Using the classic theories of Drs. Hersey and Blanchard, we learn about the various developmental levels people bring to a task, a situation, a job, and match this level with the appropriate leadership style. Organizations can improve their performance evaluations with this language, supervisors and managers can finally understand why some staff cannot be delegated to while others thrive, and follow on classes in giving feedback, coaching, motivating and delegating are natural reinforcements. A strong first class for new supervisors and managers.
A true story: a manager at a large multi-national was such a good guy that he once fired someone and that person didn’t know it until three days later. Avoid this type of miscommunication by offering your front line management the skills necessary to observe, monitor, analyze, and advise in a straightforward, professional, manner. Feedback techniques allow managers to manage their teams on an on-going, daily manner, without feeling a feedback session is either onerous nor punitive. Extremely helpful for people new to performance management processes.
How frequently have you thought you were hiring the right person only to be disappointed a short while later? If this is occurring to you or people in your organization, you will want to analyze the effectiveness of your interviewing process. This session helps you craft a questioning strategy that gets candidates talking about how they have handled situations in the past—the best indicator of how they will manage the work in the future.
Managing High Performance Teams
Some organizations still rely on individual stars and heroes to save the day, often at a great personal cost. Others have come to see the wisdom of forming teams to address larger issues, cross-functional concerns, more integrated response to customers and the public. How can a manager learn to lead without micromanaging and get the most out of each team member? This session is highly interactive and customized to teams and organizations. Recommended for in tact teams, newly formed teams facing real life situations.
Too frequently managers dread performance management, because they have not had on-going discussions during the year. Thus, employees feel surprised and discouraged; most unfortunately, they have not had the opportunity during the year to change, to fix what is ineffective, to improve. If this happens in your organization, we can help. We can help redesign your current system or work with you to help your managers use the system more effectively.
Many managers, even experienced and successful ones, find that it is often difficult to initiate change with their teams, even if it as seemingly small a change as to institute a new procedure, shift team responsibilities, or to revise how a team is staffed or the department is organized. Their direct reports may continue to hold on to old ways, with even the top performers somehow resisting the changes. Managers gain understanding of the characteristics of a successful change process, use a tool to assess their team’s readiness for implementing change, examine four phases of change and learn what actions to take within each.