Our Management Training Seminars

By introducing our Management Training Seminars 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 seminars. 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 seminars please contact us.

As a part of our management training seminars, 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 Seminars:
Management and Leadership - How Involved Are You?

In the beginning it's all hands to the pump. You probably start off with a few staffers. Sometimes it's just you and maybe one other who has a dream to create a product or a service. You go through the usual pain of finding that initial funding, that elusive investor that will help your dream come true. Like most entrepreneurs you work slavishly at getting your business off the ground. Twenty four hours a day, always connected to e-mail and your mobile phone.

Then the excitement of your first client, your first sale. And your business is off and running. It's starting to grow. And it grows and grows. That growth is good news. When you have so much to do and not enough staff to do it, it's a nice problem to have. We would all love to have business growing pains. But be careful. That growth can kill your business. Growth without control, without management and leadership will result in chaos.

And so you hire staff, and then you hire management to manage those staff. You are now creating an organizational structure. Levels within the organization that have responsibility to you and the organization for performance and results.

The issue comes when you don't step out of your comfort zone. Don't step away from what you know best. The service, the product you've created.

Do you micro manage? Do you delegate tasks and responsibilities? Do you trust your workforce?

Micromanagement is a business style whereby you constantly check and manage those tasks as-signed to your staff. It's not a particularly healthy style of management. It inhibits development growth of your people. It makes them nervous and uneasy. Like someone is constantly watching over them. A lot of small business and new business owner’s micromanage. They started the business, most often on their own or maybe with a small team. And in those early days as the business grew they had to do everything. They were involved in all aspects of the business.

If you know or like the TV series Star Trek, you'll understand this. If not, I hope you get the picture anyway.

Captain Kirk, who commands an entire Star ship of some 1000 people can only do so from the captain's chair on the bridge. But yet I often see Captain Kirk down below in the engine room watching what the Chief Engineer, Scotty, is doing. You can't tell Scotty what to do with dilithium crystals (Google it). He knows because he's the chief engineer. He's there because you gave him that trust. You hired him because he's a subject matter expert in engineering. So why are you in the engine room? Because you feel comfortable down there. It's your ship. It's easier to keep close to what you know than it is to lead people. To lead an organization. But lead it you must.

An organization that's growing needs direction, strategy and leadership. When you employ a management team, you must empower them to manage. Give them responsibility and authority for the results of their team. In our Star Trek example, Captain Kirk needs to know if there are any engine problems. He needs to know how the engines perform. He doesn't need to be involved with the doing, with running the engine room. It's not easy being a leader of people. You can have a natural ability or you can teach yourself. Through books, seminars, learning.

Another thing to bear in mind is that as you grow your business, surround yourself with great people. Don't be scared of other people's intelligence and skill. Everyone has something to contribute. You started the business from nothing. You can't know it all. So when you hire management, hire those that know. That's the only way for your skill and knowledge and ultimately your leadership ability to develop.

If you run a mining company, you can't be at the coal face with the crew digging the coal. You need to be up above leading the crew in the direction the tunnel should be going.

And here's something else. The staff don't expect to see you at the front end. They are there to do a job. And they expect you to do yours, which is lead them. Having said that, don't lock yourself away in your ivory tower and never come out.! You see it's not an easy role. You need to find a balance.

Everyone needs someone to look up to. When I was a region director, I had full autonomy to manage the region. I was a big boy!. Didn't need handholding. As you'd expect that that level of management anyway. But I did want to look up to my boss. Everyone needs to respect and learn from their boss. This won't be bestowed upon you if you don't step back from the day to day management, let you managers, run their departments and stay focused on leading the organization.

So how do you step back.?

First stage is to decide on exactly what you need to know from your teams in order to know your business. By stepping back, you are not abandoning the business. Quite the opposite. You must know what's going on. But the difference is in being a leader; you act on information about the business. Your management team provide that information and are measured by it.

Rob Lyons: link

Subject: Management and Leadership

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