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 Courses - Your Employee is Your Most Important Customer

The South Florida market is comprised of many small- to medium-sized "service" businesses. I look at these organizations and wonder if they are a product of their product. To be truly successful, a business really has to serve two customer bases. The customer base most focused on by management is typically the revenue-generating one. However, considering cause and effect, the internal customer (the employee) should be on at least an equal footing with the external customer. This leads me to a question to those of you who lead or manage people:

If you considered the people that worked for you as your largest and most important customers, would you behave or see them any differently than you do today?

For those in management who have a tendency to lean on authority to motivate their employees, let me give you something to think about. Reporting to you on a daily basis means that we have a customer relationship. I say this because if I do not keep you satisfied you are going to help me move my career in a new direction. However, if I am not satisfied with you, I have two options. I can resign or go on silent strike. If I choose the latter, I will give you only the minimum level of performance necessary to keep my job, but you are never going to be able to get spectacular results from me. While this is scary for any business, it can be devastating in a service business.

Let us consider internal customers from three different perspectives: external customer, other internal customers, and bottom-line impact. From the external customer standpoint, they are going to be most comfortable dealing with familiar faces that know exactly what, when, where, and how they like to receive their service. Given that most of us are creatures of habit and routine, every time that routine is broken I believe you put your customer relationship at risk.

From the other internal customer standpoint, things work the same way. The longer people work together, the more familiar and comfortable things get. We really can build a strong enduring team as long as we do not get complacent and employ proper leadership and management techniques. However, the rules change dramatically every time someone leaves or someone new is introduced to the team. Look what happened when Shaquille O'Neal left the Los Angeles Lakers or when Michael Jordan left the Bulls. Even if things do not get that dire, it is likely that morale will decline as people have to take on extra workload. If it goes on long enough you can rest assured that the external customers are going to see quality, service, and customer satisfaction decline.

Let us not forget about the bottom-line impact of internal customers. I have read all kinds of statistics that range as high as 25-times-salary for turnover of a key management position. While I cannot validate that number, I can point out that you will potentially incur recruiting costs, lost sales, overtime pay, and other costs as a result of employee turnover. This has to add up to a minimum of 3-times-salary. On the upside, think about the results accomplished by your most highly motivated employees, particularly with regard to attracting, servicing, and keeping internal and external customers. Keeping these individuals gives your business a tremendous competitive advantage.

Consider your internal organization as your best and most important customer and ask yourself the following questions:

• What is my strategy for customer retention?
• How well do we communicate "with" employees rather than "at" employees?
• What is our interdepartmental strategy?
• Does it take an act of Congress to get something done around here or are we fast on our feet?
• How are we going to identify and nurture talent?
• How do we create career opportunity even though we are a small business?
• What types of leadership, management, and customer service development do you offer your people on an ongoing basis?

The decision is up to you! Find and polish your gems today, or spend lots of your organization's valuable time and money salvaging and finding new internal and external customers.

Howard Shore: link

Subject: Management Courses

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