Management and Employee Training

Self Awareness

• The Attitude Opportunity
• Emotional Intelligence
• Resolving Conflict
• Working Effectively with Others

Effective Management

• Conducting Effective Meetings
• Managing Your Time
• Decision Making
• Problem Solving
• Receiving Assignments

Communications

• Communications:  The Foundation of Success
• Making Effective Presentations
• Listening Effectiveness
• Assertiveness
• Networking and Relationship Building

Change Management

• Managing Change
• Moving from Criticism to Feedback

The Attitude Opportunity

Designed to help employees do two things. First, accept responsibility for their attitude problems and see them as opportunities for improvement. Second, give them specific suggestions on how to make the transition from an attitude problem to an attitude opportunity.

Learning objectives

• Write a description of an attitude problem in themselves or others.
• Analyze the causes of attitude opportunities
• Select solutions for specific attitude opportunities
• Develop plans to monitor progress toward changing attitudes
• Determine reward systems for positive changes

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Conducting Effective Meetings

Most employees have had different levels of success in meeting and working with others. In this course participants learn how to use basic skills for dealing empathetically with others. Then they discover how to use basic skills for obtaining consensus in meetings with others. Last, they learn how to perform basic group skills including those of group leader, recorder, facilitator and group member.

Learning objectives

• Show and use four basic skills that build empathy
• Describe the roles and responsibilities of the group leader, the observer, the facilitator, the recorder
• Define consensus and consensus management
• Define power voting
• Demonstrate a five-step process for managing successful meetings

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Decision Making

The inability to make appropriate decisions can have costly consequences. This course will teach your leaders to determine the difference between "must" and "want" objectives, to develop objectives, create alternatives, evaluate risk, and to arrive at balanced decisions. In addition, participants learn to analyze potential problems resulting from their decisions and to develop contingency plans to deal with them.

Learning objectives

• Discuss the importance of visibility in making better decisions.
• Write an open decision statement.
• Determine the difference between "must" and "want" objectives.
• Develop objectives, create alternatives, evaluate risk, and arrive at balanced decisions.
• Analyze potential problems and develop contingency plans.

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Making Effective Presentations

People make presentations every day. Sometimes these presentations take place in a formal setting with podiums, projectors, and pie charts. At other times, you use presentation skills in informal settings as you talk on the phone, participate in meetings, or give routine progress reports. The presentations they make influence how their leaders, peers, or clients perceive them. Being able to express them effectively is a crucial factor for their success in the workplace. This training module will teach presentations skills, strengthen their existing skills, and build confidence in their ability to make effective presentations.

Learning objectives

• Plan and write any of the five types of presentations.
• Use the five steps in preparing for a presentation.
• Use techniques to control nervousness.
• Use body language productively.
• Grab and hold an audience's attention.
• Avoid mistakes preparing and using audiovisual aids.
• Handle problem participants.
• Ask their audience questions, answer questions, and handle loaded questions.
• Give a ten-minute presentation using audiovisual aids and good presentation skills.

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Managing Change

Change is a fact of life in most successful organizations today. Changes in leadership, new performance appraisals, new customers, and new processes and many other situations contribute to the need to develop change management skills. Poorly managed change can directly impact morale and productivity. This course teaches leaders to effectively manage the effects of change on their work groups.

Learning objectives

• List common feelings and reactions brought about by a change experience.
• Discuss the effects of change on the individual supervisor and the employee.
• Describe how personal issues outside the workplace impact organizational change.
• Determine the difference between organizational benefits and employee benefits.
• List organizational costs if change is not successfully managed.
• Communicate change to employees using a step-by-step approach.
• Follow-up and monitor the effects of change.

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Managing Your Time

Time management is really self-management. We all face the daily dilemma: "too much to do and not enough time to do it." Time, not activities, is the limiting factor. We must make tough choices about what to do and what not to do.

This program will utilize small group involvement to help participants assess their use of time. Participants will learn skills and techniques for making changes in how they use their time in order to be more productive and enjoy life more.

Learning objectives

• Discuss how your are currently spending your time
• Describe areas you are managing well and those you may want to focus on
• Explain the importance of attitudes, values and habits in time management
• Describe how to set goals and priorities
• Discuss the tools of analyzing, planning and scheduling
• Explain how to handle interruptions
• Describe how to plan productive meetings
• Discuss streamlining paperwork and delegating
• Describe how to handle procrastination and time wasters

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Moving From Criticism to Feedback

Criticism is a fact of life. How we deal with criticism, in both giving and receiving has a lot of impact on our success on the job. This workshop focuses first on turning criticism into constructive feedback by using a six-step model. It also teaches the participants how to receive criticism from others without becoming defensive.

Learning objectives

• Define the difference between judgment and description feedback.
• Use a six-step model for giving feedback
• Identify their personal strengths and related weaknesses
• Use a six-step model for turning criticism into feedback.

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Problem Solving

Some leaders seem to have natural ability to-solve-problems, while others with the same intelligence and experience tend to apply the "right" decision to the "wrong" problem. This course is designed to develop knowledge and skills in solving problems. Logical methods are employed to teach the management processes of situation analysis and problem solving. This course uses real cases to ensure incorporation of skills and supplies instruments designed to aid application on the job. The intent of this workshop is to develop problem-solving skills that leaders can use to deal with their own situations, and does not attempt to teach leaders how to interact with employee's ideas.

Learning objectives

• Describe the levels of awareness involved in solving problems.
• Discuss the importance of visibility in achieving more effective results when solving problems.
• Use a situation analysis to resolve general areas of concern.
• Define a problem specifically and arrive at causes by examining symptoms.

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Receiving Assignments

Participants are taught how to receive a work assignment from their leader. They will learn how to obtain their task objective, ask for needed details, determine resources available, analyze constraints, ask for training, offer suggestions and establish performance measure for themselves.

Learning objectives

• Accept responsibility for their part in obtaining the information needed to successfully complete the assigned work
• Ask their leaders for the task objective
• Ask for additional information needed to do the assigned work
• Ask for additional resources if needed
• Discuss with their leader existing constraints in doing the assigned work
• Establish performance measures with their leaders
• Establish follow up procedures

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Resolving Conflict

Conflict is a natural and desirable aspect of working in teams. Managing conflict is an essential leadership skill. Participants in this course will develop the skills necessary to identify sources of conflict, to identify their preferred style for managing conflict, to identify situations that it is appropriate to flex their preferred style, and to use a process for working through team differences. The course includes the Conflict Style Inventory by Dr. Sashkin that allows attendees to gain insight into their own conflict management styles.

Learning objectives

• Identify four major sources of conflict
• Recognize how you and your team typically manage conflict
• Identify when it's appropriate to flex your conflict management style in order to achieve positive results
• Use a structured process for managing conflict

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Working Effectively with Others

This program examines two important areas in how employees work together: 1) examining individual behaviors, and, 2) understanding interaction roles. Individual behaviors have to do with the employee's personal characteristics like honesty, responsibility, and consideration for others the personal quality of their interactions with others. Interaction roles are the ways that employees interact with others on their work teams. For example, they give and receive compliments, and they confront others and are confronted by others. Interaction roles have to do with the skills that employees use as they work together.

Learning objectives

• Survey co-workers to obtain feedback on how they are seen by others.
• Use a five-step model to confront others.
• Use a three-step model in receiving positive feedback from others.
• Provide positive feedback to others using a three-step model.
• Instruct co-workers in a new task using a seven-step model.
• Enhance their own ability to learn new tasks using a seven-step model.
• Be more persuasive with others by using a five-step model.

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