Management Training Seminars

By introducing our Management Training workshops 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 classes 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:
3 Management Training Taboos

Taboo: a strong social no-no re: areas of human behaviors and social norms that are sacred and forbidden based on moral judgments and often based in irrational, unexamined, fear-based beliefs.

Most management actually believes they're just like everyone else.

Truth is, we're not.

We have more power and influence than the average puppy. Our psyche - particularly our blind spots powered by our swamp-dwelling lizard brains -- exerts a huge influence on our actions.

Assumption: Smarts, focus and hard work are key to becoming an effective manager.

Reality: Managerial emotional intelligence accounts for about 67% of managerial effectiveness.

Managing humans is an exceedingly messy and difficult game. We swamp-dwelling humans are constantly throwing a wrench in the best-laid plans of mice and men.

75% of strategic plans do not get implemented. Why? Because humans are irrational, whereas strategy is rationally derived. In the strategic planning process the human psyche and its influence on strategy is completely ignored 99.9% of the time.

Those secrets, lurking in the dank weedy confines of the managerial swamp are the taboos of management -- the things that are politically incorrect, messy, smelly, embarrassing, scary, and difficult to talk about.

Taboos have great symbolic powers. Taboos touch irrational, seductive, usually denied, difficult to articulate organizational dynamics that are supposed to define the boundaries of acceptable behaviors.

Here are 3 taboos over which management  lose themselves in the managerial swamp.

By acknowledging that the taboos exist and why they're difficult to discuss can help us survive the real and imagined dangers of the swamp.

1. We don't understand the true nature of management because we deny the human psyche.

Management education is a billion-dollar a year industry. Sadly, the theoretical models of management overlook what management  actually think and do. It's kinda of like taking a prenatal course on how to take care of your new born. The reality of poopy diapers, little sleep and sheer exhaustion have little to do with the trials and tribulations of this little human being disrupting our lives.

2. Charisma is a critical ingredient in who's chosen to become a manager.

How often have we stood in disbelief as a newly-appointed manager is introduced to the group? We are irrationally impressed and influenced by hard work vs. effective work, good looks, politically-based communications skills, and an aura of authority that promises to lead us to the promised land. Why? Because we want to identify with and be inspired by people we believe to be similar to us. Deeper down we, I think, want someone to take care of us.

P.S. Charisma is a high predictor of leader/manager failure.

3. Politics is part and parcel of managing people.

This is true of any size organization. Every manager achieves his or her goals by being skilled at getting what they want, particularly when we lack the organizational authority to do so. Sometimes this involves saying what people want to hear - this strategy buys me time. It can mean using information selectively - so that I can build my case before the nay-sayers take their shots. We do "end runs" to get a desired decision because we want to gain momentum to overcome the inertia of bureaucratic "decidophobia."

Management  who are skilled in these political behaviors are more likely -- rightly or wrongly -- to navigate the dangers of the organizational swamp.

However, going for what you want by playing this game is seen as sleazy. So management  maneuver to appear to be less political - which, of course, is a political act.

How are you managing in the swamp?

Dr. Jim Sellner: link

Subject: Management Training

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