Management Seminars:

 

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:
Transforming Leadership and Management Courses - Talent Retention Risks

I Didn't Sign Up For This! When you hear your critical talent saying this, pay attention. It's a common complaint from those recently hired or promoted into a management role. Their mandate is to change things quickly - speed of execution, and bring others along. They hit the ground running and do well at inspiring support yet get stopped by one executive's actions or inaction. Whenever management behavior is causing key talent to tread water or sink, you have a retention risk on your hands. It is a signal best not ignored.

Talent Management is a young and evolving process. Combined with the speed of industry, economic and technology changes, you could easily find yourself way behind the competition rather than ahead of them. Some leaders still view talent management as a cost versus an investment. This mindset affects priorities, resources and the way that critical talent and the projects they work on are regarded.

The process of creating a talent management strategy has been instrumental in shifting leaders' mindsets to see their people as a competitive advantage. Leaders used management systems thinking to identify who was essential to keep existing business and drive new business. This created discussions forcing executives to work through differences of opinion regarding an individual's value and contribution.

By using the business strategy as a stake in the ground, it helped shift management selection criteria from preferred stars to critical contributors. Some leaders view this as a significant improvement while others see it as an erosion of their power.

A VP of operations, participating in cross functional meetings, heard rumors of discontent. Listening to middle management describe instances of half hearted commitment from another leader gave useful clues. The VP was able to identify which leader was flexing muscle to protect the past versus engaging in true problem solving. The VP engaged colleagues in gaining this leader's buy in so the teams could get on with their priority projects.

Change begins within the executive mindset and extends through their ability to influence outcomes in multiple ways. It takes courage to lead in new ways yet without it resilience, innovation and employee engagement will not happen. Whenever you hear, I didn't sign up for this, and then it's a distinct possibility that the behavior of a leader may be creating retention risks within your key management talent. It's hardly what you would expect to be happening.

Judi Walsh: link

Subject: Leadership and Management Courses

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