Our Management Training Courses

By introducing our Management Training courses to your staff we help ease the negative effect of change on both managerial and supervisory personnel. The change in job responsibilities, the change in personnel, job duties, and the rising challenge of developing subordinates are specific goals of our learning systems courses. We are highly successful at helping Managers and Supervisors learn and adapt to the necessary skills and proper behaviors to be successful at work as well as in their personal lives.

For more information on our management training courses please contact us.

As a part of our management training courses, Managers and Supervisors will learn how to:

• Minimize the chance of miscommunication by understanding what people are really saying, and why
• Deal with difficult people, manage tense situations, and resolve conflict
• Make use of proven active listening skills to improve your ability to gain helpful information
• Be able to facilitate, guide, and close discussions in one-on-one or group settings
• Improve understanding and communication by giving and receiving good feedback
• Use ideas submitted by a member of the team without causing other members to be defensive
• Develop a comprehensive team building strategy that improves productivity of the whole team
• Emphasize the value of working toward common goals without devaluing individual accomplishment
• Define and set up a method to track staff activities
• Be able to manage time and work assignments effectively
• Conduct team meetings that capture and hold the audience’s attention
• Interview and hire the right person for the right job
• Save time and work more effectively through the use of a clear time management plan
• Understand and comply with proper hiring and managing requirements
• Communicate effectively with both superiors, peers and subordinates
• Become effective coaches for their work team
• Conduct accurate and difficult performance appraisals

 

Management Training Tips:
Solve the Human Beings Being Human Puzzle

Why are so few employees operating at levels they are capable of? Why is one person in five actively disengaged - a warm bum in a chair? Why do 60% of employees do the basic minimum effort it takes not to get fired? What must team management do to develop self-reliant achievers?

Are people the problem?

Brutal fact #1.4: Team management teaches people how to behave. So, what we're getting is what we're teaching and reinforcing.

People Puzzle #6: No one wants to be led, everyone is looking for a leader.

Yes, we have to find the right people. Once we got them we need to develop their potentials. A basic human principle is that most -- not all -- people will perform to the expected level. It's only the top 20% who are internally motivated enough to perform at a high level without much direction.

It's the team management’s responsibility to harness the intelligence and talent of every person on the team, to direct and focus them towards achieving (a) their life goals by (b) actively engaging in your Vision for the business. It's about enlightened self-interest.

When you solve the team management people puzzle -- should you choose to take the assignment -- like Herb Kelleher has done at Southwest Airlines, you create a competent, motivated team; an energetic, inspiring workplace; productive performance; the ability to deliver world class products and services; growing profits; and the sense of satisfaction that every human being yearns for. You're on a path of solving the team management human puzzle -- how to bring out the best in people, their Genius within.

Attracting the right people is easier to achieve than keeping them.

We can be puzzling creatures, Until you crack the secret codes, (p.s. different people have different codes) you will be frustrated by your attempts to improve people's performance.

If there's one thing I learned as a psychologist working with about 1000 couples over 35 years it was this: The seemingly complicated, convoluted, chaotic presenting symptoms can be boiled down into a few basic patterns that can be worked on.

Also, the experience of a global consulting company tells us that, after training more than two million people since the 70's in 20 different countries, there are basically only 4 different "people puzzles" you have to solve in your business right now.

That simplifies the whole people puzzle thing for you.

Here is a summary of the 4 basic people puzzles.

#1. The not-yet-competent, unmotivated and actively disengaged. They don't yet understand -- or rebel against -- the company's values, vision & mission. They actively disrupt your efforts. They don't do anymore, often a lot less, than the job requires. They are about 15-20% of your employees. They are the "cost-a-lotta's."

• So what does team management with these people?
• You implement a "Showing" leader style. You show them what to do. Tell them the "why" and "when" they must do it. Check in very regularly to make sure they're doing it. Keep written records of your interactions. If, after you best efforts, they're not cutting it, career-plan them out.
• For those who are responding, keep working with them to develop them into contributors. Assign one of your managers to work with these people because you're likely to hate doing it after awhile. One or two gems may fall out of the mix.
• The cost of not doing this is (a) they infect other employees; (b) they shave at least 20% off your bottom line; and (c) they discourage your best talent, who will often leave out of frustration.

#2. The not-yet-competent, "sort-of" motivated, while waiting for someone to engage them. They are not, nor perhaps ever will be, your self-directed employees but when well-lead and well-managed, are productive. These are the people you want to teach the skills of followership.

• They require some inspirational feedback from you. They need a "Focusing" leader style. You let them know that you notice they're non-performing behaviors. Then you listen to their response.
• Then you "Show" them (a) What to do; (b) Why they need to do it; (c) When it needs to get done by; (d) You outline your expectations; and (d) Ask them whether they are willing to get on it. Check in with them regularly.
• When you do this, the "keepers" will perform and get onboard. The "slackers" will likely become so uncomfortable they will leave. If they don't leave, turn up the heat.
• When you do this, the message throughout the company becomes really clear. The borderline performers will see that you are serious and pick up their game. Plus the "borderlines" will come under heavy peer pressure to buck up and perform. Saves you a ton of time and effort.
• Your best talent will model you and up the ante of people's performance. They will discover a renewed interest and energy in their careers. They will follow your lead.

#3. The people who are growing in competence, have wavering motivation, yet are still engaged. They "get" the Values, Vision and Mission! They are giving it their best shot but become discouraged and so their motivation drops off. They are eager to learn.

• These people need a "Facilitating" style of team management. You ask them, "What's going on?"; " What do you think you could do to get better?" If they can't answer this last question you ask them to describe the details of how they are stuck. Make them struggle with the dilemma. Keep the monkey on their back. You ask them this because you want to draw their Genius out. It's there to be plucked.
• As appropriate, you "Show" them exactly what they need to do to improve their competence. Then team management asks them, "What else can I do for you?"

#4. The competent, motivated and engaged. The self-reliant achievers. These are the people who will make the company financially sustainable while building up the "Invisible Balance Sheet."

• These people are about 20% of the workforce. Your job in team management is to build this to 80% of your workforce. You don't do all the work. These are the people you leverage your efforts off of.
• Team management enrolls and empowers your self-reliant achievers to use their power and influence with the other employees to increase people's competencies, motivation and engagement.
• Your team management style with self-reliant achievers is "Delegating."
• You ask them, (a) What can I do to help?"; (b) "What am I doing that is getting in the way of you doing your job?"; (c) What would you like to do here that is of interest to you?" (d) "What are we missing?"
• You make sure that every self-reliant achiever is working on a professional/personal development plan. These people want to have an envisioned future.
• You make sure they know they are appreciated and valued. These are the ones that truly respond to the formula P = MC3(cubed).
• Performance is a function of Motivation, times Competence, times Congratulations, times Cash.
• Informal chats are very useful for inspiring for your self-reliant achievers.

Human Principle #2: We behave in our best interests when we:

* Increase our competencies;

* Are aligned with our personal and business values; and . . .

* Choose to be engaged.

Dr. Jim Sellner: http://www.subject2change.ca/blog

Subject: Team Management

More Management Training Tips