Communicating as a Manager

OVERVIEW:
Communicating as a Manager demands a deep appreciation of different individual working styles and the flexibility to deal with those differences and optimize the outcome. Learn your preferred communication style, along with your strengths and drawbacks and how to manage your team to effectively build rapport and influence.

• 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

• 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

View Testimonials

Delegating, Goal Setting and Engagement

OVERVIEW:
Delegation is a critical management skill for new or experienced managers. This training provides a proven five-step delegation process which helps align company goals to department, project, and individual goals, using the SMART model. Delegating, Goal Setting and Engagement also looks at employee motivation and provides ways to increase engagement at a deeper level.

• 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

• Communicating company goals
• Aligning department, project and individual goals and expectations
• Creating SMART goals to set clear performance expectations
• Getting commitment, not just compliance

View Testimonials

Giving Feedback and Having Difficult Conversations

OVERVIEW:
Giving Feedback and Having Difficult Conversations will teach you a repeatable model to provide balanced 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.

• • • 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

• • • 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

View Testimonials

Management Essentials

OVERVIEW:
Management Essentials is a skill-building course for new and experienced managers to develop themselves and all their employees including remote and hybrid.  The focus is on how to apply the best management and leadership practices to be highly successful in engaging, motivating, and developing existing talent.

KEY TOPICS:

• The challenges of being a people manager
• Balancing Your Time and Priorities

• Defining your personal leadership values and compare to your company values

• Recognizing all working styles’ strengths and blind spots

• Balancing inquiry and advocacy
• Seeking to understand others’ perspective and rationale

• Identifying and using a five-step delegation process

• Aligning department, project and individual goals and expectations
• Getting commitment, not just compliance

• Discuss strengths and challenges of managing remote and hybrid teams

• Analyzing the engagement level of you and your team
• Identifying ways to engage and motivate employees to increase productivity

• Identifying the three types of feedback and the impact on employees
• Applying the SBIC feedback model for providing balanced feedback

• Connecting the dots from previous conversations

View Testimonials

Managing Hybrid Teams

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

• Assess the benefits and challenges of leading hybrid teams
• Identify the four basic needs of members on hybrid 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

View Testimonials

StrengthsFinder: Strengths-Based Leadership

OVERVIEW:
StrengthsFinder: Strengths-Based Leadership will look at your role as a leader in creating an environment that builds trust and fosters innovation by recognizing and developing the talent and strengths in each of your people and how to orchestrate their strengths to drive results. When managers and teams use a common language of strengths, it changes their conversations, creating more positive dialogue and boosting overall engagement and performance.

This approach helps employees identify how they can purposefully aim their talents so that team members are better equipped to accomplish their goals and performance objectives.

• 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

StrengthsFinder: Strengths-Based Teams

OVERVIEW:
StrengthsFinder: 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.

• 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

The Situational Leadership II® 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.

• 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

View Testimonials

Thriving Through Change

OVERVIEW:
Thriving Through Change 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.

• 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

View Testimonials

Transitioning From Individual Contributor to Manager

OVERVIEW:
New manager training teaches skills for an individual contributor to successfully transition to a manager. Whether you’ve made this transition recently or have been a manager for a while, you will benefit from this training by understanding the roles and responsibilities of an individual contributor vs a manager, shift in mindset from peer to boss, and aligning personal and company values.

• 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 

View Testimonials