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:
Management Workshops Guidelines For Managing Older Employees

Who are these "older" employees?

Zoomers - people who are 50 - 60 years old.

Wal-Mart, McDonalds and Home instead hire these people. They are in the latter phase of their working life looking to find some security, meaning and respect for their years of experience.

Super Zoomers - men and women who are 60 plus years old.

I am, at 67 (2010) one of these people. We are -- by design, desire or necessity -- still involved in working in a career or job. We obviously have many years of experience in the workforce. We have some challenges being in the work world on a day-to-day basis. We are looking to be seen as a valued part of an organization. We want to have relationships that we can enjoy and find meaning in our life. We are in the final phase of our work life. We want to be challenged, but not so much that we feel overly tired and stressed out.

5 guidelines for management of "older" employees:

1. Our bodies are often challenged to do all things that are required. Often we just hurt. We may be energetic and healthy but we can tire easily, or even unexpectedly. Sometimes by three o'clock in the afternoon after a mentally or physically challenging day we simply run out of gas. We need to pause to recharge our jets.

1. Management needs to be on the lookout for this afternoon slump and ask us to take a break. Most times 30 minutes will do it.

2. The mind of a Zoomer or Super Zoomer operates differently than younger people's minds. We can handle complexity and solve problems -- up to a point. If we are bombarded by too much information or stimulation our fuse blows, sort of. We can get frustrated and angry, then lash out at others.

1. Management needs to check in with older workers to find out if they are taking in the information. The best way for managers to do this is (a) ask the person to reflect back what s/he heard and understood and; (b) to ask the older worker to write down information or instructions.

3. Older workers' spirit -- our joie de vivre -- can sometimes be deflated if we are not respected or taken into consideration. We begin to doubt ourselves and then we lose our "gumption" to keep going.

1. Management needs to make sure older workers understand that we are still valued. Managers also must respectfully and helpfully challenge an older worker to stretch past her/his assumed limitations. Do not let the older worker use the "senior moment", "old fart" or "I'm too old" excuse to get out of doing what needs to be done.

A spirit re-ignited is a spirit re-energized.

4. Social media is a something most older workers do not understand very well. Some of us remember getting our first b&w TV with the snowy screen. Many decide not to understand it. It is in our best interest to develop a basic understanding of Social Media so we can use it to connect and remain relevant and valuable in the workforce. We will not be as social media adept as a millennial or Gen X but we can learn how to use it.

1. Management needs to help older workers understand the "Why" "What" and "How" of social media. Learning how to use these tools keeps one's mind sharper. Some research shows that it can be an antidote to Alzheimer's.

5. Please understand the context in which we grew up.

Super Zoomers were raised in the era of "Mad Men" (the TV show) in which workers were not respected, had to be watched, and men were men and women were glad of it. This new era of sexual openness and freedom makes our skin crawl. We often do not know what are appropriate behaviours between the sexes.

Zoomers - born between 1950 - 1960, in the golden era of "the world is my oyster, I am the pearl," have been smacked around by some pretty major negative experiences. Sometimes they have trouble picking themselves up, dusting themselves up and starting all over again." Many Zoomers assumed the "freedom 55" of early retirement.

1. Management must understand that they are managing people amid "Disruptive Demographics" in which the different generational contexts often, at best are not understood, and at worst -- clash.
2. A manager's job is to help the generations navigate and negotiate their differences.

A high level of emotional intelligence is required on the managers' part to facilitate people into understanding and respecting each other's context, contributions and challenges.

Dr. Jim Sellner: link

Subject: Management Workshops

More Management Training Tips