Our Management Training Workshops

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 workshops. 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 workshops please contact us.

As a part of our management training workshops, 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:
Building Trust In The Workplace with Management Training

Employees who trust their senior management bring back 108% value to their share holders. On the other hand, employees who do not trust their senior executives only bring 66% back to their share holders. Once again, the numbers show that organizations can boost their profits through their people. How? Build trust.

I use an exercise with many of my management training clients in which we come to consensus on the three top values of people in the room. I've done this task hundreds of times and always, always; integrity is picked, and listed first. Keep your word if you want to keep your employees.

With all the events of recent history, we understand how important trust is; but have you ever made a connection between trust and profits? The statistics show that creating a genuine and trusting environment will impact your bottom line!

Here are five behaviors to build trust in your workplace.

Five Trust Building Behaviors

Promise only when you are positive
When you don't have an answer, say so... then get one!
Tell the truth, as much as you can, as fast as you can
Don't say one thing and mean another - be it!
When you ask for feedback, circle back.

Promise only when you are positive. This one comes from Rudy Giuliani's book, Leadership: Don't make promises unless you know you can do it. Mr. Giuliani states "this rule sounds so obvious that I wouldn't mention it unless I saw leaders break it on a regular basis". He shares the pressure he felt, after the World Trade Center attacks, to tell the country when the airlines would be operational once again. The motives were good - reassure the people that life would get back to normal very soon. However, he resisted the desire to pacify the press until he knew that what he said would actually happen. We, too, need to resist the impulse when pressed for information to release an inaccurate response.

When you don't have an answer, say so. And then find one. Perhaps this is another obvious behavior. I believe that lack of confidence is the main culprit when we guess, or fake, an answer rather than admit we do not know. In today's workplace, fear of being perceived as inadequate is understandable. We want to be known as the 'go to' person. Believe me, no one is going to 'go to' you if you give unreliable answers rather than admitting you don't know. Build trust. Go get that answer. Follow through. Then you'll be the go to person.

Tell the truth as much as you can and as fast as you can. Due to your leadership position, you might not be able to tell folks everything. Say as much as you can. Deliver the information, even if the statement is "I won't know until tomorrow". Let employees know you are concerned about informing them. This step is half the battle. Then, as soon as you know something, inform rapidly. The longer you wait to communicate, the more time fear has to creep in and fill in the communication void with rumors.

Don't say one thing and mean another. Be it. Walk the talk. Do what you tell others to do. It is very important that you live the values you are articulating, because people can see right through it when you don't. Sometimes you plan to walk the talk, yet processes or systems within the organization undermine your intentions. Check your written management policies to ensure they comply with the values you set forth. Don't allow antiquated or unexamined procedures to erode trust in your workplace.

When you ask for feedback, circle back. If you aren't going to tell me what you did with my feedback, then don't bother asking me. Please! It is very discouraging to be given the impression that your thoughts count, only to find they have disappeared into a giant management black hole. Circle back at the next meeting. Or, generate an e-mail to let folks know the results of the feedback session. People can accept that their idea was not implemented. It is more important to know that the idea was understood and considered.

Deb Clifford: http://www.inspiredpeople.com/

Subject: Management Training

More Management Training Tips