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:
Management Class: How to Be a Change Agent

Managers wanting to effect change need to ask difficult questions of themselves before they set out to "shake things up" for others.

Question #1 - What is the employees' perspective? To mobilize a work force to transform itself, leaders must know what people in the organization are thinking, must encourage them to articulate their points of view and their concerns, and must be ready to respond to them sincerely.

Question #2 - Did you "set the stage" for change? Leaders must encourage employees to join a constant questioning of the prevailing business assumptions -- and to be ready to act upon new opportunities early in the game to maintain a competitive advantage.

Question #3 - Are you tracking employee perceptions throughout the change? George Bernard Shaw once said that the problem with communication is "the illusion that it has been accomplished." When it comes to communicating change, management must be especially careful not to suffer that illusion.

Question #4 - Are you giving honest answers to tough questions? In the light of economic realities that offer little in the way of job security, employees must be able to rely on their management to give them honest information that will allow them to make informed choices about their own jobs, careers and futures.

Question #5 - Can you answer the most important question: What's in it for them? The question I hear most often about change is "What's in it for me?"

Question #6 - Is your communication "behavior-based?" For today's skeptical employee audience, rhetoric without action quickly disintegrates into empty slogans and company propaganda. In the words of Sue Swenson, president of Leap Wireless, "What you do in the hallway is more powerful than anything you say in the meeting room."

Question #7 - Is it your vision or our vision? If the vision belongs only to top management, it will never be an effective force for transformation. The power of a vision comes truly into play only when the employees themselves have had some part in its creation.

Question #8 - Can you paint the little picture? Vision is the big picture and it is crucial to the success of the enterprise. But along with the big picture, people also need the little picture

Question #9 - Are you emotionally literate? Large-scale organizational change almost invariably triggers the same sequence of reactions: denial, negativity, a choice point, tentative acceptance, commitment. Management can either facilitate this emotional process, or ignore it at the peril of the transformation effort.

Question #10 - Do you know what shouldn't change? The greatest challenge for management is to know the difference between what has to be preserved and what needs to be changed.

Carol Kinsey Goman, PhD: link

Subject: Management Class

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