Supervisor Skills

Most popular program: Managing Expectations -- ToolKit for Front Line Supervisors and Managers

The supervisor's job is one of the hardest to master. Positioned between the demands of management and the workers the supervisor must juggle the various priorities. Supervisory skills training make that juggling easier and more effective. In turn, the supervisor has time to manage the job and be proactive instead of reactive.

The following programs can be "modularized" to meet the specific supervisory skill development or supervisory skill training needed to meet your 2004 objectives.

Hourly Supervisory Training - Organized Environment

• Understand and use the collective bargaining agreement.
• Recognize and apply the principles of selected management theories.
• Determine one's managerial style and apply situational management techniques.
• Improve supervisory skills including: greeting and orienting new employees, assigning work, providing feedback and recognition, handling employee complaints and correcting personal work habits.
• Use the grievance procedures to produce win/win outcomes.
• Understand the political nature of the 'give and take' of negotiating grievances resolutions.
• Support self-directed teams.
• Manage the expectations of management, self and the employee.
• Use constructive discipline to maximize output and morale.

• Recognize and apply the principles of selected management theories.
• Determine one's managerial style and apply situational management techniques.
• Improve supervisory skills including: greeting and orienting new employees, assigning work, providing feedback and recognition, handling employee complaints and correcting personal work habits.
• Recognize morale issues and take the "right" action.
• Understand the political nature of the 'give and take' of producing win/win outcomes to employee complaints.
• Support self-directed teams.
• Conflict resolution.
• Manage the expectations of management, self and the employee.
• Use constructive discipline to maximize output and morale.

Salaried Supervisory Training - Engineers, Programmers, Technicians, etc.

• Recognize and apply the principles of selected management theories.
• Determine one's managerial style and apply situational management techniques.
• Improve supervisory skills including: greeting and orienting new employees, assigning work, providing feedback and recognition, handling employee complaints and correcting personal work habits.
• Recognize morale issues and take the "right" action.
• Understand the political nature of the 'give and take' of producing win/win outcomes to employee complaints.
• Use a cognitive coaching approach to enhance the performance of "expert" professional employees.
• Support self-directed teams.
• Conflict resolution.
• Manage the expectations of management, self and the employee.
• Use constructive discipline to maximize output and morale.
• Use advance communication skills to persuade and motivate.
• Handle 'upward' delegation.
• Encourage employees to take the initiative in their careers.
• Manage contract employees: make them a part of the team.

• Identify those potential problems with the greatest impact.
• Understand why they might happen.
• Prevent their occurrence when possible.
• Plan contingency actions.
• Apply the process to a case practice and a work related change or decision.

Decision Making

• Identify current approach to decision making.
• Set minimum requirements and selection criteria.
• Appreciate process and information in decision making.
• Have greater confidence in their decisions.
• Able to provide an explanation for decisions made.
• Apply a six step process to case practice and a current work decision.

• Identify current approach to problem solving.
• Understand the value of gathering and organizing data.
• Use a systematic process to resolve a problem.
• Get to the "root cause" of a problem.
• Apply the process to a current work problem.

• Lead a group to identify current, ideal states and the represented gap.
• Facilitate the change initiatives developed by the team.
• Identify strengths and weaknesses and coach to improve performance.
• Maintain the effort through communications, rewards and recognition.
• Install a continuous improvement process to sustain organizational effectiveness.

• Understand the coaching continuum: directive to cognitive.
• Establish performance goals and standards.
• Observe and track performance against goals and expectations.
• Reward and recognize good performance.
• Use the Performance Analysis Process Model to determine what to do when people don't do as expected.
• Provide a psychological safety net to improve risk taking.
• Coach using a seven step coaching model.

• Redefine middle manager's role in a 'flat' organization.
• Maintain group self worth.
• Understand that the leader is a great communicator and work towards that end.
• Understand the factors that result in a "knowing-doing gap" and lead the organization to neutralize these factors.
• Use visioning techniques to create and foster a team vision.
• Get beyond the limitations of the knowing vs. doing conflict.
• Trust: development and mutual demonstration.