Supervisory Skills

Introduction :

The key to being an effective corporate supervisor lies in the ability to influence and inspire employees and work teams. While it’s true that some supervisors are natural leaders, most people will need some guidance to figure out the best approach. Supervisory skills training can help new and experienced Supervisor confront and overcome the challenges of the modern workforce.

Supervisor training is highly interactive classes are learn by doing workshop, focuses on effective communication, coaching, counselling techniques and more. It directs the attention towards those supervisors who are expected to be the problem solvers, decision makers, responsibility holders and result producers, in a daily work environment that features change, issues and ill structured problems. These supervisors feel the need to equip themselves with the tools and techniques that can help achieve greater daily success.

Main Discussions :

  1. The Role Of The Supervisor
  2. The New Role of Supervisor-Making the transition
  3. Planning and Organizing
  4. Delegation
  5. Motivating
  6. Leadership
  7. Time Management
  8. Performance Management and Performance Improvement
  9. Team Building
  10. Managing Change
  11. Effective Communication
  12. Conflict Resolution

New Employee Orientation

Introduction :

Employees are an organization `s most valueble resource, but the way most organization “welcome” a new employee creates the opposite impression. The organization program really is the employee`s first exposure to the organization; therefore, it should be an enjoyable and memorable experience. Because it sets the tone, this program needs to be priority item. A thoughtfully planned and delivered program helps the employee`s transition, prompts him or her to feel good about the organization, and ignites excitement and enthusiasm. The focus shoud be on helping to integrate the new employee into the organization and to begin building relationships.

First and foremost, a new employee orientation must be approached as a process, not an event. Employee should receive information on a need to know basis (so as not to overwhelm) to help them move into and adapt to their new environment.

Main Discussions :

  • Connections
  • Things We Have in Common
  • Representative Items
  • Finding Famous Fictional Friends and Families
  • At the Movies
  • What Do You Want to Know?
  • Team Logo
  • Orientation Bingo!
  • What Do You Know About Our Organization?
  • Our Heritage
  • Organizational Structure Card Sort
  • Information Round Robin
  • Press Conference
  • Poster Sessions
  • Employees` Perspectives (Panel Discussion)
  • Organizational Scavenger Hunt
  • Policies and Procedures Information Search
  • What Do I Wear? (Agree/Disagree)
  • Safety First
  • Living Our Core Values
  • Taking the High Road-Ethics in the Workplace
  • Whom Do I Contact?
  • Terminology Tournament
  • Summary of Learnings
  • Full Circle
  • Reflections

Leadership Skills Training

Introduction :

In the last five years, business has moved through unfathomable highs, through unfathomable lows, and now seems to bounce around, not sure what will happen next. When things are going well, leadership is critical to ensure that the business is able to grab market share. In good times it is easy to get lazy and waste resources. When things are going badly, leadership is critical to ensure that the business stays viable. In bad times smaller staff and even lower budgets require careful attention. As the economy fluctuates, business strategy must fluctuate as well. None of this can occur without strong leadership at the top, but it is aslo required in the middle of the organization.

Main Discussions :

  1. Understanding Leadership
  2. Lead/Manage
  3. Personal Mission
  4. Behavioral Style
  5. Resiliency Attitude
  6. Intake Styles
  7. Imposing Order on Chaos
  8. Sabotage
  9. Coaching Role Play
  10. Blending Styles
  11. Adapting Styles
  12. Listening
  13. Feedback
  14. Creating a Vision
  15. Customer Orientation
  16. STEM
  17. Remembering
  18. Scenario Planning
  19. Delphi Technique
  20. Nominal Group Technique
  21. Project Leadership
  22. The Big Close

Diversity Sensitiveness

Introduction :

The word diversity, however, is anything but unemotional. It evokes strong emotional reactions from leaders, practitioners, and people affected by diversity interventions and solution. The “what is diversity?” question stirs myriad thoughts and opinions, some positive and others negative. The position reactions generally come from people who see themselves as able to value, actively invite, and embrace differences. For people in this category, the idea that valuing differences is an important and possible goal is an almost uncontested truth. But uncontested “truths” are often based on a number of equally uncontested assumptions. For instance, it may be assumed that diversity will inevitably improve porductivity and bring clear bottom-line benefits. If only it were so easy.

This training began as a how-to manual to help managers, employee and diversity practitioners. Teh initial goal was simply to summarize the most competitive practices in the field and weave them into a well-designed workshop, with a timeline, activity descriptions, and all needed materials.

Main Discussions :

  1. Out of the Box
  2. Cultures and Values
  3. First Impressions
  4. Walking in Their Shoes

Learning Activity

  • The P2C2 Challenge, Parts I and II
  • Seeking Connections
  • Personal Commitment
  • The Interview
  • Your Cultural Continuum
  • Values Line
  • Value Congruency
  • Value Decision Making
  • Figuring Things Out
  • Driver Portraits
  • Disproving Stereotypes
  • How Old Were You?
  • A New Product Line
  • The Company Picnic
  • Subtle Discrimination

Manager Skills Development

Introduction :

By talking the time to prepare our managers for the different skill sets that are required of their positions, we can help situate them for success. And, if they receive training in advanc e of the promotion, they can discover whether they possess the needed competencies before they are put into the position to “sink or swim”.

This is also the time when we can reinforce the concept that all movement within the company doesn`t necessarily have to be upward to be rewarding. If, on reviewing these skills, employees discover that they`re not comfortable with the responsibilities that are expected of managers, they can adjust their career plans to grow in the organization through expanded responsibilities or lateral moves to other areas of specialization.

Who needs this training?
Managers at all levels and at any point in their careers can use this training as either an orientation or as a refresher course. An important trait of the effective manager is the willingness to be a constant learner, and one`s participation in this course demonstrates that trait. Additionally, the course will update the manager on the latest trends in management development.

Main Discussions :

1.   The Best Manager I Ever Knew…
2.   Interpersonal Skills Practice
3.   Coaching Session Dos and Don`ts
4.   Motivating Employees
5.   Resolving Conflict
6.   Presentation Skills
7.   Effective Meeting Exercise
8.   Customer Service Practice
9.   Business Writing Practice
10. Q&A Review Session
11. To Tell the Truth! Review
12. Time Management Exercise
13. Project Management Exercise
14. Decision Charts
15. Legal Issues
16. Performance Appraisal Practice
17. Creating Teams.
18. Problem Solving Activity
19. Development Plan

Project Management

Introduction :

It`s been said that a person with a hammer tends to see everyhing as a nail, beut good craftspeople know that there`s a tool for every job. Project management can provide a veritable Swiss army knife of tools that can prove useful in many different situations within your organization. Interest in project management as a discipline continues to grow, and the knowledge base within most organizations has grown accordingly. Project management works best when all of the parties involved in a project understand the basic tools and ractices being used. No one can afford-or would even want-to certify everyone in the organization as a project management professional. On the other hand, today`s emphasis on doing more with less makes basic project management skills a must for almost every member of your organization.

Main Discussions :

  • Defining Project Management
  • Post-Project Review Preview
  • Weighted and Unweighted Selection Criteria
  • Using Forced-Pair Comparisons
  • Case Study Introduction-Beginning the Project Charter
  • Writing SMART objectives
  • Applying the Triple Constraint
  • Identifying Project Stakeholders
  • Project Stakeholder Good Twins and Evil Twins
  • Creating a Product or Service Context Diagram
  • Creating a Project Scope Diagram
  • Managing Project Risk
  • Creating a Work Breakdown Structure (WBS)
  • Planning Project Communication
  • Creating a Network Diagram and Calculating Critical Path (Party Exercise)
  • Creating a Network Diagram and Calculating Critical Path for Case Study
  • Project Execution Simulation
  • Creating a Personal Action Plan

Facilitation Skills

Introduction :

Facilitation of learning in not the same as making a presentation. The word facilitate comes from the Latin facilis, and means, “to make easy”. Strong facilitation skills often drive the success of a learning experience. With more and more subject matter expert assuming training responsibilities in specific content areas, development of superior facilitation skills has never been more important.

Our purpose in this training is to assist you to enhancing your facilitation skills.

Main Discussions : 1.   Presenters and Facilitators 2.   Applying Learning Styles to Facilitation Of Learning Experiences 3.   Structured Bridge Activities 4.   Skill Practices Case Study 5.   Facilitating Learning Activities Practice Setup 6.   Facilitating Learning activities Practice 7.   Room Setup 8.   Managing Disruptive Participants 9.   Adjusting on the Fly 10. Structuring the Development Plan

Leading Change

Introduction :

Every organization is where it is today because of a multitude of changes. Wheter these involved moving from a small “kitchen table” or gerage housed operation to a stand-alone business. Doubling staff size over two years; embracing a new manufacturing process, adopting new technologies to serve costomers, dealing with turnover in key positions, relocating operations to a different geographic location, focusing on a new customer base, or a host of other possible shifts in direction, focus, or operations, your organization`s history is a chronolog of the changes it has experienced.

Some of these chgnes heve been joyful and others have been painful. Some have achieved their goals, while others heva been complete failures at realizing their intended objectives. All og these chages, however, have left their mark on the organization and on those who were either leading the change or were affected by it. The goal of any change initiative is to achieve certain organizational strategic or operational objectives while minimizing the pain, disruption, and disequilibrium it can create for employees and customers.

Although the absence of change is death to the future of any organization (or at least obsolescence), the presence of change that is perceived as tumultuous and relentless can lead to organizational disintegration. Neither option (death by status quo or disintegrating change) is a particularly healthy place to be. Effective change leaders, trainers, and organization development consultants can avoid both of these unacceptable options by knowing how to provide others with a framework for leading change in their organizations

 Main Discussions :

1. Perceptions of Change

2. Experiencing Personal Change
3. Guiding People through the Change Journey
4. Introducing and Leading a Change
5. The Forces Causing Change
6. The Sources of Change Resistance
7. Identifying the Perceived Losses and Exploring teh Opportuniteis from a Proposed Change
8. Strengthening Change Resilience

Coaching Skills

Introduction :

In general, coaching is helping someone else expand and apply his or her skills, knowledge, and abilities. It generally takes place within a defined context, such as a specific task, skill, or resonsibility.

This definition of coach covers a wide range of activities. The role of a coach might involve being a subject matter expert in a particular discipline. Or it could mean being a motivator whose pep talks and words of encouragement inspire others to greatness. It can also mean helping others se goals or find a direction for their efforts. Coaching might also be developing and maintaining an ongoing developmental relationship with one or more of the organization`s rising young stars. Preparing someone to be a coach can mean training him or her in one, all, or any combination of these roles.

For the purposes of this training, coaching is defined as helping others succeed through guiding, teaching, motivating, and mentoring.

Main Discussions :

1.   What Is Coaching?
2.   Coaching Self-Assessment
3.   Need Assessment and Defining the Coaching Relationship.
4.   Building Trust and Rapport
5.   Listening for Understanding.
6.   Giving Effective Feedback
7.   Coach as Guide
8.   Coach as Motivator
9.   Coach as Teacher
10. Coach as Mentor

Creative and Innovation

Introduction :

There is no formula or quick fix for innovation. To be an innovative organization means being smart in a thousand different ways. Most organizations are already smart in many ways or they wouldn`t still be in business. But organiations may be unconsciously competent. That is, they don`t know or have not articulated what it is that makes them successful as innovators. The hazard is that because they don`t know what`s making them successful, thay often create new strategies, policies, or procedures that undermine their success rather than enhance it.

One of the goals of training is to help organization become more conscious of the underlying principles, practices, and skills that support innovation and organizational success. Innovation is not and should not be an isolated initiative in an organization. Innovational efforts should build on current strengths and strategies by identifying those areas where are organization could be even smarter.

The spectrum of innovation is vast. It ranges from incremental innovation which can be small but important improvements to an existing product, service. Or process to breakthrough or disruptive innovations that cause entire industries or frames of reference to change. By definition, how ever, even incremental changes must produce added value in order to be called innovation.

The principles, processes, tools, and techniques introduced in this training can be applied to the entire spectrum of innovation. The differences in outcomes, be they incremental or totally disrutive, are more linked to the initial purpose o charter of a given innovation project or can bring value to any innovation effort of individuals and teams in your organization with the tools contained here.

Main Discussions :

1. Cracking Questions
2. Breakthrough Generator
3. BrainwritingPlus
4. Think 360
5. Quadrant Collaboration
6. Innovation Criteria Grid
7. Contemplation Matrix
8. Are You Creative?
9. Three-Color Sorting

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