Working With My Manager Section

Course Description:

Personal Autonomy and Adaptive Leadership

Overview:

Have you ever noticed that depending on the task at hand the amount of direction and supervision you need from your manager fluctuates? Sometimes your manager provides so little direction you're not sure where to turn. Sometimes he provides so much direction you feel smothered. By taking some initiative you can help your manager apply the right management style to keep you productive and motivated.

Objectives 

Upon completion of this module, participants will be able to:

• describe the concept of Adaptive Leadership and Personal Autonomy

• identify the type of management styles that match various levels of Personal Autonomy

• apply the principles of Personal Autonomy and Adaptive Leadership to establish a more productive and motivating relationship with their manager

• explain why an employee shares in the responsibility for matching his/her needs to his/her manager's style of supervision

• complete a series of mini-case studies and exercises that will demonstrate their understanding of Adaptive Leadership and help apply the concepts on the job

Topics

Personal Autonomy: Definitions and Model, Management Style, Personal Autonomy, Influencing Your Manager’s Style, Why Help Your Manager With His/Her Style?, Personal Autonomy – Case Studies

Duration:

Approximately 45 to 60 minutes

Imagine if your manager could adjust the amount of direction and supervision he or she provides to fit your unique task at hand. While that relationship will never be perfect it can always be improved. No manager, no matter how perceptive or devoted to the needs of employees can be expected to provide the perfect management style every time. BUT the likelihood will be significantly increased when an employee takes the initiative to explain his or her needs.

Course Description:

Goal Setting and Feedback

Overview:

Goal Setting and Feedback are the building blocks of effective management. Just about everything you do in your company has some goal attached to it, i.e. increasing sales, service, getting control of your finances, coaching an employee, completing a business expansion, etc. Without clearly defined goals you will waste significant money, time and energy.

Goal Setting and Feedback probably seem so obvious that we often take them for granted. We assume everyone will know exactly what they're doing wrong and how to fix their own problems. However, with a little extra attention and awareness to effective goal setting, how to provide feedback and when to apply these techniques, a company or department would see an immediate improvement in its performance and the motivation of employees.

Objectives 

Upon completion of this module, participants will be able to:

• understand how effective goal setting and feedback can improve performance

• describe the differences between tasks and goals and why goals are important

• follow step-by-step instructions to deliver positive feedback in the most effective manner

• understand how to do the difficult job of providing negative or constructive feedback to others

Topics

Examples of Goal Setting & Feedback, Tasks vs. Goal Setting – The Difference, Miscommunication and Errors, Employees’ Responsibilities, Your Manager’s Responsibilities, When Managers Use Goal Setting, If Your Manager’s Not Setting Effective Goals, Providing Positive Feedback, Why Give Others Feedback, Providing Negative Feedback

Duration:

Approximately 45 to 60 minutes, plus 45 minutes for the exercises

Course Description:

Dealing with a Micro-Manager

Overview:

If a manager is a micro-manager then chances are very good that he or she doesn't know it. After all, why would someone intentionally do that! So you have to recognize when your manager is (and isn't) micro-managing so you can work with him or her to make your relationship more productive and rewarding.

Objectives 

Upon completion of this module, participants will be able to:

• recognize typical examples of micro-management behavior

• compare micro-management to Adaptive Leadership behavior to determine what may be prompting micro-management

• complete an assessment to determine if their managers are a micro-manager based on their point of view

• follow a process to raise the issue and talk about the problem with their managers and define steps that can be taken

Topics

Examples of Micro-Management, Micro-Management vs. Adaptive Leadership, Is Your Manager a Micro-Manager?, What to do If Your Manager is A Micro-Manager, Administrative Micro-Management

Duration:

Approximately 35 minutes to 45 minutes 

Course Description:

Coping with Change

Overview:

Change is a reality of business. To stay competitive your company has to change more often and faster. If you can learn to not only adapt to those changes but also look at them as challenges and opportunities to demonstrate your ability - it'll do wonders for your career.

How many times have you seen the following in a job description or job advertisement:

- must be able to work under changing priorities

- must be comfortable in a fast paced environment

- must be flexible and willing to take on new responsibilities

No matter what size or type of company you work for, at some point you will be smack dab in the middle of change. It may be small, almost imperceptible, or it may be a complete overhaul of your business. Obviously the larger the company and the larger the change the more complicated the change becomes. But in either case, you need to be flexible and adaptable enough to roll with the changes.

Objectives 

Upon completion of this module, participants will be able to:

• describe common reasons why employees resist changes

• employ a process for planning, communicating and implementing changes

• follow a process to assist their managers with implementing changes though completion of a brief case study

• describe specific things that can be done to reduce their own resistance to change

Topics

Examples of Change in the Workplace, What Causes Resistance to Change?, Managing Change and Reducing Resistance, Supporting Change – Your Role, Coping With Change – What’s Your Experience?

Duration:

Approximately 25 to 35 minutes 

My Productivity & Development Section

Course Description:

                        My Career Development

Overview:

No one is going to be as concerned about your career as you –so have a plan!! Otherwise, you may not like where you end up!

Remember when you thought if you kept your nose to the grind stone, slowly but surely you'd climb the corporate ladder? Today that corporate ladder still exists but with downsizing, restructuring, delayering etc. watch your step–the rung you're standing on may not be there tomorrow! That's the harsh reality facing today's workers. To be competitive a company has to be lean. This can limit career opportunities and that makes any discussion of growth a "challenge". Career discussions commonly occur during performance evaluations, though some employees will take it upon themselves to schedule a special meeting dedicated to that purpose. This module provides guide and tools to help you take charge of your career.

Unless you're independently wealthy, have won the lottery or lack the motivation for self improvement (in which case you wouldn't be reading this) your career development is probably something you're very interested in. If, instead, you're waiting for someone to come tap you on the shoulder for that big break, you're going to be disappointed. It's your career. It's your job. This module will show you how to take charge!

Objectives 

Upon completion of this module, participants will be able to:

• follow a simple process for having a career discussion with their manager

• utilize a Career Interests Inventory to better understand their career interests, needs and preferences

• utilize a Career Planning Worksheet to help map a road to career success

• evaluate their next career move to ensure it fits both their ability and motivation

Topics

Career Discussions – Your Role, Career Exploration Guide – What Fits Me?, My Career Development Inventory – Career Exploration Guide, Career Planning Worksheet, Career Step = Reality Check

Duration:

Approximately 25 to 35 minutes, plus 40 minutes to complete the Career Development Inventory

Course Description:

Time Management

Overview:

There are tricks to saving time and working faster but effective time management really boils down to one thing - work habits. Chances are there's not one thing that if you did it differently would dramatically improve your time management. More likely, there are numerous small habits and tendencies that over the course of a day, week, month, or year - significantly erode the time you have to devote to your priorities.

There's a limit to how much time you can throw at your business or job. If you keep going in earlier and getting home later, after awhile you're going to get burned out. As the old saying goes you have to work smarter, not harder. Time management skills are the key to getting more done and delivering quality results in a reasonable timeframe. 

Everyday you're bombarded with tasks. Some miniscule and bothersome - others are drop dead critical. The key to being productive is having an effective filter in place to differentiate.

Objectives 

Upon completion of this module, participants will be able to:

• describe how to determine work priorities so you can maintain focus

• identify where in their daily routine they are wasting time

• apply tips and techniques for managing both personal time and work time

• complete a personal Time Management Assessment

• perform an audit of how they spend their time

• apply tips for Time Management at home

Topics

Priorities – Importance and Urgency, Tracking Your Time –TM Audit, Planning and To Do Lists, Managing Your Time – Specific Strategies, How Well Do You manage Your Time, Time Management at Home

Duration:

Approximately 1 hour to 1:15 hours 

Course Description:

The Leader in You

Overview:

Have you noticed that some people just bring out the best in you? They believe you're capable of more. When they set a goal or a challenge you find an irresistible urge to be a part of it. That's Leadership. Are you a leader? It's a choice.

What really defines a leader is their ability to make individuals feel committed to a cause or challenge. But not only do they feel committed, they take action.

No doubt you know someone who you consider a leader. Maybe it's a manager you work with–maybe not. It may not even be someone you know from work i.e. a coach, teacher, friend etc. But something about that person catches your attention, your imagination and your admiration. Chances are they make you feel significant. They make you believe you are capable of more than you thought. They make you dream - at least for a moment. That's what leaders do.

Objectives 

Upon completion of this module, participants will be able to:

• describe the general principles of Personal Leadership

• employ approaches which demonstrate their leadership potential.

• define key competencies or characteristics associated with leadership

• identify leadership qualities in others in order to evaluate them in themselves

• evaluate their personal leadership strengths and weaknesses

Topics

What is Leadership?, A Lack of Leadership, Qualities of Leadership, Genuine respect for others, Decisiveness, Humbleness, Effective communicator, Honesty and Integrity, Core Values, Confident and Courageous, Continuous Improvement, Influence, Physical, Mental and Spiritual Health, Applying the Traits of Leadership, Developing My Leadership Potential

Duration:

Approximately 1 hour to 1 hour and 15 minutes,  plus 45 minutes for the final self-assessment exercise

The Ultimate Team Player Section

Course Description:

The Ultimate Team Player

Overview:

To be an effective team player you need to understand the dynamics of teamwork and the roles people play on teams. It's more than just working in the same department. Many companies have turned to "Teams" in hopes of increasing productivity and profitability. Often times employees hear their manager call them a team. "You're a team." "We need to work as a team." "You need to be a team player."

If you put the right people, with the right intentions together they'll work like a team whether or not they're called a team. As an employee you need to recognize the stages teams go through as they develop. You need to appreciate the roles individuals play on a team. You need to understand the unique characteristics that distinguish a department of employees from a team of employees and you need to understand the behaviors of a good team player.

Objectives 

Upon completion of this module, participants will be able to:

• recognize the difference between a team of employees and a department of employees

• describe the stages a team will cycle through as it faces a new challenge or changes in its membership

• assess examples of team situations and determine the stage they are in

• describe the roles individuals play on a team and why they're important

• explain the characteristics of teamwork and a team environment

• define the behaviors of a team player versus a non team player

Topics

Am I on a Team or Not?, Stages of Team Development, Team Situations, Roles of Team Members, Characteristics of a Team, Team Player vs. Non-Team Player, Team Players – The Difference

Duration:

Approximately 1 hour and 20 minutes,  to 1hour and 30 minutes 

Course Description:

Managing Conflict

Overview:

Without a doubt, the most damaging, counterproductive dynamic in the workplace is conflict. Not just any conflict, but personal conflict. Largely because it's so common. You just can't put groups of people together and expect them to always play nice. Do you know how to use conflict to improve your work environment versus destroy it?

A little conflict can be a productive catalyst for some groups to take action or to reexamine decisions and their work environment. But if left unattended it will likely spread like a weed. The impact conflict can have on productivity, morale and turnover is staggering. 

Objectives 

Upon completion of this module, participants will be able to:

• define two types of workplace conflict

• describe situations with the potential for conflict

• explain techniques for addressing conflict

• complete mini case studies that illustrate conflict in the workplace

Topics

Personal vs. Functional Conflict, Situations With Potential for Conflict, Techniques for Dealing With Conflict, When to go to Your Manager, That Tricky Situation, Case Study- Passive Aggressive Conflict, Case Study- Interdepartmental Conflict

Duration:

Approximately 1 hour and 10 minutes, to 1 hour and 20 minutes 

Course Description:

Introduction to Group Decision Making

Overview:

Making a decision as a group can be easy. Making a good decision is hard. This tutorial explains how to help your team arrive at the best decision. This tutorial provides an overview of a powerful phenomenon that jeopardizes the quality of any team’s decision making - Decision Paradox.

Think of all the decisions that get made, or should get made, each day at work. Whether you're on a team of employees working on a project, a manager calling the shots for a department, or a few employees brainstorming the solution to a sudden problem, the first order of business is to decide on a plan of action. Unfortunately, if you make the wrong move there, the rest of your effort is a waste. Group Decision Making is impacted by very powerful dynamics whether at work or outside of work. If you understand them you can be more confident that the decisions you're making are the right ones.

Objectives 

Upon completion of this module, participants will be able to:

• describe common obstacles and dynamics that interfere with a group's ability to make effective decisions

• test the decision making process of a group for true consensus

• complete a case study of one company's mismanagement of a decision making process and the costly outcome

Topics

Decision Paradox, Factors That Contribute to Decision Paradox, How to Avoid Decision Paradox, When Decision Making Goes Bad, Group Decision Making – Case study

Duration:

Approximately 30 to 45 minutes 

Course Description:

Dealing with Difficult Situations

Overview:

If you work you're going to run into difficult situations with peers and your manager. You have probably experienced several situations that interfere with your ability to do the best job you can. They're not hard to get involved in – some days you just need to show up and they're waiting for you. Quite often, you'll be aware of the problem long before your manager is. And, when your manager finds out, the first thing he or she will ask is, "What have you done about it?"

No manager likes to have to referee disputes among employees or to have to act more as a babysitter than a manager. No one wins, even if you're right! This tutorial will show you how you can take control of these situations. The sooner you can address problem situations, the faster you can refocus your attention on more important things, like your job performance, customers, etc. When allowed to continue these problems will impact your productivity, service and general morale. It's in your best interest to deal with them quickly. 

Objectives 

Upon completion of this module, participants will be able to:

• explain why most employees avoid taking direct action when dealing with an interpersonal problem at work

• understand