delegating for shared success (AG) (lm53)
Delegating tasks and projects is a signature supervisory skill—the link between supervisors, employees, and shared success. Poor delegation hurts productivity by frustrating employees, in effect setting them up for failure. Thoughtful delegation focuses employees’ capabilities and builds their confidence, not to mention their respect for their supervisor.
bringing out the best in others (lm02)
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Organizational empowerment: trust, delegation & motivation (lm33)
An empowered organization fosters increased employee satisfaction, productivity, improved efficiencies, and better customer service. Learn how to move your team from a traditionally managed organization to an empowered one. Complete two self-assessments that pinpoint behaviors you should continue and those you should change to encourage the development of an engaged and empowered organization.
crucial and difficult conversations (lm15)
Often leaders find themselves facing less than optimal results from their team because members are not performing to their greatest potential. Attempts to advance the project often get stuck in strong opinions, confusion or heated emotions. Managers know the stakes are high – interdepartmental dependency, tight budgets and shortening time lines - all cause pressure on the team and individuals. This interactive course uses real-world situations and is immediately applicable. Participants will practice how to speak persuasively, overcome barriers and resolve disagreements so that goals are achieved with the best results.
change - getting your team to make the shift (lm05)
Humans are notorious for liking the status quo. Getting people to change to a new way of doing things can be one of the most difficult tasks a manager or supervisor can undertake. A supervisor will be far more successful when they understand what drives the individuals on their teams. This course explores the challenges leaders face and how to tackle those challenges in a way that speaks to the individual on the team instead of trying to force the change on the whole. (4 hours)
Building accountability virtually (lm43)
Accountability is fundamental to world class performance in any business. Accountability means taking a position of ownership for all of the events and actions in your life. When you are accountable, you have the experience of personal power, control, effectiveness, and accomplishment. Has your accountability changed in the last few months with the new way of working under COVID-19? Are you finding that you hold yourself more accountable or accountable in a different way? In this course the participant will learn the key components of accountability, learning to analyze situations, especially in today’s new work environment and objectively looking for the causes. Once the causes are understood, the participant uses the worksheets to strategize on how to take action.
communicating for results (LM11)
Poor communication at work can be costly and embarrassing. Service failures, wasted resources and damaged relationships are just some of the problems that can occur. Learn how to avoid common mistakes and use proven techniques to ensure you communicate clearly and effectively.
meeting business needs (AG) (lm59)
Learners master a clear process and related skills for efficiently handling all types of customer conversations. They apply guidelines to clarify and meet business needs and, when necessary, to deliver unwelcome news. The session concludes with a skill rehearsal in a challenging real-life situation.
dealing with difficult people (lm16)
You can increase your skill in dealing with the difficult people who surround you in your work world. Learn to manage the; know-it-alls, dictators, controllers, bullies or others. This course will give the participants skills to deal with difficult people in the workplace. When “difficult” people are no longer “difficult”, the workplace environment changes to one that is cooperative and collaborative, creating a more productive and efficient workplace for everyone.
listening and asking (lm28)
Being able to totally and completely follow a conversation is a skill few employees have. Effective communication is far more than being a good talker, effective conversation happens when you listen more that you talk. Before we can resolve a situation we must fully understand what we are being told, that means not only listening, but asking questions that will clarify the information we are hearing. We also must be able to clarify that the person we are speaking to is understanding the message with the intent in which we are sharing it or with the intent in which it is being shared. This course will train the participant on how to ask better questions to gain better understanding.
meeting that work! including virtual meetings (lm30)
Do meetings seem only somewhat effective, unproductive and poorly run? Meetings should be used as a tool to move the business forward. Most meetings end with attendees asking what the purpose was and what was accomplished? This course is designed to help leaders plan, lead, and follow-up on meetings (including virtual meetings) to ensure that there is a payoff for the time invested in the meetings.
Goal setting (lm22)
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value statements (lm41)
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mentoring (lm63)
Mentoring is a responsibility; a commitment that requires valuable time and focused attention to assure the mentee’s goals are progressing forward. If you have one steady mentor that is adding value to your career and life, you are fortunate. Although finding a mentor is difficult and making it work is even more challenging. This course gives the mentor an outline for what good mentoring is and how to achieve it.
motivational leader (lm32)
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effective teamwork (lm18)
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building an environment of trust (lm03)
This course shows leaders the key role they play in proactively fostering an environment of trust with their team members as well as those who work with them. Leaders learn to recognize and stop behaviors that can break trust and, instead, encourage and model behaviors that build trust. They also learn how to promote open communication, which is the foundation of a high-trust workplace. Using the tools and techniques presented in this course, leaders create a customized action plan on how to effectively establish, enhance, or repair trust with others.
being a leader (lm01)
Leadership is not something that happens overnight. Great leaders build their skills day after day. This course offers your teams the opportunity to work on the skills that move leaders into the category of Great Leaders. The participants will learn the guiding principles of great leaders along with the expectations placed upon them by their businesses by applying the mission, vision and value statements. Participants will also discuss integrity and understand how it applies to the business strategy and their day-to-day jobs.
successful manager (lm38)
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creating value statements (lmxx)
Why does your team to what they do and why do they do it the way they do it? Does your team understand the goals of your department? This module focuses on helping your team develop Value Statements so that they can begin partnering and working in the same direction.
managing chaos (lm57)
Does the work world sometimes seem chaotic? Do you know how to take the chaos and turn it into the positive energy your team needs to get the job done? This course takes participants though exercises on how to set priorities, manage the shifting priorities that happen throughout the day. Participants will learn how to analyze and solve problems and become more strategic in their communication of their work.
motivating employees (lm31)
Leaders who give others the opportunity to develop give more than just a one-time experience. Development helps people discover new abilities, develop strengths, and re-ignite latent ability thus keeping them motivated in their current positions. Creating an employee who is challenged creates an employee who enjoys their job. Motivating by developing others could positively impact the leader’s compensation and career advancement as well. By developing others your team does better work which gets the leader noticed leading to greater reward and recognition for the extra effort.
coaching millennials (lm09)
Millennials present business with a new dynamic. The 18-34 year olds now coming into the work place have changed not only change the communication style between leaders and direct reports but they are challenging leaders with understanding why the work gets done the way it gets done. This course helps gets your leaders “up to speed” with understanding how millennials want and need to hear information in order to get the job done. Leaders will learn what to say and what NOT to say.
realizing talent in others (lm65)
Employees have latent talents and existing skills we often fail to leverage. Turning these talents into capabilities by developing others to their fullest potential is a leader’s most important work – and a requirement for long-term organizational success. In this module leaders learn a collaborative process and skills to develop capabilities in others that meet the motivational needs of each individual and match the need of the organization to optimize results.
Habits of successful leaders (lm23)
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change and the "cheese" experience for leaders (BR01)
Change is all around us. The more quickly and effectively we can adapt, the greater our results will be. This course provides a fresh, positive view of change and techniques for mastering change. Participants watch the movie “Who Moved My Cheese?” and apply the “Handwriting on the Wall” to personal situations. The “Cheese” story allows participants to identify with the characters in the movie and to move beyond their fears and concerns about change, and gain new “fun” language that quickens the change process. Participants also learn how to support, guide and encourage others to adapt effectively to change. (4 hours)
managing difficult conversations (AG) (lm58)
This session helps learners work effectively with angry or upset customers. Learners come to see how addressing serious customer concerns can actually improve customer loyalty. They then explore and rehearse practical ways to defuse the tension, resolve the issue, and restore the customer’s trust.
first time supervisors (lm21)
A new supervisor is often promoted from buddy to supervisor what do they do? How do they handle it? What should they talk about? This course covers the key attributes, qualities and skills that a first time supervisor needs in order to successfully lead a team.
building team pride and purpose (AG) (LM47)
This module helps participants explore ways to unleash the power of pride and purpose in their teams. When team members feel pride in what they do and have a clear sense of purpose, they begin to anticipate success. This anticipation becomes a powerful motivator to deliver better results. And when the results do come, team pride and purpose increase even more—and the cycle continues.
Healing customer relationships (AG) (cs16)
Develop skills that will help employees serve customers who are concerned, angry, or upset after a service breakdown.
coaching fundamentals (lm08)
Most managers spend their time fixing problems and putting out fires instead of doing their own work. Coaching allows managers to teach and empower their direct reports to do their work and do it well while the manager then steps in to “tweak” it, thus giving the manager time to do their own work. Participants will learn and practice the skills using worksheets to have better coaching conversations with their direct reports creating better overall work outcomes.
leadership shift (lm26)
Most employees start out in a tactical role and through time and preparation are selected to move into strategic roles. Some will become managers but only a few can be true leaders. This class helps participants shift their view from the tactical to the strategic. Leaders must foster resilience and emotionally intelligent behaviors all day every day.
conflict management using mbti (lm50)
This course uses your results on the Myers-Briggs Type Indicator® (MBTI®) assessment to describe how you are likely to approach and deal with conflict situations. Most people think of conflict as a type of interaction with a negative emotional charge. Although it may appear to be triggered by a simple, straightforward issue, more often than not conflict exists because some core element of trust, beliefs, authority, or passion is being challenged.
constructive feedback - Recognition and correction (lm13)
Feedback is data driven information that lets an employee know what they are doing well and what they can adjust in order to get the desired outcome. Constructive feedback is much more than “good job” or “that’s not how you should be doing it.” It is important that Constructive Feedback be done through a conversation so that the desired outcome is not only understood but attained. Participants will practice using included worksheets to prepare for both types of conversations.
no authority - get results! (lm61)
Do you have project managers leading a team which does not report to them? Do you have leaders “employing” volunteers? Is the communication style with these teams different? This course works through the answers to these questions to empower leaders to get the job done well while minimizing conflict.
creating team dynamics virtually (lm45)
Earlier this year you were with your team in an office and now you are at home alone and your teams are all at home alone too. The dynamics are certainly different. How do you create a sense of team, and teamwork? How do you keep everyone connected? This class is designed to help you create that sense of team even though folks are working individually. You will walk away with ideas and strategies to engage your team and keep them working toward you departmental goals.
- The course will vary somewhat based on the length of time selected. The more time the more opportunity for discussion and practice of the skills.
capability statements (lm04)
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giving "needs based" feedback (AG) (lm55)
While a leader’s every action affects motivation, few conversations are as vital as giving feedback to align an employee’s actions with group and organizational needs. In this module, leaders learn to give feedback that supports employees’ internal motivation to deliver organizational results.
Employees gain internal motivation when their work allows them to satisfy their psychological needs, including autonomy, or making decisions about their own activities. Yet organizations require employees to work within firm guidelines and timeframes. When an employee’s choices clash with organizational needs, effective leaders share information and redirect efforts – in other words, they give feedback. Giving feedback without undermining motivation is a serious challenge for every leader.
communicating effectively - virtually (LM46)
Going Virtual forced us to have to really learn to communicate more Effectively! Many leaders have had to learn to “talk” with their teams and interpret their emotions without being able to see them. What do you do when the visual dimension has been removed? Have you adjusted to their learning style and been able to adapt to it through emails? This class will cover Learning Styles and the Communication Channels, with examples adapted directly to Virtual Communication.
supervisory success (lm39)
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clarifying performance expectations (AG) (lm64)
The ability to set—and reset—performance expectations swiftly and in a straightforward manner are a critical skill for all performance leaders. This module provides a process for handling conversations about work expectations in
a way that reduces ambiguity, increases trust and strengthens the working relationship between manager and employee.
team dynamics (lm40)
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facilitation techniques for managers (lm20)
Training employees has become increasingly more difficult due to more distractions than in the past plus the participants expect to be entertained. Trainers need to be able to train the material in a way that keeps the focus and attention of the participants and creates a high level of trust so that the knowledge transfer of the material happens in a way that makes sense to all of the learners in the room. Internal trainers will focus on learning to transfer knowledge to participants that are any of the four learning styles (Read About It, See It Done, Audio and Kinesthetic). They will work on techniques for creating a comfortable learning environment through appropriate Verbal, Vocal and Non-verbal channels.
difficult conversations (lm17)
Team members often have to have conversations regarding matters that may not sit well with the receiving party. This course is designed to help team members prepare, utilize resources and conduct meetings involving difficult conversations.
learning styles (lm27)
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essential interviewing skills (lm19)
The best hiring decisions result in productive employees who enjoy their responsibilities and contribute to the organization’s success. Hiring the wrong person for the job can be very costly in terms of time, money resources, customer relations, productivity, and employee morale. Interviewers make the best hiring decisions when they gather meaningful job-related information from applicants. This course will teach participants how to interview for the behaviors, knowledge, and motivations that are needed to be successful in a job using the provided worksheets.
giving "needs based" feedback (AG) (lm55)
While a leader’s every action affects motivation, few conversations are as vital as giving feedback to align an employee’s actions with group and organizational needs. In this module, leaders learn to give feedback that supports employees’ internal motivation to deliver organizational results.
Employees gain internal motivation when their work allows them to satisfy their psychological needs, including autonomy, or making decisions about their own activities. Yet organizations require employees to work within firm guidelines and timeframes. When an employee’s choices clash with organizational needs, effective leaders share information and redirect efforts – in other words, they give feedback. Giving feedback without undermining motivation is a serious challenge for every leader.
hallmarks of supervisory success (AG) (lm55)
Making the transition to a new supervisory role is like performing a complex balancing act. Attention is focused in many different directions: grappling with strategy, striving for customer satisfaction, and delivering concrete results.
At one time, organizations simply identified and promoted competent individual contributors. With little or no preparation, these new supervisors learned by trial and error. Now, as more organizations see the central role of effective supervisors, formal preparation is more common. In this module, participants explore and apply three Hallmarks of Supervisory Success to help them assume new responsibilities, improve their ability to supervise the work of others and maintain the necessary balance in their role.
performance review conversations (lm35)
Performance appraisals are often seen as a must do and the one time a year a manager coaches or gives recognition. Managers often see the event as nothing more than an empty, bureaucratic exercise forced upon them by HR. A high percentage of employees feel appraisals are pointless as well. Is there a link? The performance review can enhance the relationship with employees, improve performance for the organization, and enhance employee-manager communication significantly. Putting your best effort into performance appraisals will result in benefits exponential to the time spent during the process.
creating a positive work environment (lm52)
Disengaged employees are outright damaging to organization because when disengaged, the company gets a lack of critical opinions, a lack of strategic thoughts, and a lack of creative ideas or solutions. This class focuses on how to turn and environment from negative to positive and how to present change positively.
handling the difficult employee (lm55)
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collaboration in the workplace (LM10)
Getting a group of people to work together on a project can be tough. The work can be made easier if team members understand the value in their diverse team and if they are able to put the basic steps into place to create a collaborative team.
setting Performance expectations (lm27)
To perform well, employees need to know more than their up-to-date job description; they need to know what will make them successful. Performance expectations serve as a foundation for communicating about performance throughout the year. They also serve as the basis for assessing employee performance. When a leader and an employee set clear expectations about the results that must be achieved and the methods or approaches needed to achieve them, they establish a path for success.
conducting performance reviews (lm49)
This module presents a collaborative approach to the formal performance review. Participants learn how to prepare employees for a review, how to manage expectations during the session, and how to create an atmosphere that encourages openness about concerns and plans for the future.
correcting performance problems (AG) (lm51)
The pressure for speed, productivity, and bottom-line results has never weighed more heavily on organizations than now. Leaders must ensure that everyone takes responsibility for performing his or her job as effectively as possible. Employees need training and coaching so they can manage their own performance. When these approaches aren’t enough, leaders need to step in and take prompt and decisive action.
conflict management (lm12)
If conflict is not handled effectively, the results can be devastating. Conflicting goals can quickly turn into personal dislike, teamwork break downs and wasted talent as people disengage from their work. When conflict is resolved effectively, team members can develop a stronger mutual respect and a renewed faith in their ability to work together. This course offers solutions depending if the leader needs to mediate, help or stay out of the resolution.
making the transition - Individual contributor to supervisor (lm29)
Making the transition from the individual contributor to management can be daunting for many people. Adjusting to the new environment can be difficult because they see management as “stuffy” and their former peers see them as “friends” they do not see where they fit in. This employee may have been doing a non-management job well and now they are expected to manage people without management skills. As a result they are being set-up to fail from the very beginning unless they receive the appropriate training to develop themselves.
change - kotter's 8 stages (lm48)
Kotter suggests that for change to be successful, 75 percent of a company's management needs to "buy into" the change. In other words, you have to work really hard on Step 1 (Creating Urgency), and spend significant time and energy building that urgency, before moving onto the next steps. Do not panic and jump in too fast because you do not want to risk further short-term losses – if you act without proper preparation, you could be in for a very bumpy ride.
coaching virtually (lm42)
Most managers spend their time fixing problems and putting out fires instead of doing their own work. Coaching allows managers to teach and empower their direct reports to do their work and do it well while the manager then steps in to “tweak” it, thus giving the manager time to do their own work. Has that changed now that you don’t have the physical presence of your employees? COVID has changed the work dynamics and you as a leader are learning to coach your team from home. Participants will learn and practice the skills using worksheets to have better coaching conversations with their direct reports creating better overall work outcomes.
organizational skills (lm27)
Participants will learn techniques and tools to help better manage their job responsibilities, special requests and even interruptions. It will also help them learn to say “No” when appropriate. They will leave this course with action steps to organize their work and help them feel more confident about their accomplishments and contribution to their department and team.
core competencies (lm14)
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leadership conversations (lm25)
Building quality teams through trust and respect. This course is designed to give leaders the components for most any coaching conversations they have from a quick touching base conversation to the longer once a year performance review conversation. The participants will have the opportunity to develop each of the skills and role play conversations.
problem solving (lm36)
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leadership/management course descriptions
choosing extraordinary productivity (lm06)
What’s the difference between Ordinary and Extraordinary? How accountable are your teams. This course helps participants understand the difference between Ordinary and Extraordinary. Participants will walk out understanding that while “C” level work gets the job done and gets them a paycheck “A” level work keeps them working, gets them special projects, promotions and keeps the business running and growing. They will understand their role and value in the business. (4 hours)
coaching and performance reviews (lm07)
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planning for performance discussions (AG) (lm62)
Today’s work environment is distinguished by increased workloads, more varied tasks and competing responsibilities. In order to succeed, employees need to know how to manage priorities and achieve their goals. Managers are responsible for guiding and influencing the performance of others so that they can meet these
challenges of a constantly changing environment. By effectively planning for performance-related discussions, managers establish a framework within which they can set mutual expectations, address performance issues and help people respond to new developments.
coaching under new circumstances - covid-19 (lm44)
Has Coaching changed since the Stay at Home Orders went into place? Do people behave differently? Have people changed? The answer to all these questions is probably yes!! We are working under a completely new set of dynamics. Our “Water Cooler” conversations have changed to on-line conversations. Interactions have changed. Are people feeling left out? As a leader these are big concepts that need to be understood. This class is very interactive and is built around the real life situations of the participants. Being virtual in many cases forces your employees to intentionally communicate. If they avoided communicating with an employee in person it is that much easier to avoid them virtually, how do you coach this dynamic? Join us for tips on changing your style to meet the needs of all your team members.
negotiating resources for your team (lm60)
To accelerate productivity, teams need a steady flow of the right resources at the right time. Negotiating skills play an increasingly important role in securing the resources a team needs to maintain its momentum toward aggressive goals. This module provides team leaders with negotiation skills that can help them secure resources for their teams.
effective meetings (lm54)
Do meetings seem only somewhat effective, unproductive and poorly run? Meetings should be used as a tool to move the business forward. Most meetings end with attendees asking what the purpose was and what was accomplished? This course is designed to help leaders plan, lead, and follow-up on meetings (including virtual meetings) to ensure that there is a payoff for the time invested in the meetings.