Organizations are running leaner and meaner than ever before. As a consequence, they are calling on managers to be cross-trained in functional areas beyond their original area of specialization. The new breed of manager must not only be able to lead and motivate, but must be competent, confident and flexible enough to interact in virtually all facets of the business.
New managers have to learn how to reconcile the sometimes-clashing needs of front line staff and the needs of management to do more with less. This can be particularly difficult if some of their team members are former friends and peers.
This program will cover all the basic skills needed to improve performance. Putting the skills into practice will enable participants to accrue respect and confidence from the boss, peers and staff.
WHO SHOULD ATTEND
Managers with 5 or less years of management experience.
LENGTH OF PROGRAM
2-4 days depending on the number of modules selected.
At the end of this workshop, participants will:
- Understand the role of management in today’s challenging environment;
- Deal with the conflicting needs of management, peers and employees;
- Foster accountability for teams and individual goals;
- Identify and recognize superior performance;
- Deal assertively with poor performance;
- Counsel employees who seem unwilling to give their best;
- Build effective teamwork;
- Know when to involve the team and when to make decisions on their own;
- Run short, effective formal and informal meetings;
- Guide a team through a step-by-step process of problem solving;
- Delegate effectively;
- Learn how to train people on the job;
- Handling complaints effectively;
- Gain commitment to change through employee engagement;
- Manage conflict effectively.
Managing in an environment of huge change.
- The purpose of organizations.
- Organizations of the future.
- The nature and challenge of change.
- Your organization’s vision, mission and values and the impact on you.
- Key ingredients for success.
- Evaluation of your organization’s strengths and weaknesses.
- The changing role of supervisors.
- The nature of people in the workplace.
- The challenge and benefits of working in a multicultural environment.
- How employee expectations are changing.
- Theories of motivation compared.
- The impact of expectations on performance.
- Basic communication skills that will motivate people.
The basics of supervision
- Your legal and moral responsibility for health and safety.
- Harassment in the workplace.
- Balancing the needs of the organization with those of your team.
- The 5 S program: keeping your workplace clean, safe and organized.
Leadership that turns people on (unlike the boss who turns people off)!
- The difference between managing and leading.
- How to earn the respect of your people.
- The impact of your expectations on the performance of your people.
- Evaluation of your leadership “style”: your strengths and weaknesses.
- How to benefit from adjusting your style to the situation and employee.
Key coaching skills
- The importance of goal setting.
- How to set S.M.A.R.T. goals.
- How to recognize team members whose performance exceeds expectations.
- What to do when performance is below expectations: how to run an effective coaching session.
- How to give constructive feedback: the 10 Golden Rules
- The difference between coaching and discipline.
The art of delegation
- How and when to monitor performance.
- The pitfalls of "helicopter" management
- What you can and what you should not delegate.
- The 5 steps to delegating successfully.
- Identifying your high performer - 5 criteria of a winner.
Training people for results
- How to develop a training plan.
- Self-directed and conventional training compared.
- Matching your training with the learning style of your associate.
- Training on the shop floor: the 6 key steps to ensure success.
- How to create a work environment that fosters cooperation and mutual support.
- How to motivate the team.
- The importance and value of diversity.
- When a team will perform better than its members?
- When people do better than the team.
- 4 key ingredients to build a high performing team.
- The 4 stages of team development.
- Evaluation of your team’s effectiveness.
- 6 signs that your team’s morale is deteriorating.
- 3 strategies to improve morale.
Problem solving and decision making
- Organizing to become a high performing team.
- When to involve the team and when to allow one person to solve a problem.
- A 5-step roadmap for effective problem solving.
- Reaching a consensus quickly.
- Action planning.
Teamwork and meetings
- 3 secrets of the world’s best facilitators.
- How to cut meeting times in half.
- Meetings on the shop floor.
- Knowing when to involve your people or when to simply keep them informed.
- Good and bad conflict.
- 5 strategies to deal with conflict – knowing your own style.
- Picking the best approach.
- Resolving differences one-on-one.
- Mediation of a conflict between peers.
- Conflict prevention — 10 strategies that work. Dealing with differences of opinion professionally.
Dealing with complaints
- See complaints in a positive light.
- Deal with complaints assertively.
- Avoid procrastinating on unpleasant issues.
- Delegate issues back to team members when they should be taking ownership.
- Recognizing legitimate complaints.
- The Serenity Prayer and its application to complaint handling.
- A 5-step process to deal with complaints.
- The importance of ownership.
- Principles and practice of counseling.
- The key to dealing with complaints: listening.
- Responding to non-verbal behaviour.
- Four strategies to dealing with anger and other irrational behaviour.
- The Pareto Principle: a system for prioritizing issues.
- Organizing to get things done: action boards in the workplace.