101 Supervisory Management : The First Mile in The Milestone

101 Supervisory Management: The first Mile in The Milestone

Management Skills for New Supervisors

Supervisory Level

Who Should Attend

New supervisors with less than five years of supervisory experience and process and production supervisors who want the benefit of basic management skills training

Our Mutual Objectives

  • Understand How to Succeed in a Rapidly Changing Environment
  • Learn How to Plan, Organize, Communicate and Monitor
  • Apply the Most Appropriate Supervisory Style to Individuals and Situations
  • Understand Your Legal Responsibilities
  • Solve Problems Effectively by Using Active Listening Skills to Ask the Right Questions
  • Learn How to Give Constructive Criticism
  • Understand How to Apply Various Motivation Techniques
  • Maximize Productivity by Leveraging a Diverse Workforce
  • Learn Techniques to Help You Cope with Difficult Employees
  • Use Delegation for Effective Employee Development, Time Management and Motivation
  • Learn a Five-Step Coaching Model and Create an Action Plan

Course Outlines

1-      Embracing Your New Role and Expectations

  • What your boss, employees, peers and senior management expect from you in your supervisory role
  • Four basic management functions: planning, organizing, communicating, monitoring

2-      Managing a Diverse Workforce

  • Diversity issues and how they affect you, your work unit and your company

3-      Filling Your Communication Skills Toolbox

  • Advantages and disadvantages of one-way and two-way communication and when to use each
  • Capitalize on the benefits of e-mail

4-      Communication, Building and Boosting Team Performance

  • Demonstrate paraphrasing to check for content understanding
  • Experience the impact of nonverbal communication
  • Send harmonious messages
  • How to ask questions that get the answers you really need

5-      Coaching for High Quality Performance

  • How to give and receive criticism constructively
  • How to minimize defensiveness in yourself and others
  • Demonstrate a five-step coaching discussion model


6-      Creating a Motivating Environment

  • Establish the essentials of a motivating environment
  • Demonstrate rules for reinforcing productive behavior

7-      Taking Delegation, Performance and Team Development to the Next Level of Excellence

  • Use delegation as a motivational tool
  • Develop a strategy for solving a current employee motivational problem

8-      Managing Performance Appraisals

  • Understand your company’s appraisal system
  • Record-keeping and compliance issues
  • Write a performance appraisal document
  • Conduct an effective performance appraisal meeting

9-      Managing Time Effectively

  • Key principles of effective time management
  • Share time management best practices
  • Five stages of managing meetings

10-  Planning for Continuing Growth

  • Select and prioritize your own next steps
  • Develop an action plan for continuing professional developmentI am text block. Click edit button to change this text.

102 Supervisory Management : The Extra-Miles in The Milestone

102 Supervisory Management : The Extra-Miles in The Milestone

Management Skills for Supervisors


Who Should Attend

Managers and supervisors with three to five years of experience, process and production supervisors and graduates of Management Skills for New Managers, Management Skills for New Supervisors and Making the Transition from Staff Member to Supervisor.

Our Mutual Objectives

  • Master practical, proven techniques for dealing with uncomfortable, challenging situations
  • Become skilled at trying to avoid potentially litigious situations
  • Write a difficult-to-create performance evaluation
  • Enhance your team-coaching skills
  • Overcome communication barriers to productivity
  • Understand how to supervise while coping with survivor shock


Course Outlines

1-      Coaching Uncooperative Employees

  • Define “Diversity” and How It Relates to Coaching Difficulties
  • List Specific Behaviors You Expect from Your Employees
  • Reaffirm the Importance of Coaching Today
  • Explain the Value of Eleven Critical Coaching Skills
  • Use the Contribution Connection to Plan a Coaching Approach for Your Own Most Challenging Employee

2-      Resolving Conflict to Increase Cohesiveness

  • Discuss Constructive and Destructive Conflict and How to Capture Conflict’s Benefits
  • Describe Four Resolution Positions and Your Own Style Preferences
  • List Techniques for Using Conflict to Increase Cohesion
  • Demonstrate the Contribution Connection Approach to Resolving Conflict
  • Explain Four Stages of Mediation
  • Mediate Disputes between Others

3-      Delegating to Reluctant Staffers

  • Discuss the Difference between Delegating to an Individual and to a Team
  • List Ways to Make Delegation “Attractive” in Tough Times
  • Explain Six Authority Levels and Explain the Importance of Delegating Them Specifically
  • Develop an Authority Level Matrix for Two Staffers
  • Demonstrate the Contribution Connection as a Delegation Monitoring Tool and Delegation Meeting Guide

4-      Motivating “Survivors”

  • Discuss Key Issues for “Survivors”
  • Face the Feelings behind Complaints, Accusations
  • List Strategies for Helping People Through
  • Use the Contribution Connection to Plan Alliances to Overcome Organizational and Interpersonal Obstacles to Performance

5-      Managing Performance: The Written Part

  • Adapt the Contribution Connection Framework to Draft Hard-to-Write Documents
  • Use Grammar and the “Power of Three” to Confront Tough Writing Tasks
  • Write and Edit Corrective Action Memos That Encourage Behavior Change
  • Write Helpful, Legally-Sound Performance Appraisal Documents
  • Develop and Use a Customized Editing Checklist

Manage People Successfully

Manage People Successfully

Who Should Attend

Managers and individuals with management responsibilities whose success depends on managing people successfully through clear communication, a cooperative attitude and commitment to shared goals

Our Mutual Objectives

  • Appreciate How the Role of Manager Has Changed in Modern Times
  • Understand the Role of Values in Managing People
  • Adjust Management and Personal Style to the Needs of Different Situations
  • Adopt the Approach Needed to Motivate Different People in Different Situations
  • Use Effective Feedback to Deal with Difficult People
  • Delegate Tasks in Ways That Develop Your People
  • More Effectively Resolve Conflict
  • Understand How Your Organization’s and Workgroup’s Culture Shapes the Behavior of the People with Whom You Work
  • Practice the Principles of Emotional Intelligence to Achieve Greater Effectiveness
  • Appreciate How Good Ethics Is Good Business

Course Outlines

1-      The Experience of Being a Manager

  • How to get people to want to do what they’re supposed to do
  • Specific challenges you face when motivating others

2-      Values

  • Values and their impact on work life
  • How values can have productive and nonproductive results
  • Identify value conflicts in yourself and in others

3-      Personal Styles

  • Determine your own personal style profile
  • Gain insight into the strengths and limitations of your profile
  • Use behavioral clues to determine others’ personal styles
  • How to work more effectively with other personal profiles

4-      Motivation

  • Employee motivation factors and their impact on behaviors and work settings
  • How to tailor your motivational efforts to individual employees and different situations

5-      Listening, Body Language, Giving Feedback and Dealing with Difficult People

  • Use active listening to gain information and understand employees’ perspectives
  • Effectively apply positive and corrective feedback
  • Use appropriate values alignment when dealing with difficult employees

6-      Conflict

  • The dimensions of conflict resolution
  • Identify your own preferred conflict-resolution styles for better conflict management
  • Use different conflict resolution styles in different situations

7-      Delegation

  • Different delegation styles: how and when to use them
  • Determine the appropriate delegation style for employees and situations

8-      Understanding Organizational Culture and Subculture

  • The impact of organizational culture and subculture and “cultural blinders”
  • Explore the assumptions that impact your team’s thinking and actions
  • Identify and build on the strengths of your team’s culture

9-      Emotional Intelligence

  • The components of emotional intelligence
  • Gain an honest and accurate assessment of yourself
  • Develop an improvement strategy

10-  Ethical Leadership

  • Identify your group’s values
  • Your vision for ethical leadership

11-  Action Planning

  • Develop a specific plan for applying what you’ve learned back on the job
  • Identify people who can support your action plans

Coaching & Counseling Path Finder

Coaching & counseling Path Finder

Coaching and Counseling for high Job Performance


Who Should Attend

Managers, supervisors, project or team leaders, human resources professionals and counselors responsible for performance management

Our Mutual Objectives

  • Identify the Components of Performance Enhancement
  • Define the Four Coaching Approaches or Styles
  • Identify the Paradigm Needed by an Effective Coach
  • Apply Development-based Coaching Techniques
  • Learn to Create a Coaching Partnership between Supervisor and Employee
  • Learn the Organizational, Group and Developmental Environments Faced by Coaches
  • Learn One’s Interpersonal Style and Use It Effectively in Coaching Situations
  • Develop and Apply the Fundamental Skills of Coaching through Case Study, Role Play, and Discussion
  • Close the Gaps between Current and Desired Performance
  • Apply Counseling Skills to Coaching Situations
  • Understand and Apply the Critical Steps of Coaching
  • Utilize, throughout the Program, the Coach’s Tools That Apply to Real Work-Coaching Situations
  • Create an Action Plan Using the Coach’s Planning Guide


Course Outlines

1-      Coaching Styles

  • Distinguish between Current and Required Managerial Attributes
  • Identify the Components for Performance Enhancement
  • Define the Four Coaching Styles (Approaches)
  • Define Your Preferred Coaching Style
  • Understand the Dynamics of the Coaching Issues Circle

2-      Coaching Model

  • Identify the Coaching Model for Development-based Coaching by Applying the:

—Coach’s Paradigm

—Coaching Framework

  • Apply Development-based Coaching Techniques
  • Create a Coaching “Partnership” between Supervisor and Employee



3-      Coaching Context

  • Understand and Effectively Utilize the Four Critical Environments for Coaching to Be Effective:

— Organization’s Cultural Environment

— Group’s Learning Environment

— Employee Development Environment

— Interpersonal Communication Environment

  • Assess One’s Coaching Communication Environment through the Personal Style Indicator (PSI)
  • Expand Interpersonal Communications into Coaching Patterns That Impact the Employee Response to the Coaching
  • Apply the Results of the PSI to Actual Work Situations

4-      Coaching Skills

  • Develop a Better Understanding of the Four Fundamental Coaching Skills Of:

—Giving Feedback

  • Fully Use and Apply These Skills So That, as a Coach, You Will:

—Observe and Not Judge

—Listen to the Words and the Real Message

—Ask Questions That Elicit Information and Maintain a Dialogue

—Provide Feedback That Structures Future Behaviors

5-      Coaching Performance Improvement

  • Understand and Distinguish between the Different Coaching Situations:


  • Understand That, to the Employee, Coaching Is a Form of Intervention
  • Motivate the Employee Toward the Desired Performance Levels
  • Effectively Use an Appraisal Form to Provide Feedback on Future Performance Behaviors

6-      Developmental Counseling

  • Define the Counseling Process
  • Identify the Six Skills for Effective Counseling
  • Specify the Guidelines When Counseling
  • Use Precise Communication Skills to Foster the Counseling Process
  • Conduct a Counseling Session in a Coaching Situation

7-      Coaching Process

  • Link the Learning on Coaching in This Program into Three Practical Steps, and Apply These Steps
  • Provide Effective Feedback and Coaching for Typical Work Situations
  • Use Conflict Skills in Difficult Coaching Applications
  • Incorporate the Planning Guides to Address Real Work Situations

8-      Coaching Application

  • Connect the Learning from the Coach’s Tools into One, Real-World Application
  • Use a One-Page Coach’s Planning Guide for Every Coaching Situation
  • Use Feedback from the Role Play on the Real-World Coaching Situation to Make Adjustments When Coaching on the Job

9-      Action Plan

  • Develop Your Personal Action Plan to Be a More Effective Coach
  • Understand the Impact That You As a Coach Can Have on Job Performance
  • Avoid Some of the Common Coaching Mistakes

Always Maximizing Through Business Prioritizing

Always Maximizing Through Business Prioritizing

Set Priorities and Make Decisions under Pressure

Who Should Attend

Anyone who needs time management training to deal with multiple projects and/or faces expanding workloads, tight time lines and increased uncertainty

Our Mutual Objectives

  • Analyze the Sources and Impact of Workplace Chaos
  • Apply Tools Designed to Help Determine Priorities
  • Examine New Time Management Strategies and Techniques
  • Apply Tools to Help Make Good Decisions Under Pressure
  • Select Tools and Techniques to Apply Back on the Job


Course Outlines

1-      A Look at Workplace Chaos

  • Identify the Sources of Workplace Chaos
  • Estimate the Impact of Chaos on Individuals, Teams, and Organizations
  • Begin to Develop an Action Plan to Help You Attain Your Top Business Goals By Using Tools to Manage Workplace Chaos

2-      Determining Priorities—The Starting Point

  • Identify Why Determining Priorities Is Critical
  • Compare a Proactive vs. Reactive Work Approach
  • Analyze How You Spend Your Time
  • Negotiate to Help Manage Your Time and Requests

3-      Maintaining Focus on Priorities

  • Compare Older and Newer Time Management Strategies
  • Review a Selective Daily Action Plan
  • Describe Three Cures for Illusions About Competing Priorities
  • Apply Tools That:

– Educate Requesters on “Blind Risks” in Their Requests

– Help Requesters Arrive at Your Door Better Prepared

– Match Assigned Deadlines with Actual Estimates

– Track Interruptions

4-      Assertive Communication

  • Define Assertive Communication Required to Manage Workplace Challenge and Pressure
  • Employ Assertive Responses No Matter How Manipulated or Provoked You Feel
  • Decline a Request Successfully, Whether from Your Manager, Your Peers or Your Customers
  • Identify Helpful Language

5-      Decision Making Under Pressure

  • Determine the Risks of Making Decisions Under Pressure
  • Identify Good Decision Making Considerations
  • Practice a Fast Focus Analysis Make Your Decision. Weigh It Against Your “Quick Pick”
  • Examine the Decision Guide Format Through a Demonstration Case
  • Complete the Decision Guide Using Your Own Case

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