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:
Management Course: Managing People is Like Marriage... Or Golf... Or Sex

Henry Mintzberg, for the last 30 years has been asking new managers and supervisors the following question:

"What happened the day you became a manager or supervisor?"

The almost universal response has been puzzled looks, often shrugs, "I dunno?"or comments like "Nothing, really."

Companies' general approach to new managers is, like how people approach marriage, golf or sex, "figure it out for yourself."

Yesterday people were making things, selling stuff or programming software. Today, because they are "nice" people and technically competent, they get promoted.

So what's that got to do with marriage, golf or sex?

People get married with very little instruction about how to have a long-term intimate relationship.

There is zero training on how to raise kids, let alone how to make a marriage work with children in the picture.

No one ever takes a course on how to get long with the in-laws and outlaws. Everyone just complains about them.

So, the divorce rate ranges between 40-50%.

No one gets an annual performance management review on their marriage, (actually most managers don't get adequate performance reviews either) so we don't know how well people are doing who stay together. My experience, having counselled about 1000 couples over a 30-year period is - most husbands and wives are not high performers of marriage.

Like married couples, managers get little, or no, training on how to manage people. Research from Harvard Business School indicates that most managers perform at about a 40-50% proficiency level. Other research tells us people quit their jobs because of their manager was doing a bad job.

Now to golf.

The average golfer fires in the 109 strokes, plus, range over 18 holes.

Most golfers do not take lessons to improve their game but prefer to buy "Big Bertha Clubs" or weird and wonderful putters that are supposed to improve ones' game. Those things don't work.

Managers are like golfers. They are not very good at what they do. They complain about the people they have to manage, like golfers outrage over their balls, clubs or the wind. Managers look to, or are sent to, various quick fix courses to deal with their incompetencies. They don't work.

And, like golfers, managers think they're better than really are - in spite of the evidence to the contrary.

The difference between golfers and managers is that managers can more easily fool themselves about their management skills because of the vagaries of the human factors.

Managers are in complete denial about the fact that people behave pretty close to how the manager teaches them to behave. This fact, most managers protest with outrageous indignation. A golfer cannot deny (although most do) that where their balls land is exactly where s/he hit them! It is simply the law of physics!

Now to sex and management.

Managers manage people in much the same way that people have sex. They assume that what is good for the "giver" is good for the recipient. And the recipient should like the delivery method and be appreciative of the efforts.

Most managers, like lovers, are shocked when they learn how much the recipients (direct reports) of their managerial behaviours do not like what is being done to them.

So, managers, husbands, wives, golfers and lovers operate in the same plane of studied denial and as a result share the same levels of frustration, cynicism and failure.

Only when we accept that we are living in the room for improvement will our behaviours change -- should we choose to take the assignment!

Dr. Jim Sellner: link

Subject: Management Course

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