Audience: Anyone who oversees the work of another
Length: One full day

Morning Module: Day-to-Day Behaviors Managers Demonstrate to Build Their Teams

(Whether participants’ teams are large or small, these are basic management behaviors that are particularly useful to those new to management and are often neglected by those who have been managing for a while.)

1. Maslow’s Hierarchy of Needs

• As background to building teams, participants explore Maslow’s research as it pertains to the organizational culture; understanding that employees have already met their fundamental “Physical/Security Needs” and “Economic Needs”, what can they do as managers to appeal to employees’ “Social Needs” and “Ego Needs” by demonstrating the Five Key Behaviors to Successful Management.

2. The Five Key Behaviors to Successful Management

1. Focusing on Specific Performance and its Outcomes
   Participants discuss why this skill is important, what opportunities exist for them to focus on specific performance, and learn a formula for crafting their message to ensure they remain specific.  They have the opportunity to practice writing statements and receiving feedback.
2. Fostering Open Communication with Employee
   Participants explore behaviors of past managers who did/did not foster open communication; they make the connection of how important it is to actively foster this open communication with their current team; they learn skills to “get or ask for info/feedback” and “give info/feedback” relating to fostering open communication.
3. Active Listening to Employees & Issues
   Participants take an “active listening” quiz to see how well they listen; they understand obstacles to effective listening, learn their personal listening flaws; and they generate tips for more effective listening and how to demonstrate it.
4. Setting Goals and Following Up
   Since many participants will be familiar with conducting performance appraisal of their team, participants review SMART goals:  the components, how to create them, and the benefit derived. They get an opportunity to review actual written and oral goals to “test” them for the SMART components; they rewrite the goal, if necessary.  Participants identify 4 different ways (oral/written, formal/informal) to follow up on assigned work.
5. Building & Maintaining Relationships Using Emotional Intelligence and Empathy
   Participants identify 3 things they can specifically do back in their department to build their team and get them to share information and skills.

Afternoon Module:  Specific Opportunities for Managing Performance and Workflow

(These are more substantial skills a manager must possess in order to get their team to work at a productive level.  They involve conversations with staff members which take some preparation and practice in order to deliver the message effectively and constructively.)

1. How to Effectively Delegate

1. Individual Assessment:  Participants take a “delegation” quiz to see how well they currently delegate.
2. Group Exercise:  Participants brainstorm a list of reasons why managers don’t delegate, what the consequences are to employees/managers/organization of not delegating, and what are the benefits of delegation (to employees, managers, and organization).
3. Participants learn a 6-step process to successful delegation, purpose for the steps, and how to execute the steps.
4. Individual exercise:  Participants create a delegation conversation on a real task (or part of a task) they need to delegate to someone on their team.
5. Pairs exercise:  Participants practice delegation session and give feedback to each other on how well they delegated.

2. How to Coach and Develop Good Performers            

1. Participants explore the value in coaching; what does the employee, manager, and organization achieve through coaching.
2. Participants identify “Effective Coaches from Their Past” and create a list of “Characteristics and Behaviors of “Effective Coaches; group discusses the applicability of these characteristics and behaviors in the current culture.
3. Participants learn a 7-step process to successful coaching, purposes for the steps, and how to execute the steps.
4. Trios exercise:  Through a case study, participants identify if the steps were appropriately applied.

3. How to Counsel Sub-Standard Performance and Behaviors            

1. Participants explore the value of counseling and why it’s important to the employee, manager, and organization. 
2.  Participants learn a 7-step process to successful counseling, the purpose for each step, and how to execute the steps.
3. Trios exercise:  Through a case study, participants identify if the steps were appropriately applied.
4. Individual exercise:  Participants create a counseling conversation on a real issue in their department that they need to address.
5. Pairs exercise:  Participants practice their counseling session and give each feedback on how well they counseled.

4. How to Resolve Conflict            

1. Conflict Survey:  Participants identify their dominant conflict resolution strategy (Competing, Accommodating, Avoiding, Collaborating, or Compromising) as well as their secondary strategy
2. Participants discuss the 5 major conflict resolution strategies, discuss the pro’s and con’s of each strategy, when to use each strategy, and when not to use the strategy
3. Participants brainstorm the steps to successful conflict resolution between team members and learn how to be a mediator.

5. How to Solve Non-Interpersonal Business Problems            

1.  Participants learn a 4-step model for solving non-interpersonal business problems (problems with systems, processes, or procedures.) 
2. Participants learn the difference between brainstorming and evaluating the brainstormed ideas.