Leadership & Success Program Overview 2014 VERSION Supervisory Development Institute
THE SUPERVISORY DEVELOPMENT INSTITUTE PROGRAM OUTLINE Course I: Developing People Skills Personal Leadership (PDP ProScan) The Roles and Responsibilities of Leading Situational Leadership Effective Communications Motivating for Performance Diffiicult People and Conflict Resolution Coaching Course II: Developing Performance Management Skills Performance Management Time Management and Organizational Skills Goal Setting Delegating for Success Interviewing & Selection Techniques Laws of the Workplace Course III: Developing Leadership Skills Developing Leadership Leading Teams: Team Concepts/Team Development Building Trust Taking Charge of Change Valuing Workforce Diversity Conducting Effective Meetings Leadership: Moving Forward Each course is scheduled to meet for half-day sessions, once a week.
COURSE 1: DEVELOPING PEOPLE SKILLS Participants focus on their own basic skills and how to apply these as a supervisor. The course focuses on the supervisor as a leader and emphasizes learning and practicing techniques to improve effective interaction with subordinates, co-workers and management. Session One: PERSONAL LEADERSHIP (PDP Proscan ) ProScan is a non-threatening, quick, easy and reliable survey tool that is one of the most advanced instruments available. Statistical research of working adults enables the powerful ProScan Survey to produce reliable results to accurately assess a person s basic and preferred work styles. The survey examines combinations of specific traits that affect how the person works most effectively and reacts under stress. ProScan focuses on strengths and motivators to help employers create an environment that reduces employee stress while improving energy and morale. Session Three: SITUATIONAL LEADERSHIP This session provides supervisors with a model (Situational Leadership) for understanding how to develop an effective leadership style. In this session the supervisor will learn how to recognize employee readiness based on demonstrated willingness, confidence, and ability. Armed with this knowledge, the supervisor can use the most appropriate leadership style to match the employee s readiness and ability to affect improved performance. Elements of this session include Situational Leadership Model, Employee Readiness, Leadership Styles, and Leadership Styles Assessment. Session Two: THE Roles and Responsibilities of Leading The purpose of this session is to build supervisory awareness of the basic skills needed to make the transition from employee to supervisor and to function more effectively in that role. We analyze the important role a supervisor plays in a business and the people skills necessary to become effective in that role. The traits that make a good supervisor, along with the most important duties of supervision, are discussed. Elements of this session include a supervisory profile assessment, the skill shift exercise and a case study of a common problem with promotions from within. Session Four: EFFECTIVE COMMUNICATIONS The purpose of this session is to develop a supervisor s ability to give clear job instruction (directive behavior), to strengthen interpersonal communication skills in the workplace, to be a better active listener, and how to use constructive questioning (supportive behavior) more effectively. Elements of this session include One-Way and Two-Way Communication Exercise, The Communication Process, The Effect of Body Language, a Communication Assessment, and Active Listening enhancement techniques.
COURSE 1: DEVELOPING PEOPLE SKILLS Session Five: MOTIVATING FOR PERFORMANCE The purpose of this session is to explore the various elements of employee motivation that will help a supervisor improve productivity in the workplace. While conventional motivation classes concentrate on common motivational theory, this class goes beyond by exploring the conditions that a supervisor can establish, thus allowing employees to become self-motivated. We will then have a short discussion on generalizational differences and how to apply those motivational principles to real world scenarios. The learning is reinforced with the video The Sid Story. Session Six: DIFFICULT PEOPLE & CONFLICT RESOLUTION This segment is divided into 2 segments. The first examines the categories and characteristics of difficult people and the reasons they can be difficult. Segment two provides techniques and opportunities of on-the-job applications to the participants as well as options for managers to use in the positive resolution of demanding situations. It will also provide an understanding of the critical importance of the supervisor s role in resolving workplace conflicts. These include conflicts between employees as well as conflicts between the supervisor and employees. Two videos of current difficult employee scenarios supplement the application of the learned skills. A role playing exercise solidifies the learning experience. Several video vignettes augment this session. Session Seven: COACHING The purpose of this session is to provide the participants the opportunity to strengthen the skill of coaching. Participants are shown how their opinions and expectations of an employee can affect his/her ability to coach that employee in improving performance. Elements of this session include: The Supervisor as a Coach, The Four-Factor Theory of Positive Influence, Planning a Coaching Session and Conducting a Coaching Session with the Five-Step Format. The learning is reinforced with the video Pygmalion Effect: the Self-Fulfilling Prophecy.
COURSE 2: DEVELOPING PERFORMANCE MANAGEMENT SKILLS Participants focus on the management skills that all supervisors need: effective problem solving, decision-making, time management and clearly communicating their own and the company s performance expectations. Session 1: PERFORMANCE MANAGEMENT The purpose of this session is to enhance a supervisor s ability to recognize an employee s performance qualities, to provide models for more creative ways of handling the individual performance and incorporate the desired outcomes in the individual s appraisal. The individual s evaluation process is incorporated into the study of the organization s total performance management system. Real world video vignettes add opportunities for discussion and application to situations that participants deal with regularly. Session 2: TIME MANAGEMENT & ORGANIZATIONAL SKILLS This session provides supervisors with the opportunity to assess their current time management skills and to learn the difference between active and reactive tasks. How to handle each differently is the key to practical time management. Also being able to make the distinction between urgent and important tasks will help the supervisor make better use of his/her and others time. Video: The Unorganized Manager is used. Session 3: GOAL SETTING This session provides supervisors with the opportunity to strengthen their ability to write effective goal statements. Measurement criteria for how to write meaningful goals is detailed using the SMART test. Elements of this session include goals and their linkage throughout the company, defining expectations, aligning performance, and critiquing your present goals. Several video excerpts are examined to further solidify the key concepts. Session 4: DELEGATING FOR SUCCESS Most supervisors are reluctant to delegate to others and those delegated to usually do not like it either. In this session, what to delegate and what not to delegate, what to delegate to whom, and how to hold a delegating conversation are discussed. Elements of this session include: Key Principles of Delegation, Using Situational Leadership to Choose the Right Task Person, and Key Steps in the Delegation Conversation.
COURSE 2: DEVELOPING PERFORMANCE MANAGEMENT SKILLS Session 5: Interviewing and Selection Techniques In this session participants will learn the basic practices and techniques for screening, interviewing and selecting candidates for a job. They will learn how to create a candidate profile, using duties and requirements of the job to identify what skills and/or experiences the candidate must have as well as desirable traits or behavioral characteristics, and how to use the twostep screening process to evaluate candidates. Participants will also learn the technique of behavior-based questioning to better judge a candidate s ability to do the job. Elements of this session include: Creating A Candidate Profile, Two-Step Screening Process, Behavior-Based Questioning, Conducting an Interview, How to Handle Difficult Interviewing Situations, and What is Legal and What is not Legal. The training is reinforced by the video More Than a Gut Feeling. Session 6: LAWS OF THE WORKPLACE The purpose of this session is to give the participant an understanding of the laws, which affect how a supervisor does his/her job. All federal and state laws that affect the supervisor are explored. Additionally, the issue of unions, union campaigns, and the supervisor s role are discussed. Elements of this session include: Why We Have Workplace Laws, Federal Laws Which Affect the Workplace, and Managing Consistently.
COURSE 3: DEVELOPING LEADERSHIP SKILLS Participants learn the importance of moving from supervising their work group to leading their team. The course focuses on how supervisors function effectively within a constantly changing business environment, how to manage diversity, and the effectiveness of developing and building teams within the organization. Session 1: DEVELOPING LEADERSHIP This session includes a thorough examination of the differences between managing and leading including discussion of the common myths of what leadership is NOT. A personal leadership style survey (The Leadership Practices Inventory) provides a glimpse of each participant s current style, which become the focus for the rest of the session. (Included in this exercise is surveying peers and subordinates who have dealings with the participant). The 5 Key Leadership practices are reviewed before solidifying the session s learning with the video The Leaders Challenge. Session 2: LEADING TEAMS: TEAM CONCEPTS/TEAM DEVELOPMENT Understanding the dynamics that transform a group into a team contributes significantly to achieving results. Topics include a review of the 5 stages of team development as it applies to the earlier level one sessions covering Situational Leadership. A review of Directive and Task behaviors; review of the Four Leadership Styles as they apply to the appropriate stages of the problem solving steps of a functioning team. Application of the learning of this session is accomplished with the use of the Team Description and Diagnostic Guide. Also, in this session you will learn how to build a team that will work together collaboratively to achieve meaningful organizational goals. Session 3: BUILDING TRUST This is the single greatest value in the leadership equation. Understanding trust, how it is developed, the barriers that get in the way and cultivating an environment of trust will be examined. From the very outset in any organizational setting, the trust individuals have among themselves dramatically impacts performance and credibility. A clear understanding of trust and how you demonstrate trust is the ultimate result of this session. Role playing exercises and an organizational trust assessment supplement the sessions learning. Video: Teamwork, What s Trust Got to Do With It?
COURSE 3: DEVELOPING LEADERSHIP SKILLS Session 4: TAKING CHARGE OF CHANGE The purpose of this session is to explore the impact of change in the workplace and the supervisor s responsibility for effectively leading the change process of the work group. Elements of the instruction include: the change cycle, the skills needed for taking charge of change, common reactions to change, and guidelines for change. The learning is reinforced with a video: Taking Charge of Change. Session 5: VALUING WORKFORCE DIVERSITY This is a session to strengthen leadership skills for more effectively leading a diverse workforce. Elements of the session include workplace trends and statistics, a role-play exercise to explore cultural diversity in work teams, and a diversity selfassessment. The learning is reinforced with an exercise Exploring Cultural Diversity in the Work Team. Session 6: CONDUCTING EFFECTIVE MEETINGS A large portion of time in the leader s day is spent in meetings. Make the most of your time while in these meetings. Effectively prepare for meetings, set agendas, declare the expected outcome, and make sure proper assignments are made to the right people invited. Video: Meetings, Bloody Meetings Session 7: LEADERHIP: MOVING FORWARD In the final session, each participant will review each session with emphasis on the personal and situational assessments conducted in each module. Then participants will assess if progress and improvements have been realized. Key concepts and skills are reviewed and applied to recent concerns and real world situations. A mini-module entitled, Emotional Intelligence serves to give participants a final component to their leader s tool box. Additionally, a study of ethical behavior is reviewed with Leadership Inside Out model. An exercise to help participants identify potential leaders that could begin to develop for future leadership roles is also completed. The final exercise is to lead participants to develop their personal performance development plan. WCI, Inc. 1 Town Square Blvd. Suite 100 Asheville, NC 28803-5013 800.621.2685 www.wciinc.org 2014