Managing in a New Millennium

Introducing

MANAGING IN A NEW MILLENNIUM

A practical series of workshops to enable managers to better serve customers through the more effective use of their human resources.

Learn how to:

  • Become an effective leader
  • Set goals for your team and each person
  • Deal assertively with poor performance
  • Work collaboratively with associates & your union
  • Increase commitment to change and improvement
  • Increase teamwork
  • Reduce conflict between areas departments and people
  • Improve your ability to influence people and events
  • Solve problems quickly the first time
  • Involve people in decision making when change impacts them.

BACKGROUND

Organizations are scrambling to adapt to a dynamic environment calling for swift and dramatic changes in performance. Many organizations respond with a regular dose of 'flavour of the month'. Needless to say, the changes brought about in these situations are typically superficial, with benefits short-lived. Soon, the organization reverts to its original state, leaving its staff confused and angry.

Effective leaders understand that their organizations need to constantly innovate, change and adapt. To do this, people need to be aware of what changes need to be made and why. Its leaders need to be pro-active, anticipating the future and preparing their people for the challenge.

This workshop will give participants an understanding of the change process and the confidence and tools to make change a part of the culture in their organization. It will also give them the opportunity to identify their new role going forward into a millennium filled with enormous challenges and opportunities.

By putting all managers through the same series of workshops, you organization will begin to develop more consistency in management practices. The organization will also be seen to be responding to the needs of its people as identified in your recent attitude survey.

This training program will be concentrated into a number of fast-paced, skill-packed sessions. It will give you the opportunity to get the tools that are guaranteed to increase commitment to change. We'll send your managers back to work with action plans that they can put into practice right away. 

TRAINING PROCESS

The training will be customized to incorporate role-plays and simulations that will be as close to real life as possible. It will incorporate state-of-the-art adult education techniques. People will learn by listening, seeing and above all, using hands-on practice. They will also gain from ongoing feedback from their peers and the trainer. Participants will benefit from an informal, enjoyable learning environment which will encourage active participation and openness.

We will challenge participant to use the skills right away. To encourage immediate practice of the skills, they will have the ability to call on us informally at any time for help regarding the use of any tools that they learned in the workshop.

LENGTH OF PROGRAM

2-3 hour modules provided at regularly scheduled intervals. Or, over a 4-5 day period, depending on the needs of the participants.

DELIVERABLES

  • New skills and practices, which will reinforce your business plan.
  • Common management language and approach crossing cultures, functions and locations.
  • Individual action plans.
  • Periodic feedback on core issues and participants to the executive team.
  • Modular training design that to ensure the least amount of disruption to your operations.
  • Ongoing informal coaching as needed.
  • Customized workbook with relevant case studies and role plays.
  • Customized workshop design.

WORKSHOP OBJECTIVES

At the end of this series of workshops, participants will:

  • Understand the role of management in today's organization;
  • Deal with the conflicting needs of management, peers and staff;
  • Working effectively within a unionized environment;
  • Anticipate and manage changes at the departmental and individual level;
  • Communicate goals to teams and individuals;
  • Gain commitment to goals;
  • Identify and recognize superior performance;
  • Deal assertively with poor performance;
  • Counsel employees who seem unwilling to give of their best;
  • Develop effective teamwork;
  • Train people for improved performance;
  • Conduct an effective annual performance review;
  • Build effective teamwork;
  • Maintain team morale at a high level;
  • Know when to involve the team and when to make decisions on their own ;
  • Run short, effective formal and informal meetings;
  • Guide a team through a step-by-step process of problem solving;
  • Run great team meetings;
  • Make decisions effectively, either on their own or in the team;
  • Communicate effectively;
  • Influence people who are resistant to new ideas;
  • Gain commitment to change through participation;
  • Begin the process of taking ownership for their own learning and careers.

TRAINING MODULES

Managing in the new millennium

  • The purpose of your organization.
  • Key ingredients for success.
  • Evaluation of your organization's strengths and weaknesses.
  • The manager's job in building the business.
  • New skills for a new millennium.
  • Representing the vision and mission of your organization.
  • Your old job and your new job - what has changed?
  • Working in a unionized environment.

Leadership

  • The difference between managing and leading.
  • Evaluation of your leadership "style".
  • Knowing if your style is appropriate.
  • Planning new activities that will better meet the needs of your people.

Key coaching skills

  • The importance of goal setting.
  • How to set S.M.A.R.T. goals
  • Individual and team measurement compared: one or both?
  • How and when to monitor performance.
  • The pitfalls of "helicopter" management.
  • How to recognize people whose performance exceeds expectations.
  • What to do when performance is below expectations: how to run an effective coaching session.
  • How to give constructive feedback; the 10 golden rules
  • The difference between coaching and discipline.

Conducting a motivating performance review

  • Preparing for the interview: getting your records up to date.
  • Completing the performance review documentation.
  • Getting your associate involved in the process.
  • Starting the meeting right.
  • Establishing objectives and an effective process.
  • Reducing subjectivity.
  • Focusing on the positive and the future.
  • Building a performance improvement plan.
  • Getting buy-in.
  • Ending on a positive note.

Training people for results

  • How adults learn: an introduction to learning styles
  • The competency staircase.
  • How to develop a training plan.
  • Self-directed and conventional training compared.
  • Matching your training with the learning style of your associate.
  • Training on the shop floor: the six key steps to ensure success.

Measuring performance, goal setting and teamwork

  • Modern vs. traditional measurement approaches.
  • Performance Indexing: a matrix system that balances the interests of all stakeholders
  • Identifying critical indicators.
  • How do you know you're doing OK? The concept of Benchmarking.
  • Involving your people in setting goals and developing action plans so that they take more "ownership" for performance improvement.
  • Celebrating success and dealing with a downturn in performance.

Managing Change

  • Why change?
  • Why people resist change.
  • Alternative strategies to get buy-in to change.
  • What are paradigms? How can they help us get increased commitment?
  • How to be a change agent.
  • The value of the Serenity Prayer.
  • Overcoming resistance.

Teamwork

  • Alternative team designs. When and how to use each.
  • How to avoid destructive team competition.
  • When does a team do better that its members?
  • When people do better than the team.
  • 4 key ingredients to build a high performing team.
  • The 4 stages of team development.
  • Evaluation of your team's effectiveness.
  • 6 signs that your team's moral is deteriorating.
  • 3 strategies to improve morale.

Teamwork and meetings

  • 3 secrets of the worlds best facilitators.
  • How to cut meeting times in half.
  • A new system to develop and agenda.
  • The role of the facilitator.
  • Getting organized for a meeting.
  • How to start and end meetings.
  • Dealing with people who are disruptive, who take you off course and the non-participators.
  • How to establish and enforce a code of conduct.
  • How to ensure follow-through after a meeting.

Problem solving and decision making

  • When to involve the team and when to allow one person to solve a problem.
  • A 5-step roadmap for effective problem solving.
  • Reaching a consensus using Nominal Group Technique.
  • Commonly used problem-solving techniques including Brainstorming, Cause and Effect Diagrams and the Pareto principal.
  • Action planning.

Conflict resolution

  • Good and bad conflict.
  • Five strategies to deal with conflict – knowing your own style.
  • Picking the best approach.
  • Resolving differences one-on-one.
  • Mediation of a conflict between peers.
  • Conflict prevention - ten strategies that work. Dealing with differences of opinion professionally.

Influence skills

  • What is negotiating?
  • How do you influence others: a model that will improve your relationships with people.
  • The three possible outcomes of a negotiation.
  • Influencing people with the use of power.
  • The 8 best sources of personal power.
  • Knowing when and how to use your power.
  • The importance of meeting the needs of other people.
  • How to gather information: the importance of listening.
  • The top 10 ideas to improve your listening skills.

Peer Mentoring; a Team Approach to Learning

  • Peer Mentoring systems and features.
  • Self-directed and conventional learning compared.
  • The opportunity to learn in peer teams.
  • Review of the tools, including The Instant Manager and the Lesson Plans
  • Learning Strategies: 8 alternative ways to learn.
  • Matching topics to techniques.
  • The 6 key steps to design and deliver an effective team mentoring session.
  • Creating a development plan: choosing core competencies, setting dates and allocating responsibility.
  • Demonstration and evaluation of a peer learning session.
  • Individual preparation for their chosen topic.
  • Review of individual learning plans.
  • Getting the Learning Team Started on the Right Foot:Developing a learning contract.
  • 2 checklists to ensure that learning is effective.