Session One: Transitioning from Peer to Supervisor - What is Expected of a Supervisor; Effective Delegation Techniques Good employees are often promoted to supervisor based on their technical skills. Yet, without training in what it really means to be a supervisor, these same good employees may fail in their new assignments simply because they don’t know how to get good performance from others. Participants in this class gain clarification on what the company expects from them as supervisors, what their employees expect from them, and how these priorities may conflict. They learn to anticipate difficult situations and plan ahead for how to deal with them. They learn what to do and what not to do as supervisors. Many managers are reluctant to delegate tasks to employees. Yet, the art of delegation is one of the most important supervisory skills. In this class, participants assess their own delegation style, and learn what and what not to delegate, to whom to delegate, and how to use a delegation planner.
Session Two: Goal Setting & Coaching for Performance Goals & Standards Setting for Success Determination and communication of Goals and Standards is the first step in the Performance Management Cycle. Goals help managers to develop an objective means to evaluate employees, tie individual tasks, goals, and directions to group and organizational goals, identify where individuals need training and coaching, and recognize and reward high performers. Well constructed and communicated goals help employees understand what is expected of them, take responsibility for their performance, find out how they are doing, feel that their performance evaluations have an objective basis, and receive recognition and rewards for their accomplishments. They learn to differentiate between well written and poorly written goals as well as how to create and communicate S.M.A.R.T. goals and standards for their employees. Positive Coaching and Using Situational Leadership The importance of positive feedback on performance has been well documented. Even so, managers often feel that an employee’s good performance is just “doing what is expected” or “what he is getting paid for” and is not deserving of any special attention. An old axiom says “What gets noticed gets repeated.” When people are appreciated for their efforts, more good work naturally follows. Managers may feel that they don’t have the time to spend with their good performers or that the employees should somehow know (without being told) that they are doing a good job. This type of thinking has a negative impact on employee morale, and if not corrected, can lead to lost productivity and employee turnover. The main principle of Ken Blanchard’s Situational Leadership model is that there is no “one best” leadership style. The effective leader is able to adjust management style according to the needs of the situation. In this seminar, participants learn how to be flexible leaders, how to diagnose situations in order to determine which leadership style to use, and how to partner with their employees for improved job performance. This workshop uses the book “Leadership and the One Minute Manager” by Ken Blanchard. Topics include:
February 13 - Transitioning from Peer to Supervisor, 9am-12pm March 13- Goal Setting & Coaching for Performance, 9am-12pm April 17- Coaching Poor Performance and Difficult Employees, 9am-12pm
9:00 am - 12:00 pmEastern Time
Courseview Campus5386 Courseview DriveBldg. BRoom 122Mason, Ohio 45040937.252.9787
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