeholder Analysis
  • Managing Stakeholder Relationships
  • Stakeholder Management Process
  • Class Discussion
  • Identify the Stakeholders
  • Stakeholder Interest Categories
  • Address the Competing Demands of Stakeholders’ Interest
  • Assess Stakeholders’ Priorities
  • Stakeholder Expectations
  • Power & Interest
  • Assess Potential Impact
  • Assess Potential Support
  • Formulate Influence Strategy
  • Assess Stakeholder Issues & Concerns
  • Improving Poor Relationships
  • When to Proceed with a Task or Initiate a Discussion
  • Stakeholder Roles & Change
  • Stakeholder Management Plan
  • Challenges for the Business Analyst
  • Best Practices for the Business Analyst
  • Key Messages
  • Action Plan

Effective Communication

  • Activity: The ABCs of Communicating
  • Communication Model
  • Communication as a Process
  • Six Steps of Interpersonal Communication
  • Components of a Message
  • Dimensions of Communication
  • Types of Communication
  • Organizational Communication
  • Techniques: “Nuts & Bolts”
  • Asking Questions
  • Rules for Feedback
  • Class Discussion
  • Communication Barriers
  • Dead-end Communication
  • Plan Business Analysis Communication
  • Business Analysis Communication Plan Inputs
  • Business Analysis Communication Plan Elements
  • Business Analysis Communication Plan Outputs
  • Sample Business Analysis Communication Plan
  • Business Analysis Communication Plan – Best Practices
  • Challenges for the Business Analyst
  • Best Practices for the Business Analyst
  • Key Messages
  • Action Plan

Using the MBTI®

  • Background on the MBTI®
  • The MBTI® & Teams
  • The Role of MBTI® in Team Composition
  • MBTI® Guidelines
  • MBTI® Scales
  • Discovering Your Best Fit Type
  • High-level Overview
  • Activity: Myers-Briggs Type Indicator®
  • Activity: Extrovert & Introvert
  • Extroverts & Introverts
  • The Work Environment (E & I)
  • Communication (E & I)
  • Activity: Sensing & Intuition
  • Sensing & Intuition
  • The Work Environment (S & N)
  • Communication (S & N)
  • Activity: Thinking & Feeling
  • Thinking & Feeling
  • The Work Environment (T & F)
  • Communication (T & F)
  • Activity: Judging & Perceiving
  • Judging & Perceiving
  • The Work Environment (J & P)
  • Communication (J & P)
  • Determining the Team’s Type
  • Function Lens
  • Communicating with STs
  • Communicating with SFs
  • Communicating with NTs
  • Communicating with NFs
  • Dynamic Lens
  • Reacting to Stress
  • Challenges for the Business Analyst
  • Best Practices for the Business Analyst
  • Key Messages
  • Action Plan

Effective Teams

  • Role of Business Analyst in Teams
  • Definition of Team
  • Types of Teams
  • High-Performance Teams
  • Class Discussion
  • Stages of Team Development
  • Stage 1: Forming
  • Stage 2: Storming
  • Stage 3: Norming
  • Stage 4: Performing
  • Stage 5: Adjourning
  • Summary of Stages
  • Class Discussion
  • Group Dynamics
  • Class Discussion
  • Barriers to Team Performance
  • Virtual Teams
  • Essentials of Virtual Teams
  • Team: The Bonds That Tie
  • Task: Invest in Beginnings
  • Technology: Reach Out & Respond
  • Diverse Teams
  • Guidelines for Creating Cultural Synergy
  • Challenges for the Business Analyst
  • Best Practices for the Business Analyst
  • Key Messages
  • Action Plan

Decision Making, Problem Solving, & Conflict Resolution

  • Decision Making
  • Aspects of Decision Making
  • Principles of Divergence & Convergence
  • The “Z” Problem-Solving Model
  • Five Methods for Making Team Decisions
  • Consensus Decision Making
  • Ways to Reach Consensus
  • Guidelines for Reaching Consensus
  • Advantages & Disadvantages of Consensus Decision Making
  • Using the Correct Decision-making Method
  • Ineffective Behaviors in Team Decision Making
  • Individual vs. Team Decision Making
  • Four Participatory Values
  • Problem-solving Process
  • Conflict
  • Types of Conflict
  • Conflict – Positive & Negative
  • Sources of Conflict
  • Conflict Management Outcomes
  • Activity: Assessing Your Conflict Resolution Style
  • Conflict Resolution Approaches
  • Using the Competing Approach
  • Using the Collaborating Approach
  • Using the Accommodating Approach
  • Using the Avoiding Approach
  • Using the Compromising Approach
  • Process for Resolving Conflicts
  • Challenges for the Business Analyst
  • Best Practices for the Business Analyst
  • Key Messages
  • Action Plan

Negotiating Solutions

  • What is Negotiation?
  • Negotiation & the Business Analyst
  • Preparing to Negotiate
  • Central Tenets of Negotiation
  • Five Stages of Negotiation
  • Stage 1: Preparation
  • Stage 2: Rapport
  • Stage 3: Exploration
  • Stage 4: Bargaining
  • Bargaining Techniques
  • Principles of Negotiation
  • Power & Influence
  • Types of Power
  • Guidelines for Using Power & Influence
  • Stage 5: Closure
  • Negotiating Hints: Analyze
  • Negotiating Hints: Define Positions
  • Negotiating Hints: Convert Positions to Goals & Needs
  • Negotiating Hints: Getting to Yes
  • Ten Factors Impacting Trust
  • Challenges for the Business Analyst
  • Best Practices for the Business Analyst
  • Key Messages
  • Action Plan

Developing an Action Plan

  • Course Objectives
  • Leadership Role in Business Analysis
  • Managing Politics & Stakeholders
  • Stakeholder Management Plan
  • Communication & Business Analysis
  • Business Analysis Communication Best Practices
  • MBTI® Scales Overview
  • MBTI® & Teams
  • Fostering Collaboration
  • Problem Solving & Decision Making
  • Conflict Resolution
  • Negotiation
  • Action Plan

Who should attend

This course is intended for entry to intermediate level business analysts.

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