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 Training Courses - Are You Shooting Yourself In The Foot?

1. Management tends to play favorites.

One of the most destructive issues in company politics is favoritism. Deep resentment grows like a zit on your face people see that someone is getting ahead because the boss before, or knows him or her socially?

I once worked with a CEO who was adamant that people got promoted because of their performance. I said to him, "That's not what I hear!" I asked him to go to his people and ask the question,

"How do people get promoted around here?"

He was shocked to find out that people got ahead based on how much they jogged with the CEO.

Management often make the career de-railing mistake of promoting people he or she feels comfortable with and can trust rather than surrounding him/herself with the best people.

It's dangerous for a manager to promote "friendlies" or former colleagues, but we do it anyway. One reason is that top management is more isolated than most people in their organizations realize. We're vulnerable to and reliant on those we ask for advice, perspective, and emotional support.

This is why management makes the mistake of choosing people for our inner circle with whom we feel comfortable and whose skills and thought processes are familiar.

The price of this practice?

Lack of objectivity by a manager in assessing performance.

Being blind as to how the favored individual fits the culture of the organization.

Most dangerous? Filtering out crucial information that I, the manager, does not want to hear.

The paradoxical fix: Choose those people who will brutally confront and tear back the veil of ignorance. Close, trusted, courageous colleagues can be the best ones to do that.

2. Management stays beyond our usefulness.

Much management hates the reality of succession. It goes against our grain - we become legends in our own minds. It is really hard to separate ourselves from our work. We often wrap our identity in our job and title. This is tragic for management ho is approaching retirement.

We all fear losing our professional and personal significance. Finding and mentoring a successor is one of a manager's key tasks. It's probably the one most of us avoid because of our fear of impending, imagined insignificance.

The Fix: Develop successors. Position yourself to be a valued advisor who will be called on for wise, experienced insights even after retirement. The pay off for doing this is that you can still be seen as a valuable contributor while not having the responsibilities of delivering. You leave the tough work to others.

3. Managerial power is addictive.

Yes, good, effective, responsible management work hard. We carry lots of responsibilities, demands and tensions. We also hold a lot of power over people's lives because we can hire, promote, develop and fire people. A highly effective manager is both respected and feared by employees -- hopefully 80% respected, 20% feared.

We hold people's future in our hands -- and they know it.

Many management have little semblance of a work-life balance. Our physical, mental and spiritual health and family relationships often suffer. Our personal interests are generally limited to a narrow set of activities that feed our careers.

Being recognized and rewarded as a top manager means getting gobs of attention and perks. Highly effective management gets respect, credibility, and authority by virtue of our performance and position. We can assert their will over others to get things done. People march to the beat of our drum, not so much the other way around.

The fix: Get a life outside of work. This becomes more and more important as we age. We are likely to spend more time living after our careers end than we spent working at our jobs.

Get prepared early or suffer the slings and arrows of outrageous insignificance and emptiness. Are you ready, willing and able to live the next chapter of your life?

Dr. Jim Sellner: link

Subject: Management Training Courses

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