As a supervisor, every decision you make and every problem you solve has an impact on your company. Even the most experienced managers have difficulty exercising sound judgment and demonstrating leadership skills while simultaneously handling their daily responsibilities and deadlines. While newer managers need to increase their skills through ongoing education, even the most experienced managers can benefit from this series. The variety of concepts covered in this series help to build confidence in making decisions, resolving conflicts, hiring the best candidates, influencing others, communicating effectively to a diverse audience, and leading change.
Each session provides the participant with group exercises, lively discussion through highly experienced facilitators, and developmental coaching to improve key skills. Participants will expand on their abilities to influence others, lead change and help spark innovation – while creating an atmosphere that attracts and retains the best talent.
Take one class or take all eight. To register for individual courses, contact Kallee McGraw at KMcGraw@AIMHRSolutions.com.
Price for Series: $1,300 AIM Members | $1,625 Non-Members
Scroll below for class titles, descriptions and dates.
Supervisors and managers with two more years of experience
Those that have completed our Front-Line Supervisor program
Senior supervisors who seek a refresher on key concepts
Anyone seeking in-depth knowledge in a particular topic area
There are no series at this time
Each of us has a ‘social’ style – how we think of ourselves when we interact with others. These are typically behaviors we’ve adopted to increase our effectiveness based on trial and error. This program not only helps participants identify their own style, but the styles others use as well. With this insight, participants can more effectively manage their communications, develop more productive relationships and avoid/better manage conflicts which can erode relationships and paralyze organizations.
Identify and examine your own leadership style
Recognize the limitations of your style and its potential impact on others
Develop strategies to identify and understand the styles of those you regularly interact with
Develop ways to channel this knowledge into more productive relationships through relevant case studies
Leaders have a wide variety of relationships - their manager, peers, vendors, customers and others in and outside the organization. Recognizing how to effectively and “safely” navigate these multi-directional relationships is a critical activity and vital to successful performance. Understanding how we appropriately employ power, authority and influence is essential to achieving professional and personal impact.
Discuss the essentials of power, authority and influence and how to employ these skills effectively
Build influencing skills, particularly in managing upwardly within the organization
Review how decisions are made and how they influence strategic organizational decision making
Strengthen your ability to exert influence on how the business operates
Explore these concepts through interactive exercises and case studies
An inability to confront poor performance, breaches of acceptable behavior, ethical issues, conflict, and even concerns about personal hygiene are universally difficult for most managers. Building skills and the confidence that comes with expertise, allows managers of all levels to deal with difficult issues before they become major problems in the workplace.
Discover why direct, honest communication is difficult for so many people
Discuss how our values, attitudes and behaviors intersect with corporate culture to drive our actions
Identify their own attitudes toward conflict and develop alternative strategies to increase their effectiveness
Identify ground rules for difficult discussions
Otherwise known as Today’s Legal Environment, Part II. Our continually evolving culture, pressures in the workplace for immediate results, evolving legal standards and changes in employee expectations continue to pressure a manager’s sense of fairness. This program goes beyond simple legal compliance to developing a workplace environment that builds both the business and the relationships within.
Review the changing nature of the workplace from an historical perspective
Discover how changes in the employee population and subsequent changes in expectations impact roles
Discuss the impact of today’s legal environment and recent changes in society and law impact your leadership role
Identify your obligations in representing your organization’s culture
HR’s role encouraging awareness and understanding of cultural and generational influences on perspectives, interactions, and decisions are essential. During the session, we will explore the impact surrounding the phenomenon of unconscious bias and its potential influence on our judgments and reactions.
Discover best practices for leading an increasingly diverse workforce regarding generations, cultures, genders, backgrounds, and experiences
Explore methods for inclusion that provide employees with encouragement and opportunities to make the most of their strengths
Review a variety of language, generational, and cultural issues that may affect recruitment, retention, and teambuilding
Define unconscious bias and explore its impact on our behavior and decision making and investigate strategies to enhance interactions and communications with people from diverse backgrounds
Leaders live with constant change - planned and unplanned. This program centers on making change work by defining the conditions required for effective change, clarifying the role of the manager in change, building a change communication strategy, and knowing how to recognize, and deal with, resistance to change.
Explore critical success factors for effective change
Review key roles needed to implement lasting change
Identify barriers to effective change in the workplace
Generate a plan to help manage the changes at their own organization
Discuss practices to recognize and manage resistance to change
Discover the value of creating a clear communication process
Consistent winner of the “least favorite” activity of managers, effective performance appraisals are but one tool in the manager’s toolkit. We’ll focus on best practices in performance appraisal design, systems, delivery options and performance management to provide participants with practical alternatives to managing performance. We’ll stress that performance management is a part of a leader’s daily regimen, not simply a one-time annual event.
Prepare for a performance appraisal using best practices
Recognize the usefulness and utility of a self-appraisal
Identify and discuss practices on how to avoid common pitfalls
Conduct an effective performance appraisal meeting
According to Gallup, organizations whose employees have above-average attitudes towards work enjoy:
• 38% higher customer satisfaction scores
• 22% higher productivity
• 22% increased retention
• 27% higher profits
And according to Career Systems International, the top reason employees leave a company is not for more money, it’s because they feel “stuck”, with little or no opportunity for development or career growth. Companies with coaching and mentoring cultures of continuous learning, where there’s regular feedback, both technical and professional in nature, build a stronger, more engaged and technically proficient workforce.
Explore the differences between the role of mentor and coach
Determine when to mentor and when to coach
Introduce elements of effective mentoring and the benefits
Review the responsibilities of the manager in performance management
Discuss the importance of delivering and receiving feedback - both positive and constructive
Explore how to build a coaching culture and examine your role as a champion
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