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Supervisor and Manager Development


Basic tools for Managers who are new–or who need a refresher

According to Gallup, only 18% of managers have the skills to manage others, resulting in ineffective leadership and struggles to meet goals.

We don’t want to allow a new employee to manage an important asset, like a machine or data, without training. So why should new managers be treated any differently? 

Adults don’t learn much from classroom lectures, so multiple learning methods are used, including presenting, interacting, role-playing and, of course, fun. Participants will find this training to have immediate relevance, both to their day-to-day jobs and to their careers.


The Workshop Series


  • The Program is 4-6 months long, depending on participant availability and on the individual coaching option.
  • Groups are small (6-10) and the tone informal, so a sense of team and peers is developed.
  • Workshops are only 45 minutes long. Some participants come in doubting the value of management training, but short and useful sessions often lead to positive anticipation for the next one.
  • Case studies use examples from your own organization.
  • Workshops are every other week, if possible; in between, participants can be individually coached, merging the ideas they learn with the reality of the workplace.


The Workshops


  • Management: Now you get reviewed on what your employees
    • “An Operator keeps the machine maintained to maximize its output. A Supervisor needs to get the most out of the employee. But how?”


  • Employee Engagement: Earn the loyalty that warrants employee retention.
    • “We know that an engaged employee is more productive, loyal and valuable. How can a Supervisor help to create that engaged employee?”


  • Leadership: Good leaders are influencing behavior all of the time.
    • “What qualities do good leaders have? Which ones do you already have, and which ones would you like to develop?”


  • Communications and Motivation: It’s not what you said, it’s what they heard (and felt).
    • “How does your tone, word choice, meeting location and body language impact what the employee hears from you? Why does that matter?”


  • Coaching: Strengthen employees’ skills so that they can take on more responsibilities.
    • “Your success is now measured by your employee’s and team’s successes—not only your own. Coaching works, so how do you coach for improvement?”


  • The “Tough” Conversation: How to get employees to change their negative behavior.
    • “How do you address and change your employee’s detrimental behavior before it gets to progressive discipline and to HR?”


  • Basic HR Laws: When is it time to notify HR?
    • “What do you have to know about Employment Law; e.g., discrimination, sexual harassment, retaliation, etc.?