Effective Training Associates

Management & Leadership Courses

From management essentials to strengths-based leadership, courses provide critical skills for tomorrow’s leaders.

Explore Our Management & Leadership Courses

Coaching for Results
OVERVIEW:

Successful managers achieve their goals through effective coaching for performance, development and change. A coaching style of leadership involves a shift from telling to asking. It helps break the cycle of an employee depending on a manager for a solution. A coach encourages the individual to resolve an issue on their own through effective questions, listening, clarifying and giving feedback. This highly-interactive four-hour skills-based course, provides you with the tools, models and practice to have those meaningful conversations that lead to increased trust, motivation and productivity.

KEY TOPICS:
  • Define what coaching means
  • Describe the attributes of an effective coach
  • Recognize the difference between directing and coaching
  • Learn key coaching skills: questioning, listening, giving feedback and goal setting
  • Coach through asking powerful questions
  • Practice coaching skills through exercises and role plays
  • Describe the situation and approach to Coach for Performance
  • Coach for development using the GROW Model
  • Develop active listening techniques
  • Coach for positive and corrective feedback using the SBIC Model
  • Understand different mindsets during times of change
  • Role play coaching scenarios and providing feedback to participants
  • Create a personal Coaching Action Plan

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Communicating as a Manager

OVERVIEW:
Managing people demands a deep appreciation of different individual working styles and the flexibility to deal with those differences and optimize the outcome.

KEY TOPICS:
Knowing Your Working Style
  • Understanding why individual working styles are important
  • Defining what a working style is and what it is not
  • Identifying the working style that best describes you
  • Recognizing all four working styles’ strengths and blind spots
  • Demonstrating flexibility to get the best results
Communicating Effectively
  • Recognizing communication stoppers
  • Communicating starts with listening non-judgmentally
  • Balancing inquiry and advocacy
  • Seeking to understand others’ perspective and rationale
  • Asking open and close-ended questions
  • Articulating your viewpoint and rationale

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Delegating, Goal Setting and Engagement

OVERVIEW:
Whether you are a new or experienced manager, delegation is a critical management skill and is often challenging. This virtual training provides a proven five-step delegation process which helps align company goals to department, project, and individual goals, using the SMART model. This module also looks at employee motivation and provides ways to increase engagement at a deeper level.

KEY TOPICS:
Delegating for Results
  • Recognizing the challenges to delegation
  • Identifying and using a five-step delegation process
  • Assessing the employee’s ability and motivation
  • Applying the Freedom to Act model
Setting Clear Goals and Expectations
  • Communicating company goals
  • Aligning department, project and individual goals and expectations
  • Creating SMART goals to set clear performance expectations
  • Getting commitment, not just compliance
Engaging and Motivating Employees
  • Pinpointing the top five reasons why employees stay or leave
  • Analyzing the engagement level of you and your team
  • Identifying ways to engage and motivate employees to increase productivity

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Effective Mentoring Relationships

OVERVIEW:
Mentoring refers to a developmental relationship between a more experienced mentor and a less experienced partner, or mentee. Through regular interactions, the mentee relies on the mentor’s guidance to gain perspective and experience. Effective Mentoring Relationships has a profound impact on the development of individuals and impacts overall business results.

KEY TOPICS:
  • Define what mentoring is and what it is not
  • Identify the impact mentoring has on personal development and business results
  • Define the roles and responsibilities of both the mentor and mentee
  • Identify the three stages of the mentoring process
  • Develop a plan to guide the mentor and mentee relationship

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Giving Feedback and Having Difficult Conversations

OVERVIEW:
In this two-hour training, you learn a repeatable model to provide feedback that improves performance and enhances the relationship. Next, you will explore ways to approach difficult conversations to make them more productive and painless by practicing.

KEY TOPICS:
Giving Balanced Feedback
      • Identifying the three types of feedback and the impact on employees
      • Describing the best practices for giving effective feedback
      • Applying the SBIC feedback model for providing balanced feedback
      • Practicing how to deliver balanced feedback to a partner
Having Difficult Conversations
      • Connecting the dots from previous conversations
      • Assessing pros and cons of examples modeling difficult conversations
      • Dealing with employee reactions to feedback
      • Practicing difficult conversation scenarios

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Management Essentials

OVERVIEW:
The following four modules details ETA’s Management Essentials Series that prepare people for the skills on how management and leadership practices work together to be a highly effective manager.

KEY TOPICS:
1. TRANSITIONING TO MANAGER

Role of a Manager
  • Recognize the challenges of being promoted to a people manager
  • Shift required in mindset transitioning from IC to manage
  • Identify the key characteristics of a great manager and leader
The Balancing Act
  • Recognize the challenges in being a working manager
  • Balance manager and individual contributor responsibilities
  • Analyze your use of time to reach a balance
  • Learn the dos and don’ts of an effective transition
Managing Through Values
  • Understand why values are important as a manager
  • Define your personal leadership values and compare to your company values
  • Demonstrate your values through observable behavior
  • Manage and lead through values for which you want to be known
2. COMMUNICATING AS A MANAGER
Knowing Your Working Style
  • Understand why individual working styles are important
  • Define what a working style is and what it is not
  • Identify the working style that best describes you
  • Recognize all four working styles’ strengths and blind spots
  • Demonstrate flexibility to get the best results
Communicating Effectively
  • Avoid communication stoppers
  • Start conversations with listening non-judgmentally
  • Balance inquiry and advocacy
  • Seek first to understand others’ perspective and rationale
  • Ask open and close-ended questions
  • Articulate your viewpoint and rationale
3. DELEGATING, GOAL SETTING AND ENGAGEMENT
Delegating for Results
  • Recognize the challenges of delegation
  • Identify and use a five-step delegation process
  • Assess the employee’s ability and motivation
  • Apply the Freedom to Act model
Setting Clear Goals and Expectations
  • Communicate company strategy and goals
  • Align department, project and individual goals and expectations
  • Create SMART goals to set clear performance expectations
  • Get commitment, not just compliance
Engaging and Motivating Employees
  • Pinpoint the top five reasons why employees stay or leave
  • Analyze the engagement level of you and your team
  • Identify ways to engage and motivate employees to increase productivity
4. GIVING BALANCED FEEDBACK AND HAVING DIFFICULT CONVERSATIONS
Giving Balanced Feedback
  • Identify the three types of feedback and the impact on employees
  • Describe the best practices for giving effective feedback
  • Apply the SBIC feedback model to provide balanced feedback
  • Practice how to deliver balanced feedback to a partner
Having Difficult Conversations
  • Connect the dots from previous conversations
  • Assess pros and cons of examples modeling difficult conversations
  • Deal with employee reactions to feedback
  • Role-play difficult conversation scenarios

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Managing Remote Teams

OVERVIEW:
Mastering the art of leading remote teams is more important now than ever. This interactive webinar gives you the best practices to connect and communicate with remote employees to maintain engagement and productivity.

KEY TOPICS:
  • Assess the benefits and challenges of leading remote teams
  • Identify the four basic needs of virtual members on remote teams
  • Identify the key elements of successful 1:1s
  • Identify and leverage individual working styles to increase team synergy
  • Leverage virtual technology and virtual norms to enhance staff meetings

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Practicing Difficult Conversations

OVERVIEW:
Having difficult conversations with your employees is one of the most dauting tasks managers face. The least resistant path is avoidance which often allows problems to go on and escalates into something far more serious. This workshop gives a simple model to follow that allows participants to strategize, role play, and debrief tough conversations.

KEY TOPICS:
  • Difficult Conversation SBIC Model
  • Connecting the dots from past conversations
  • Identifying the facts: when, where, what, who
  • Describing the behavior: actions and words
  • Thinking through the impact on business, team, and others
  • Asking for commitment and next steps
  • Dealing with the employee reactions
  • Practicing “difficult conversations” scenarios

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Strengths-Based Leadership

OVERVIEW:
“While the world’s workplace has been going through extraordinary historic change, the practice of management has been stuck for more than 30 years. The practice management has fallen behind how people work, live and want to experience their lives.  We need to adapt” – Gallup, It’s the Manager: Moving from boss to coach

In order for organizations to be successful in the new world of work, managers need to change their cultures from old will to new will by incorporating the six major changes Gallup found in their 30+ years of research.

KEY TOPICS:
  • Identify the six major changes that organizations need to make in order to be successful with the current generations entering the world of work
  • Understand the business case for a “Strengths-based” approach to leading their people
  • Name their unique Clifton Strengths Talent Themes
  • Claim their Talent Themes by identify their Top Leadership Domain
  • Aim their Strengths by completing a Strengths Individual Development Plan
  • Identify the factors that drive an engaged workforce
  • Focus their team members through strengths-based conversations
  • Practice the “Quick Connect” conversation
  • Assess the Four C’s of creating a strength-based team culture (Connect, Communicate, Collaborate and Celebrate)
  • Create an Action Plan for ongoing team development
PREWORK: Completion and review of the Clifton Strengths Finder assessment (instructions will be sent ahead of time)

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Strengths-Based Teams

OVERVIEW:
Strengths-Based Teams aims to help team members discover, develop and use their unique talents for greater team engagement and productivity. When team members are aware of each other’s talents, they have a better understanding of how each person is inclined to think, act, and feel. Research by the Gallup Organization states that when teams and team leaders focus on strengths every day, they can achieve a 12.5% boost in productivity. When individual team members are encouraged to focus on their strengths, they are SIX TIMES more like to be engaged in their jobs.

KEY TOPICS:
  • Identify the conditions for a successful team culture through the Four C’s (Connect, Collaborate, Communicate and Celebrate
  • Name their Top 5 Signature themes and how they are currently being used in their work and team
  • Claim their talents and strengths and the strengths of their team members by looking at the Four Domains of Team Strength
  • Participate in a team activity that demonstrates the power of teaming through a strengths-based approach
  • Create an action plan to leverage the strengths of the team
PREWORK: Completion and review of the Clifton StrengthsFinder assessment (instructions will be sent ahead of time)

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The SLII® Experience: Developing Leaders

OVERVIEW:
SLII™ is the world’s most taught leadership model for developing employees and delegating appropriately. It is a language and strategy for providing the right amount of direction and support to improve performance, productivity, and accountability. To become effective as an SLII® leader, you must master three skills: Goal Setting, Diagnosing, and Matching.

KEY TOPICS:
Goal Setting – The First Skill of a SLII™ Leader
  • Communicate company strategy and goals
  • Align department, project, and individual goals and expectations
  • Create specific SMART goals to set clear performance expectations
  • Clarify employee’s area of responsibility and accountability
Diagnosing – The Second Skill of a SLII™ Leader
  • Analyze the four levels of development of direct reports
  • Assess employee’s competence level of knowledge and skill of the goal or task
  • Assess employee’s commitment level of motivation and confidence to perform the goal or task
Matching – The Third Skill of a SLII™ Leader
  • Identify the four leadership styles and the two components: direction and support
  • Understand the negative impact of over supervising or under supervising
  • Use the appropriate leadership style to provide individuals with what they need
SLII™ Skill Practice
  • Learn how to move forward and backward in the SLII™ model
  • Practice each of the four leadership styles
  • Develop skills in opening-up communication and having one-on-one conversations

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Thriving Through Change

OVERVIEW:
This class helps managers navigate ongoing changes and transitions with their employees. It covers the emotional and transitional components of change, that when handled well, will minimize the negative impact on productivity, customer satisfaction and employee morale. Through exercises, models and discussion, managers are equipped to understand the phases of change and build a culture of resilience within their team.

KEY TOPICS:
  • Leading through change – Exercise
  • Understand the difference between change and transition
  • Identify the phases of change using familiar models: Bill Bridges and Jerald Jellison’s J-Curve
  • Identify the emotional responses at each phase: denial, resistance, ambiguity, exploration, commitment – Exercise
  • Apply key leadership strategies to help individual team members move successfully through stages of change – Exercise
  • Build a culture of resilience based on current research and proven strategies

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Transitioning From Individual Contributor to Manager

OVERVIEW:
The transition from individual contributor to manager can be the most challenging shift of a career. Whether you’ve made this transition recently or have been a manager for a while, the role of manager requires an understanding of the role and challenges of a being a working manager including knowing how to lead by your values and align remote teams.

KEY TOPICS:
Role of a Manager
  • The challenges of being promoted to a people manager
  • The shift in mindset to manager and leader
  • Best and worst characteristics of a manager
  • Traits of a great manager
The Balancing Act
  • Challenges in being a working manager
  • Balancing manager and individual contributor responsibilities
  • Analyzing your use of time to reach a balance
  • The dos and don’ts of effective transition to manager
Leading Through Values
  • Why values are important as a manager
  • Defining your personal leadership values and compare to your company values
  • Demonstrating your values through observable behavior
  • Write your personal value statement
Know Your Communication Style
  • Why understanding individual working styles is important to you as a manager
  • Benefits of knowing the four different working styles
  • Gaining insight into your preferred styles of working and communicating
  • Knowing the strengths and drawbacks of your preferred working style
  • Recognizing the working styles of others
  • Demonstrating flexibility to get the best results
Communicate Effectively
  • Identify the four types of listening
  • Distinguish between inquiry and advocacy
  • Seek to understand others’ thinking and rationale
  • Ask open-ended questions to understand their viewpoint
  • Acknowledge the other person’s thoughts and feelings
  • Surface assumptions
  • Articulate your ideas and viewpoint
  • Five actions for effective communication and listening

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