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During
these uncertain times, it often makes sense to promote from within instead of
hiring from the outside. Often organizations promote an individual because of
his or her outstanding technical skills into a supervisory or management role.
Sometimes
this change is made easily and without difficulty.
The individual may have an innate ability to effectively lead and manage
others. More often this transition
is not as smooth as organizations hoped. A
lack of management and leadership skills can result in slumps in productivity,
morale and other business initiatives. This
program is designed to give these supervisors and managers the skills they need
to effectively make the transition from doing to leading.
Program
Objectives
Participants will:
-
Explore
ways to make the transition from doing the work to managing people.
-
Discover
methods for effectively managing peers.
-
Review
the essentials of managing – performance appraisals, goal setting and
coaching.
-
Gain
an understanding of the interpersonal skills necessary to succeed in their
positions as supervisors and coaches.
-
Learn
how to maximize their effectiveness as a supervisor through the development of
their communication skills.
-
Learn
how to get the most out of those that work for and with them.
Understand
the importance of and practice such skills as coaching, listening, dealing
with conflict, giving constructive criticism, problem solving and the art
of persuasion.
Learn
ways to effectively manage their time investments.
Course Outline
Making
the Transition from Doing to Leading
The
Essentials of Managing
A
Human Relations Style
-
Styles
of behaving toward others
-
The
aggressive, passive and human relations styles
-
The
behavioral style continuum
-
Small
group exercises: Identifying styles
Creating
a Positive Work Environment
-
Three
lessons about positive actions
-
Why
employees don’t praise each other at work
-
Giving
praise to employees
-
Videotaped
role play exercise: practice, taping, feedback
Listening
for Effectiveness
-
Characteristics
of poor listeners
-
Poor
listening habits
-
Barriers
to listening
-
Techniques
to overcome listening barriers
-
Three
rules for listening
-
Showing
understanding
-
Small
group exercises: Changing listening habits
Dealing
with Conflict and Criticism
-
Two
skills for taking criticism from others
-
Absorbing
criticism
-
Examples
of “Fogging”
-
Clarifying
criticism
-
Videotaped
role play exercise: practice, taping, feedback
-
Typical
reactions when employees are criticized
-
What
is criticism?
-
The
Problem Solving Style instead of Criticism
-
Videotaped
role play exercise: practice, taping, feedback
Planning
Your Time Investments
-
Identifying
how you spend your time
-
Identifying
how you should spend your time
-
Reviewing
your manager’s feedback
-
Identifying
time wasters
-
How
to manage your time wasters
-
Identifying
good time investments
-
How
to better invest your time
-
Practical
Time Management and Priority Tools
-
Finalizing
your Priority Plan
-
Planning
a Priority Plan discussion with
your manager
Program Format – 3 Days
This
course is not a theoretical course -- it is built around practical skills that
make the difference between effective and dysfunctional work groups.
In teaching each skill, we present the learning point, illustrate its
advantages and give examples of demonstrations.
Each participant then practices and gains confidence in using the skills. We use videotaped role-play, exercises and case studies to
give participants “hands-on” skills practice.
Participants receive instructor and peer feedback and develop a plan for
on-the-job reinforcement of the skills. The
maximum class size is 20 participants. The optimum class size is 12-16.
© 2004 Cornelius & Associates |
