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

 

I don't want a confrontation.

How many of us think this when preparing for a conversation? How many times do you avoid a conversation completely because you think it is going to be confrontational? As business leaders and managers we can't afford to allow the anticipation of conflict to prevent us from taking action.

When we fail to engage in a potentially difficult conversation we shift power and control. It's as if we've turned the steering wheel over to the other person and they are now driving the bus.

Example 1:

You have a large client who is slow to pay. You really can't afford to wait 60-90 days for payment; you have staff, not to mention vendors and bills. It's an uncomfortable topic and because of the revenue you realize from this client you are afraid to approach the subject.

Who is in control of your business at this point?

Example 2:

You have an employee who comes in late almost every day and takes a long lunch. It's making you angry but you just know that if you talk to her it will be a difficult conversation. So you avoid the conversation AND the employee.

Who is in control of your business at this point?

These examples illustrate how easy it is to give control of your company to others. And how dangerous that is. When your clients are in control you are at their mercy. You have done the work for them and lived up to your end of the bargain. They are now in control of what happens from here. Can you afford this for very long?

You need to know how your company operates and why. Then you have to stick to your guns. When your reasons are sound - not arbitrary - you'll remember them; they'll make sense and you should be able to speak to them - without fear or emotion.

When an employee is in control you are in real danger. You run the risk of losing the good people - the people who understand and follow the rules. You also lose the right and ability to enforce the rules with others. You lose control of how productive and successful your business can be. Is that what you really want?

So, how do you overcome the fear of confrontation, the discomfort with conflict?

1. Remind yourself of your goals and processes. They matter, don't they?

2. Remind yourself of why you need things a certain way. There is a reason, isn't there?

3. Ask yourself what you'd want to achieve from a conversation with the offender. What is your intention? Is it reasonable? Is it integral to the success of your business?

4. How can you frame your discussion to highlight your intention?

In Example 1 your intention would be to get your client to pay you within 30 days. Why? So you aren't paying finance charges but can pay your employees and creditors on time. This will help you keep your prices low and remain competitive and viable. *Are any of these things unreasonable? Unpleasant? Of value to your client as well? (No/No/Yes) Frame your discussion in a way that your client will see the value of paying on time.

In Example 2 your intention would be to get the work done in the most time effective - and therefore, cost effective - way. Why? So you are meeting your client's expectation, billing in a timely fashion, handling the maximum number of projects or sales, and having money available for raises and growth. *Are any of these things unreasonable? Unpleasant? Of value to your client as well? (No/No/Yes) Frame your discussion in a way that your employee will see the value of coming to work on time and taking an appropriate lunch break.

If you approach the conversation from a position of intention - and positive outcome for everyone involved - instead of from an expectation of discomfort, it will be easier and more productive.

The mistake we make is letting our expectations override our intentions. Focus on your intentions and you will communicate more often and more effectively - a win for everyone.