Human Skills - Supervisors and Managers Bundle

Module One: Getting Started

• Icebreaker
• Housekeeping Items
• The Parking Lot
• Workshop Objectives

Module Two: Glossary

• What Is Finance
• Commonly Used Terms
• Key Players (People, Jobs)
• Important Finance Organizations
• Understanding GAAP

Module Three: Understanding Financial Statement

• Balance Sheets
• Income Statements (AKA Profit And Loss Statements)
• Statement Of Retained Earnings
• Statement Of Cash Flows
• Annual Reports

Module Four: Analyzing Financial Statements, Part One

• Income Ratios
• Profitability Ratios
• Liquidity Ratios
• Working Capital Ratios
• Bankruptcy Ratios

Module Five: Analyzing Financial Statements, Part Two

• Long Term Analysis Ratios
• Coverage Ratios
• Leverage Ratios
• Calculating Return On Investment (ROI)

Module Six: Understanding Budgets

• Common Types Of Budgets
• What Information Do I Need?
• Who Should Be Involved?
• What Should A Budget Look Like?

Module Seven: Budgeting Made Easy

• Factoring In Historical Data
• Gathering Related Information
• Adjusting For Special Circumstances
• Putting It All Together
• Computer Based Methods

Module Eight: Advanced Forecasting Techniques

• Using The Average
• Regression Analysis
• Extrapolation
• Formal Financial Models

Module Nine: Managing The Budget

• How To Tell If You're On The Right Track
• Should Your Budget Be Updated
• Keeping A Diary Of Lessons Learned
• When To Panic

Module Ten: Making Smart Purchasing Decisions

• 10 Questions You Must Ask
• Determining The Payback Period
• Deciding Whether To Lease Or Buy
• Thinking Outside The Box

Module Eleven: A Glimpse Into The Legal World

• A Brief History
• The Sarbanes Oxley Act
• CEO/CFO Certification
• Thinking Outside The Box

Module Twelve: Wrapping Up

• Words from the Wise
• Review of Parking Lot
• Lessons Learned
• Completion of Action Plans and Evaluations

Module One: Getting Started

• Icebreaker
• Housekeeping Items
• The Parking Lot
• Workshop Objectives

Module Two: Defining Coaching and Mentoring

• What is Coaching?
• What is Mentoring?
• Introducing the GROW Model

Module Three: Setting Goals

• Goals in the context of GROW
• Identifying Appropriate Goal Areas
• Setting SMART Goals

Module Four: Understanding the Reality

• Getting a Picture of Where You Are
• Identifying Obstacles
• Exploring the Past

Module Five: Developing Options

• Identifying Paths
• Choosing Your Final Approach
• Structuring a Plan

Module Six: Wrapping it All Up

• Creating the Final Plan
• Identifying the First Step
• Getting Motivated

Module Seven: The Importance of Trust

• What is Trust?
• Trust and Coaching
• Building Trust

Module Eight: Providing Feedback

• The Feedback Sandwich
• Providing Constructive Criticism
• Encouraging Growth and Development

Module Nine: Overcoming Roadblocks

• Common Obstacles
• Re-Evaluating Goals
• Focusing on Progress

Module Ten: Reaching the End

• How to Know When You've Achieved Success
• Transitioning the Coachee
• Wrapping it All Up

Module Eleven: How Mentoring Differs from Coaching

• The Basic Differences
• Blending the Two Models
• Adapting the GROW Model for Mentoring
• Focusing on the Relationship

Module Twelve: Wrapping Up

• Words from the Wise
• Review of Parking Lot
• Lessons Learned
• Completion of Action Plans and Evaluations

Module One: Getting Started

• Housekeeping Items
• Pre-Assignment Review
• Workshop Objectives
• The Parking Lot
• Action Plan

Module Two: How to Conduct Annual Reviews

• Develop the Process
• Set Benchmarks Early
• Agreement with Set Benchmarks
• Hold an Effective Meeting
• Case Study
• Module Two: Review Questions

Module Three: Categories for Annual Review (I)

• Company Mission and Values
• Customer Service and Quality Control
• Problem Solving/Judgment
• Production
• Case Study
• Module Three: Review Questions

Module Four: Categories for Annual Review (II)

• Work Style
• Resource Management
• Communications Skills
• Teamwork
• Case Study
• Module Four: Review Questions

Module Five: Common Mistakes (I)

• Contrast Effect
• Similar-to-me Effect
• Halo (or horn) Effect
• Central Tendency
• Case Study
• Module Five: Review Questions

Module Six: Common Mistakes (II)

• Leniency/Desire to Please
• First-impression Bias
• Rater Bias
• Recency Effect
• Case Study
• Module Six: Review Questions

Module Seven: Successful Tips for Concept of Pay for Performance

• No Surprises
• Focus on the Basics
• Show Clear Disparity
• One For All and All for One
• Case Study
• Module Seven: Review Questions

Module Eight: How to Tie Employee Compensation to Firm-Wide Returns

• Set Quarterly Revenue Target
• Set Employee Goals
• Conduct Quarterly Reviews
• Pay Out Quarterly
• Case Study
• Module Eight: Review Questions

Module Nine: How to Communicate Employee Expectations Effectively

• Have Regular Conversations
• State What"s Working
• Be Honest
• Provide Mentoring
• Case Study
• Module Nine: Review Questions

Module Ten: Meaningful Questions to Gauge Employee Happiness (I)

• Ask Questions Frequently
• How Transparent is Management?
• Rate Quality of Facility?
• Contributing Factors to Work Easier?
• Case Study
• Module Ten: Review Questions

Module Eleven: Meaningful Questions to Gauge Employee Happiness (II)

• What Makes you Productive?
• Recognition?
• Opportunities to Grow and Advance?
• Confidence in Leadership?
• Case Study
• Module Eleven: Review Questions

Module Twelve: Wrapping Up

• Words from the Wise
• Review of Parking Lot
• Lessons Learned
• Recommended Reading
• Completion of Action Plans and Evaluations

Module One: Getting Started

• Housekeeping Items
• Pre-Assignment Review
• Workshop Objectives
• The Parking Lot
• Action Plan

Module Two: Managers are Made, Not Born

• Managers Must be Developed
• Management Skills can be Learned
• Managers Learn by Being Managed Well
• Create a Management Track
• Case Study
• Module Two: Review Questions

Module Three: Create a Management Track

• Clearly Define Roles and Competencies
• Provide Tools
• Identify Candidates Early
• Clearly Define Management Track
• Case Study
• Module Three: Review Questions

Module Four: Define and Build Competencies

• Clearly Define Competencies Needed
• Identify Strengths
• Identify Development Areas
• Provide Development Opportunities
• Case Study
• Module Four: Review Questions

Module Five: Managers Learn by Being Managed Well

• Pair New Managers with Mentors
• Reward Effective Managers
• Emulate Effective Managers
• Create/Document Best Practices
• Case Study
• Module Five: Review Questions

Module Six: Provide Tools

• Provide Manuals or Policy Documents
• Empower New Managers
• Provide Support
• Provide Training and Development Opportunities
• Case Study
• Module Six: Review Questions

Module Seven: Provide Support

• Encourage Peer Networking
• Establish Resource People
• Encourage Mentor Relationships
• Establish Regular Check-ins
• Case Study
• Module Seven: Review Questions

Module Eight: Identify Strong Candidates Early

• Development Begins Early
• Identify Candidates Early
• Identify Candidates Through Evaluations
• Develop Those with Management Goals
• Case Study
• Module Eight: Review Questions

Module Nine: Clearly Define the Management Track

• Make the Path to Management Clear
• Serves as a Guidepost
• Ensures Quality Training/Support
• Succession Planning and Change Management
• Case Study
• Module Nine: Review Questions

Module Ten: Empower New Managers

• Decision Making
• Asking for Help
• Support, Don't Micromanage
• Continuous Growth and Development
• Case Study
• Module Ten: Review Questions

Module Eleven: Provide Growth Opportunities

• Provide Continuous Growth Opportunities
• Create a Development Plan
• Provide Regular Feedback
• Encourage Mentoring
• Case Study
• Module Eleven: Review Questions

Module Twelve: Wrapping Up

• Words From The Wise
• Review Of The Parking Lot
• Lessons Learned
• Recommended Reading
• Completion Of Action Plans And Evaluations

Module One: Getting Started

• Icebreaker
• Housekeeping Items
• The Parking Lot
• Workshop Objectives

Module Two: A Psychological Approach

• Herzberg's Theory Of Motivation
• Maslow's Hierarchy of Needs
• The Two Models and Motivation

Module Three: Object-Oriented Theory

• The Carrot
• The Whip
• The Plant

Module Four: Using Reinforcement Theory

• A History of Reinforcement Theory
• Behavior Modification in Four Steps
• Appropriate Uses in the Workplace

Module Five: Using Expectancy Theory

• A History of Expectancy Theory
• Understanding the Three Factors
• Using the Three Factors to Motivate in the Workplace

Module Six: Personality's Role in Motivation

• Identifying Your Personality Type
• Identifying Others' Personality Type
• Motivators by Personality Type

Module Seven: Setting Goals

• Goals and Motivation
• Setting SMART Goal
• Evaluating and Adapting

Module Eight: A Personal Toolbox

• Building Your Own Motivational Plan
• Encouraging Growth and Development
• Getting Others to See the Glass Half-Full

Module Nine: Motivation On the Job

• The Key Factors
• Creating a Motivational Organization
• Creating a Motivational Job

Module Ten: Addressing Specific Morale Issues

• Dealing with Individual Morale Problems
• Addressing Team Morale
• What To Do When the Whole Company is De-Motivated

Module Eleven: Keeping Yourself Motivated

• Identifying Personal Motivators
• Maximizing Your Motivators
• Evaluating and Adapting

Module Twelve: Wrapping Up

• Words from the Wise
• Review of Parking Lot
• Lessons Learned
• Completion of Action Plans and Evaluations

Module One: Getting Started

• Icebreaker
• Housekeeping Items
• The Parking Lot
• Workshop Objectives

Module Two: Understanding Facilitation

• What is Facilitation?
• What is a Facilitator?
• When is Facilitation Appropriate?

Module Three: Process vs. Content

• About Process
• About Content
• A Facilitator's Focus

Module Four: Laying the Groundwork

• Choosing a Facilitated Approach
• Planning for a Facilitated Meeting
• Collecting Data

Module Five: Tuckman and Jensen's Model of Team Development

• Stage One: Forming
• Stage Two: Storming
• Stage Three: Norming
• Stage Four: Performing

Module Six: Building Consensus

• Encouraging Participation
• Gathering Information
• Presenting Information
• Synthesizing and Summarizing

Module Seven: Reaching a Decision Point

• Identifying the Options
• Creating a Short List
• Choosing a Solution
• Using the Multi-Option Technique

Module Eight: Dealing with Difficult People

• Addressing Disruptions
• Common Types of Difficult People and How to Handle Them
• Helping the Group Resolve Issues on Their Own

Module Nine: Addressing Group Dysfunction

• Using Ground Rules to Prevent Dysfunction
• Restating and Reframing Issues
• Getting People Back on Track

Module Ten: About Intervention

• Why Intervention May Be Necessary
• When to Intervene
• Levels of Intervention

Module Eleven: Intervention Techniques

• Using Your Processes
• Boomerang it Back
• ICE It: Identity, Check for agreement, Evaluate how to Resolve

Module Twelve: Wrapping Up

• Words from the Wise
• Review of Parking Lot
• Lessons Learned
• Completion of Action Plans and Evaluations

Module One: Getting Started

• Icebreaker
• Housekeeping Items
• The Parking Lot
• Workshop Objectives

Module Two: Understanding Knowledge Management

• What is Knowledge
• What is Knowledge Management
• A Brief History
• Applications in the Workplace

Module Three: Do's and Don'ts

• Data, Information, and Knowledge
• The Tacit Mode

Module Four: The Knowledge Management Life Cycle

• Understanding Episodes
• Acquisition
• Knowledge
• Integration

Module Five: The New Knowledge Management Paradigm

• Paradigms of the Past
• The New Paradigm
• Implications and Applications
• The Knowledge Management Endgame

Module Six: Knowledge Management Models

• The Nonaka and Takeuchi Model (SECI)
• Wiig Model
• Kakabadse Model
• Boisot Model

Module Seven: Building a Knowledge Management Rationale

• Why Rationale is Necessary
• Building a Business Case
• Finding Success Stories
• The Commodization/Customization Model

Module Eight: Customizing Knowledge Management Definitions

• Components of a Knowledge Management Definition
• Customizing the Components
• Creating a KMBOK

Module Nine: Implementing Knowledge Management in Your Organization

• Gathering Support
• Identifying Opportunities for Revenue Streams
• Key Knowledge Management Techniques
• A Map for Success
• The No-Budget Scenario

Module Ten: Tips for Success

• About the Chief Knowledge Officer
• Knowledge Management Skill Checklist
• The Knowledge Management Imperative
• The Hype Curve
• Barriers and Helpers to Success

Module Eleven: Advance Topics

• The Knowledge Management Maturity Model
• Absorptive Capacity
• Rustiness
• Process Model Types

Module Twelve: Wrapping Up

• Words from the Wise
• Review of Parking Lot
• Lessons Learned
• Completion of Action Plans and Evaluations

Module One: Getting Started

• Icebreaker
• Housekeeping Items
• The Parking Lot
• Workshop Objectives

Module Two: The Evolution of Leadership

• Defining Leadership
• Characteristics of a Leader
• Leadership Principles
• A Brief History of Leadership
• Historical Leaders
• Modern Leaders
• The Great Man Theory
• The Trait Theory
• Transformational Leadership
• Summary

Module Three: Situational Leadership

• Situational Leadership: Telling
• Situational Leadership: Selling
• Situational Leadership: Participating
• Situational Leadership: Delegating

Module Four: A Personal Inventory

• An Introduction to Kouzes and Posner
• Model the Way
• Inspire a Shared Vision
• Challenge the Process
• Enable Others to Act
• Encourage the Heart
• A Personal Inventory
• Creating an Action Plan
• Set Leadership Goals
• Address the Goals
• Seek Inspiration
• Choose a Role Model
• Seek Experience
• Create a Personal Mission Statement

Module Five: Modeling the Way

• Determining Your Way
• Being an Inspirational Role Model
• Influencing Others’ Perspectives

Module Six: Inspiring a Shared Vision

• Choosing Your Vision
• Communicating Your Vision
• Identifying the Benefit for Others

Module Seven: Challenging the Process

• Developing Your Inner Innovator
• Seeing Room for Improvement
• Lobbying for Change

Module Eight: Enabling Others to Act

• Encouraging Growth in Others
• Creating Mutual Respect
• The Importance of Trust

Module Nine: Encouraging the Heart

• Sharing Rewards
• Celebrating Accomplishments
• Making Celebration Part of Your Culture

Module Ten: Basic Influencing Skills

• The Art of Persuasion
• The Principles of Influence
• Creating an Impact

Module Eleven: Setting Goals

• Setting SMART Goals
• Creating a Long-Term Plan
• Creating a Support System

Module Twelve: Wrapping Up

• Words from the Wise
• Review of Parking Lot
• Lessons Learned
• Completion of Action Plans and Evaluations

Module One: Getting Started

• Icebreaker
• Housekeeping Items
• The Parking Lot
• Workshop Objectives

Module Two: Understanding Lean

• About Six Sigma
• About Lean
• History behind Lean
• Toyota Production Systems
• The Toyota Precepts

Module Three: Liker's Toyota Way

• Philosophy
• Process
• People and Partners
• Problem Solving

Module Four: The TPS House

• The Goals of TPS
• The First Pillar: Just In Time (JIT)
• The Second Pillar: Jidoka (Error-Free Production)
• Kaizen (Continuous improvement)
• The Foundation of the House

Module Five: The Five Principles of Lean Business

• Value
• Value Stream
• Flow
• Pull
• Seek Perfection

Module Six: The First Improvement Concept (Value)

• Basic Characteristics
• Satisfiers
• Delighters
• Applying the Kano Model

Module Seven: The Second Improvement Concept (Waste)

• Muda
• Mura
• Muri
• The New Wastes

Module Eight: The Third Improvement Concept (Variation)

• Common Cause
• Special Cause
• Tampering
• Structural

Module Nine: The Fourth Improvement Concept (Complexity)

• What is complexity?
• What causes complexity?
• How to Simplify?

Module Ten: The Fifth Improvement Concept (Continuous improvement)

• The PDSA Cycle (Plan, Do, Study, Act)
• The DMAIC Method

Module Eleven: The Improvement Toolkit

• Gemba
• Genchi Genbutsu
• Womack's Principle
• Kaizen
• A Roadmap for implementation

Module Twelve: Wrapping Up

• Words from the Wise
• Review of Parking Lot
• Lessons Learned
• Completion of Action Plans and Evaluations

Module One: Getting Started

• Icebreaker
• Housekeeping Items
• The Parking Lot
• Workshop Objectives

Module Two: Grooming a New Manager

• Set Specific Goals
• Authority (What They Can and Can't Do)
• Create a Shared Vision
• The More they Learn, the More Responsibility They Get
• Case Study
• Module Two: Review Questions

Module Three: Measuring Performance

• Staying Within Their Budget
• Setting Measurable Objectives
• Skip Level Feedback
• Collaborate on Criteria to be Evaluated
• Case Study
• Module Three: Review Questions

Module Four: Motivating Managers

• Provide the Needed Resources
• Bonuses and Incentives
• Give Credit for Good Work
• Keep Them Challenged
• Case Study
• Module Four: Review Questions

Module Five: Signs of Poor Management

• Missed Deadlines
• Team Turnover
• Losing Customers
• Little or No Growth
• Case Study
• Module Five: Review Questions

Module Six: Trust Your Team of Managers

• Do Not Micromanage
• Promote Open and Honest Communication
• Reward Initiative
• Trust, But Verify
• Case Study
• Module Six: Review Questions

Module Seven: When an Employee Complains about their Manager

• Keep the Information Confidential
• Gather Information from Both Sides
• Coach or Delegate the Solution
• Follow-up with the Manager or Employee
• Case Study
• Module Seven: Review Questions

Module Eight: Coaching and Mentoring (I)

• Writing Performance Reviews
• Provide Clear and Timely Feedback
• Praise in Public, Criticize in Private
• Make Sure Your Door is Always Open
• Case Study
• Module Eight: Review Questions

Module Nine: Coaching and Mentoring (II)

• Offer Advice, Not the Solution
• Create a Supportive Environment
• Building Ownership
• 360 Degree Feedback
• Case Study
• Module Nine: Review Questions

Module Ten: When Do You Step In?

• Unsafe or Dangerous Events
• Legal Ramifications
• Severe Financial Costs
• Repeated Failures after Coaching Has Occurred
• Case Study
• Module Ten: Review Questions

Module Eleven: Remember These Basic Qualities

• Express Confidence in Their Abilities
• Practice What you Preach
• Have an Open Door
• Their Success is Your Success
• Case Study
• Module Eleven: Review Questions

Module Twelve: Wrapping Up

• Words from the Wise
• Review of Parking Lot
• Lessons Learned
• Completion of Action Plans and Evaluations

Module One: Getting Started

• Icebreaker
• Housekeeping Items
• The Parking Lot
• Workshop Objectives

Module Two: Introduction to Management

• What is Management?
• What Do Mangers Do?
• What Does It Take to Be a Manager?
• Why Does Management Matter?

Module Three: Ethics and Social Responsibility

• What is Ethical Workplace Behavior?
• What is Unethical Workplace Behavior?
• How to Make Ethical Decisions
• What is Social Responsibility?

Module Four: Managing Information

• Why Information Matters
• Strategic Importance of Information
• Characteristics and Costs of Useful Information
• Getting and Sharing Information

Module Five: Decision-Making

• What is Rational Decision-Making?
• Steps to Rational Decision-Making
• Limits to Rational Decision-Making
• Improving Decision-Making

Module Six: Control Basics of Control

• The Control Process
• Is Control Necessary or Possible?
• How and What to Control
• Control Methods

Module Seven: Organizational Strategy

• Basics of Organizational Strategy
• Sustainable Competitive Advantage
• Strategy-Making Process
• Corporate, Industry, Firm Level Strategies

Module Eight: Innovation and Change

• Organizational Innovation
• Why Innovation Matters
• Managing Innovation
• Organizational Change
• Why Change Occurs and Why it Matters
• Managing Change

Module Nine: Organizational Structures and Process

• Departmentalization
• Organizational Authority
• Job Design
• Designing Organizational Process

Module Ten: Managing Teams

• The Good and the Bad of Using Teams
• Kinds of Teams
• Work Team Characteristics
• Enhancing Work Team Effectiveness

Module Eleven: Motivation and Leadership

• Basics of Motivation
• Equity Theory
• Expectancy Theory
• What is Leadership?
• Situational Leadership
• Strategic Leadership

Module Twelve: Wrapping Up

• Words from the Wise
• Review of Parking Lot
• Lessons Learned
• Completion of Action Plans and Evaluations

Module One: Getting Started

• Icebreaker
• Housekeeping Items
• The Parking Lot
• Workshop Objectives

Module Two: New Hires

• Company Core Values
• Building Relationships
• Encourage Respect
• Setting Ground Rules
• Case Study
• Module Two: Review Questions

Module Three: It's About Interacting and Influencing

• Dealing with Different Personalities
• Build a Culture of Collaboration
• Be Nice to Everyone (Not Just Those That Can Help You)
• Be a Team Player
• Case Study
• Module Three: Review Questions

Module Four: Dealing With Rumors, Gossip, and Half-Truths

• It's Effects on Morale
• Reinforce the Truth with Facts
• Do Not Participate
• Deal With it Swiftly
• Case Study
• Module Four: Review Questions

Module Five: Office Personalities (I)

• Complainer
• Gossiper
• Bully
• Negative Ned/Nancy
• Case Study
• Module Four: Review Questions

Module Six: Office Personalities (II)

• Information Keeper
• Know-it-All
• The Apple-Polisher
• Nosey Neighbor
• Case Study
• Module Six: Review Questions

Module Seven: Getting Support for Your Projects

• Gain Trust Through Honesty
• Be Assertive
• Blow Your Own Horn
• Make Allies
• Case Study
• Module Seven: Review Questions

Module Eight: Conflict Resolution

• The Importance of Forgiveness
• Neutralizing Emotions
• The Benefits of a Resolution
• The Agreement Frame
• Case Study
• Module Eight: Review Questions

Module Nine: Ethics

• Benefits of an Ethical Environment
• Lead by Example
• Ensuring Ethical Behavior
• Addressing Unethical Behavior
• Case Study
• Module Nine: Review Questions

Module Ten: You Are Not an Island

• Never Burn a Bridge
• Take the High Road
• Trust is a Two Way Street
• Don't Hide in Your Office
• Case Study
• Module Ten: Review Questions

Module Eleven: Social Events Outside of Work

• How to Decline Politely
• Rules When Attending
• Meeting New People
• Conversation Do's and Don'ts
• Case Study
• Module Eleven: Review Questions

Module Twelve: Wrapping Up

• Words from the Wise
• Review of Parking Lot
• Lessons Learned
• Completion of Action Plans and Evaluations

Module One: Getting Started

• Icebreaker
• Housekeeping Items
• The Parking Lot
• Workshop Objectives

Module Two: The Basics (I)

• What is Performance Management?
• How Does Performance Management Work?
• Tools
• Case Study
• Review Questions

Module Three: The Basics (II)

• Three Phase Process
• Assessments
• Performance Reviews
• Case Study
• Review Questions

Module Four: Goal Setting

• SMART Goal Setting
• Specific Goals
• Measurable Goals
• Attainable Goals
• Realistic Goals
• Timely Goals
• Monitoring Results
• Case Study
• Review Questions

Module Five: Establishing Performance Goals

• Strategic Planning
• Job Analysis
• Setting Goals
• Motivation
• Case Study
• Review Questions

Module Six: 360 Degree Feedback

• What is 360 degree Feedback?
• Versus Traditional Performance Review
• The Components
• Case Study
• Review Questions

Module Seven: Competency Assessments

• Competency Assessment Defined
• Implementation
• Final Destination
• Case Study
• Review Questions

Module Eight: Kolb's Learning Cycle

• Experience
• Observation
• Conceptualization
• Experimentation
• Case Study
• Review Questions

Module Nine: Motivation

• Key Factors
• The Motivated Organization
• Identifying Personal Motivators
• Evaluating and Adapting
• Case Study
• Review Questions

Module Ten: The Performance Journal

• Record Goals and Accomplishments
• Linking with Your Employees or Managers
• Implementing a Performance Coach
• Keeping Track
• Case Study
• Review Questions

Module Eleven: Creating a Performance Plan

• Goals
• Desired Results
• Prioritization
• Measure
• Evaluation
• Case Study
• Review Questions

Module Twelve: Wrapping Up

• Words from the Wise
• Review of Parking Lot
• Lessons Learned
• Completion of Action Plans and Evaluations

Module One: Getting Started

• Housekeeping Items
• Pre-Assignment Review
• Workshop Objectives
• The Parking Lot
• Action Plan

Module Two: What Is Self-Leadership?

• Sources
• Before Action
• During
• After Action
• Case Study
• Module Two: Review Questions

Module Three: Motivators

• Need for Autonomy
• Self-Efficacy
• External Factors
• Internal Factors
• Case Study
• Module Three: Review Questions

Module Four: Behavior Focus (I)

• Focusers and Reminders
• Cues
• Self-Observation
• Goal Setting
• Case Study
• Module Four: Review Questions

Module Five: Behavior Focus (II)

• Purpose
• Reward
• Punishment
• Practice
• Case Study
• Module Five: Review Questions

Module Six: Natural Rewards

• Definition
• Competence
• Purpose and Self-Control
• Life Activities
• Case Study
• Module Six: Review Questions

Module Seven: Constructive Thinking

• Positive Thinking
• Self-Talk
• Aware of Personal Beliefs and Assumptions
• Opportunity Thinking
• Case Study
• Module Seven: Review Questions

Module Eight: Well-Being (I)

• Emotional Intelligence
• Stress Management
• Optimism
• Fun and Happiness
• Case Study
• Module Eight: Review Questions

Module Nine: Well-Being (II)

• Fitness
• Diet
• Sleep
• Personal Effectiveness
• Case Study
• Module Nine: Review Questions

Module Ten: Individuality

• Personality
• Locus of Control
• Self-Monitor
• Autonomy
• Case Study
• Module Ten: Review Questions

Module Eleven: Personal Application

• Diversity
• Personal Problems
• Workplace Problems
• Social Responsibility
• Case Study
• Module Eleven: Review Questions

Module Twelve: Wrapping Up

• Words from the Wise
• Review of Parking Lot
• Lessons Learned
• Recommended Reading
• Completion of Action Plans and Evaluations

Module One: Getting Started

• Icebreaker
• Housekeeping Items
• The Parking Lot
• Workshop Objectives

Module Two: Setting Expectations

• Defining the Requirements
• Identifying Opportunities for Improvement and Growth
• Setting Verbal Expectations
• Putting Expectations in Writing

Module Three: Setting Goals

• Understanding Cascading Goals
• The SMART Way
• Helping Others Set Goals

Module Four: Assigning Work

• General Principles
• The Dictatorial Approach
• The Apple-Picking Approach
• The Collaborative Approach

Module Five: Degrees of Delegation

• Level One: Complete Supervision
• Level Two: Partial Supervision
• Level Three: Complete Independence

Module Six: Implementing Delegation

• Deciding to Delegate
• To Whom Should You Delegate?
• Providing Instructions
• Monitoring the Results
• Troubleshooting Delegation

Module Seven: Providing Feedback

• Characteristics of Good Feedback
• Feedback Delivery Tools
• Informal Feedback
• Formal Feedback

Module Eight: Managing Your Time

• The 80/20 Rule
• Prioritizing with the Urgent-Important Matrix
• Using a Productivity Journal
• Using Routines and Rituals to Simplify Your Workday

Module Nine: Resolving Conflict

• Using a Conflict Resolution Process
• Maintaining Fairness
• Seeking Help from Within the Team
• Seeking Help from Outside the Team

Module Ten: Tips for Special Situations

• What to Do If You’ve Been Promoted from within the Team
• What to Do If You’re Leading a Brand New Team
• What to Do if You’re Taking on an Established Team

Module Eleven: A Survival Guide for the New Supervisor

• Ask the Right Questions of the Right People
• Go to Gemba
• Keep Learning!

Module Twelve: Wrapping Up

• Words from the Wise
• Review of Parking Lot
• Lessons Learned
• Completion of Action Plans and Evaluations

Module One: Getting Started

• Housekeeping Items
• Pre-Assignment Review
• Workshop Objectives
• The Parking Lot
• Action Plan

Module Two: Understanding Teams

• What Is the Definition of a Team?
• How Do People Feel about Being on Teams?
• Why Do Teams Fall Apart?
• Examples of Successful Teams
• Case Study
• Module Two: Review Questions

Module Three: Team Development Model

• Forming
• Norming
• Storming
• Performing
• Case Study
• Module Three: Review Questions

Module Four: Chemistry in Teams

• What Is Chemistry?
• Factors that Influence Chemistry
• Examples
• Roles of Leadership
• Case Study
• Module Four: Review Questions

Module Five: Diversity

• Advantages
• Complexity
• Conflicts
• Encourage Individuality
• Case Study
• Module Five: Review Questions

Module Six: Vision and Goals

• Creating Vision
• Shared Vision
• SMART Goals
• Collaboration
• Case Study
• Module Six: Review Questions

Module Seven: Roles

• Establishing Roles
• Taking
• Making
• Avoid Power Struggles
• Case Study
• Module Seven: Review Questions

Module Eight: Leadership Functions

• Set the Tone
• Conflict Management
• Direct, Don’t Order
• Encourage
• Case Study
• Module Eight: Review Questions

Module Nine: Develop Cohesion

• Sense of Exclusivity
• Connect Beyond Work
• Outside Competition
• Focus on Consensus
• Case Study
• Module Nine: Review Questions

Module Ten: Build Relationships

• Respect
• Empathy
• Open Communication
• Share Credit
• Case Study
• Module Ten: Review Questions

Module Eleven: Direction of Team

• Charter
• Task Orientation
• Monitor Performance
• Feedback
• Case Study
• Module Eleven: Review Questions

Module Twelve: Wrapping Up

• Words from the Wise
• Review of Parking Lot
• Lessons Learned
• Recommended Reading
• Completion of Action Plans and Evaluations

Module One: Getting Started

• Housekeeping Items
• The Parking Lot
• Workshop Objectives
• Pre-Assignment
• Action Plans and Evaluations

Module Two: Setting Up Your Virtual Team (I)

• Choose Self-Motivated People with Initiative
• Face to Face Meeting At First
• Diversity Will Add Value
• Experienced with Technology
• Case Study
• Module Two: Review Questions

Module Three: Setting Up Your Virtual Team (II)

• Personality Can Count as Much as Skills
• Rules of Engagement
• Setting up Ground Rules
• Icebreakers and Introductions
• Case Study
• Module Three: Review Questions

Module Four: Virtual Team Meetings

• Scheduling Will Always be an Issue
• Have a Clear Objective and Agenda
• Solicit Additional Topics in Advance
• Discourage Just Being Status Reports
• Case Study
• Module Four: Review Questions

Module Five: Communication (I)

• Early and Often
• Rules of Responsiveness
• Face to Face When Possible
• Choose the Best Tool
• Case Study
• Module Five: Review Questions

Module Six: Communication (II)

• Be Honest and Clear
• Stay in Constant Contact
• Don't Make Assumptions
• Setup Email Protocols
• Case Study
• Module Six: Review Questions

Module Seven: Building Trust

• Trust Your Team and They Will Trust You
• Be Aware of "Us vs. Them" Territorial Issues
• Share Best Practices
• Create a Sense of Ownership
• Case Study
• Module Seven: Review Questions

Module Eight: Cultural Issues

• Respect and Embrace Differences
• Be Aware of Different Work Styles
• Know Your Team Members Cultural Background
• Dealing With Stereotypes
• Case Study
• Module Eight: Review Questions

Module Nine: To Succeed With a Virtual Team

• Set Clear Goals
• Create a SOP's
• Build a Team Culture
• Provide Timely Feedback
• Case Study
• Module Nine: Review Questions

Module Ten: Dealing With Poor Team Players

• Manage Their Results, Not Their Activities
• Be Proactive Not of Reactive
• Check in Often
• Remove Them
• Case Study
• Module Ten: Review Questions

Module Eleven: Choosing the Right Tools

• Communication Software
• Collaboration and Sharing Tools
• Project Management Software
• Use Whatever Works for You and Your Team
• Case Study
• Module Eleven: Review Questions

Module Twelve: Wrapping Up

• Words from the Wise
• Review of Parking Lot
• Lessons Learned
• Completion of Action Plans and Evaluations