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Basic Supervision
Five Day Facilitated Course LEADING IN 21ST CENTURY
Leadership is the total effect you have on the people and
events around you. This total effect is
your influence. Effective management is
being consciously responsible for your organizational influence. The way you use your influence affects the
way your people use their potential. You cannot control people into being
innovative, productive and creative-you use you influence and skill to create
an environment in which they are willing to do well what you want them to do. Individuals
who demonstrate exceptional leadership abilities areas of competencies PERFORM: Purpose, Empowerment,
Relationships and Communication, Optimal Performance, Recognition, Motivation
and Morale. This program is designed to enable enhance your
competencies, and allow you to bring out the best in your people, maximize your
influence and improve your skills. The
tools techniques and formats provided in this class will also contribute to
your over all satisfaction, build relationships with others, and enhance your
success supervising diverse individuals in a changing environment. BENEFITS: This
program will ·
Bring out the best in everyone's
performance ·
Examine personal styles of behavior in the workplace and the
styles of others; ·
Determine how these styles affect the quality of leadership;
·
Explore the origin of visioning and its relationship to
values; ·
Explore diversity in terms of
personality;
·
Help new and experienced managers
improve their skills ·
Help not only the manager, but everyone
affected by the manager ·
Develop qualities of effective
authority, supervision, influence and discipline ·
Provide "SEVEN COMPETENCIES " to develop and
enhance managerial skills and techniques in a creative way SUPERVISORY
COMPETENCIES P: Purpose
-Vision in Action E- Empowerment-
Validate, Partner. R- Relationships
and Communication- Dialogue, Clear Motives/Intentions F- Flexibility O- Optimal
Performance- Consensus, Constructive Disagreement R- Recognition-Genuine,
Specific Valuing M- Motivation and
Morale - Visibility, Engage, Access, Involve OVERVIEW 1. Supervisory
Responsibilities Leading in the 21st Century Developing Subordinate And Team Performance Inspiring a Shared Vision -Putting it into Action 2.
Partnering
for Performance: Values
in Action Motivating
A Diverse Work force Situational Leadership: Coaching and Counseling Delegation Team Building 3. Interpersonal
Relations Effective Communication Effective Decision Making Innovative Problem Solving 4. Performance
Management Conduct and Discipline Conflict Management 5. Ethics PRECOURSE OPTIONS ·
Supervisory Survey ·
Participants gather confidential "360-degree"
feedback from colleagues. ·
Participants interview a leader of their choice ·
Participants complete the Personality Inventory PARTNERING FOR PERFORMANCE I INSPIRING A SHARED VISION -PUTTING IT INTO
ACTION Organizations with vision, mission,
values and goals that are deeply shared throughout the organization bind people
together around a common identity and a sense of purpose. To develop into a
great organization your vision keeps everyone on track - people know where they
are going, how they contribute and the importance of their participation. Yet, though your vision may be the best
strategy and what everybody wants, if the people responsible for integrating
the strategic goals don’t buy-in, you’re in trouble! You need to cultivate
their commitment. Implementing your
vision requires understanding and action at many levels throughout the
organization. All must understand,
share in, and contribute to the vision or that vision will not become a
reality. The key is
partnership. It creates an environment, which fosters innovation, productivity,
and creativity while minimizing conflict, misunderstandings, and resulting
chaos. The way you partner with your people will affect the way they take
initiative. It will determine whether or not your people choose to be
responsible, and not just reactive. The tangible tools,
techniques, and system -based formats provided in this class will build
rewarding relationships with others by charting out mutual expectations based
on a shared vision. BENEFITS: ·
Understand what is essential to take a vision into action ·
Understand the importance of partnering with your people in
this process ·
Identify your mission and your organizations mission ·
Six steps to take a vision into action ·
Develop a successful plan of action to
implement the goals ·
Accomplish more of what is important ·
Know the satisfaction of working on
what counts ·
Identify where you are now, to make
goal setting more meaningful ·
Determine what you want and what you
need to motivate you and others ·
Specify steps to make goal achieving
less burdensome COURSE
CONTENT-VISION IN ACTION ·
The Crisis-The Importance Of A Vision ·
The Why's And Wherefore’s ·
Why Create A Vision? Beliefs Create Reality ·
Requirement For An Effective Vision ·
Examples Of A Powerful Visions ·
Developing A Vision, Strategic Plan, Tactical Plan, and
Budget Allocations ·
The Visioning Process- the Eight Essentials ·
Visioning Guidelines- The Six Principles for Success ·
Planning Guide ·
The Process ·
Identifying A Central Purpose Developing Broad Goals To
Achieve The Mission Identifying
Core Values Getting Buy-in From
Stakeholders Environmental Analysis Developing Strategic Initiatives Assigning Specific Projects
And Activities ·
Build A Partnership That Works Together To Meet Deadlines,
Cope With ·
The Six Steps To Creating Partnership Mutual Expectations Mutual Agreement Negotiation And Collaboration Review Of Support And Achievement Re-Assessment And Redirection ·
Making It Work- Action Planning Develop
Action Plans Overcome
Obstacles That Get In The Way Cultivate
Support /Resources To Reach Your Objectives Monitor Results And
Achievements PARTNERING FOR PERFORMANCE II MOTIVATING A DIVERSE WORKFORCE Developing an appreciation for each person's uniqueness and
strategies to bring out the best performance in each individual is essential to
good leadership. Diversity in the workforce means there are differences in
personality that you have to learn to manage successfully. The tangible tools, techniques, and formats
provided in this class would help build relationships with others, and
encourage and engage individuals in a changing environment. GEREATIONS AT
WORK Veterans, Boomers,
Xers, Nexters CHOCOLATE -
TRADITIONAL Traditional workers are comfortable with rules, policies,
and procedures. You believe that
without such guidelines, social breakdown would result. VANILLA -
PARTICIPATORY Social ties and interpersonal commitment are your preferred
form of control. The participatory
employee says, "I will do this.
Will you do that? Promise? Promise." STRAWBERRY -
INDEPENDANTS Control is a negative word for independents and you see it
as restricted freedom. You believe control
should come from what the individual thinks is right BENEFITS: MOTIVATING A DIVERSE WORKFORCE helps you as a manager to
improve your communication and interpersonal relationships. It helps you to bring out the best in
others: • Identify your personality and communication
style and how it affects your relations with others • Discover the powerful tool for unlocking a
closed mind • Learn how to use motivational approaches that
work • Ensure good human relationships with
associates • Motivate diverse personalities, generations • Recognize people’s individuality and use it
to develop trust and respect • Utilize styles of human relations to
influence the quality of work and the quality of work life Situational Leadership Coaching And
Counseling Twenty years ago,
leadership meant power. Today, the key
to supervising is coaching and counseling.
The way a manager uses these techniques directly affects the way their
people perform. But, their individual developmental level also affects the way
people perform. The challenge of
coaching/counseling is assessing the level of initiative and responsibility in
each person, in light of the task and their motivation and ability. Not an easy task, but a profitable one! BENEFITS: This
program will: ·
Bring out the best in everyone's
performance ·
Help new and experienced managers
improve their skills ·
Help not only the manager, but everyone
affected by the manager ·
Develop qualities of effective
authority, supervision, influence and discipline ·
Develop the ability to determine when
to be directive, supportive, to counsel, to coach ·
Diagnose accurately if it is a motivation or ability issue ·
Creating a positive climate to encourage problem resolution ·
Dealing with MOTIVATION PROBLEMS ·
Dealing with ABILITY PROBLEMS Effective Delegation
Learning
to delegate is an acquired skill. Why?
Most managers have achieved their successes because
they are motivated, action-oriented people. Managers tend to have a can-do
attitude about their jobs and their lives, and while these are admirable
qualities a manager cannot do it all!
As a great manager, you have to learn to empower the people around you.
It is the best way for you not only to get top performance from others, but
also get maximum results from yourself. The benefits are worth it - you
accomplish much more, top-line goals for your organization are set collectively
but responsibility for how best to achieve them is delegated to the individuals
involved. Employees who take responsibility, not only improve their skills, but
are more motivated. BENEFITS:
·
Learn why, what, and how to delegate, ·
Delegate more than you want to, earlier than you
need to. ·
Determine whether what you are delegating is
strategy, process, project, task or activity ·
Chose the right person or people to carry out
your requirements ·
Assess the capabilities, attitudes and skills of
your staff and play to their strengths ·
Learn not delegate just to get rid of the nasty
bits of your own job, but to motivate and develop others ·
Avoid creating indispensable and unpromotable people ·
Identify and overcome the four main reasons why managers
don't delegate more often ·
Practice the six developmental steps
managers must go through to delegate effectively Team
Building It is clear that teams are
not a new managerial fad. . According to Lawler’s 1995 study of USA’ s Fortune
1000 from ’87 to’93, self - managing work teams are used in 68% of the
corporations and are applied to a growing percentage of the workforce. And teams have grown considerably since
then. But it is also in disputable that
the use and application of the true potential of teams is still unknown for
many organizations. This workshop you help your work group learn what it takes
to implement a teamwork system and learn the best practices so your effort to create
a collaborative environment is successful. BENEFITS: ·
Assessing your workgroup’s effectiveness ·
Understand what the basics principles of teamwork are ·
Create a checklist to determine why type of team types fits
your organizational structure ·
Lean the many types of teams and know when each style is
appropriate, · |
