UNDER CONSTRUCTION.

The Best Manager Ever

12 Steps in the Series

This is like a Master's Level Program in how to lead people to create desired outcomes within an organization

Just got promoted to a supervisory position but you have no idea how to actually
be a supervisor - or a manager?

For Both The Beginner and Experienced Supervisor / Manager
You will receive how-to instruction on individual & team leadership; core management concepts; team assessment and skills / interests alignment; communication techniques; team organizational structures; goal planning; action plans; leadership practice; metrics development; use of sacrifice, rewards & celebrations.

Fire Tablets for Every Participant!

All course content delivered and available on Fire tablets each participant uses throughout the course and takes back to the office. The use-case transforms from e-Book of learning content to add a user customized help system to access while at work when needed.

[1] What Do I do Now?

[FREE ONLINE SEMINAR]
You just got the promotion?
You just got the new team?

Want to re-calibrate your skills set?
You want to start off on the right foot?

Get answers to your most important questions and get a good idea of what to do right away, and what can wait.

[2] Expectations, Metrics and Deadlines

What does your boss want and expect?
Learn how to communicate and some basic negotiation methods to align organiational objectives to what may realistically be expected of your team.

Set sights on a finish line with milestones along the way. Includes an intro to planning.

[6] Early Communications To Your Team

Learn and practice some individual & team communication skills with video critiques. Explore ways to organize your team into small groups to create an effective 'group of groups.'

Practice team meeting structures to get the best results in the least amount of meeting time.

[4] Essential Methods & Tactics: Part A

Investigate multiple core management concepts and theories to pick your three favorites as your go-to techniques.

Begin to apply each concept against your biggest current and likely day-to-day issues using customized simulations.

Discuss and defend your decisions with the class.

[5] Essential Methods & Tactics: Part B

Go to the Next Step with your core techniques.Practice using each concept against simulation scenarios customized to your situation.

Move to the Top Step by hypothesizing and testing potential solutions with & against other class participants. Polish your techniques from video critiques taken from the exercises.

[6] SWOT Your Team

SWOT (Strength, Weakness, Opportunity and Threats) analysis of your team on an individual and team basis. Examine CliftonStrengths® for yourself and your team to create a portfolio of each member of your team, their strengths, goals and dreams.

Compose plans to align the employee's goals with your team's and the organization overall.

[10] Leading From the Front

Recognize selected leadership personas and apply them agains various simulations to assess intended and unintended outcomes.

Specify which aspects of poersonas could be integrated into your own style. Test your new integration again scenarios for effectivess and unintended outcomes.

[11] Putting It All Together

Assemble all your learning into a usable reference for use in you workplace and with your team.

[12] Sacrifices, Rewards, Celebrations

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[1] Where Do I Start?

[FREE]
You just got the job?
You just got the assignment?
You want to start off on the right foot?

Get answers to your most important questions and get a good idea of what to do right away, and what can wait.

[2] Terminology - Helpful Background Info

What the heck are all the 'inside-the-industry' terms? Learn the talk so you can walk-the-walk. A comprehensive glossary of terms, meanings, usages, and examples of the terms in action.

Master this and you are half way to Expert!

[3] Your Role as a Trainer (Facilitator)

Contrary to popular and misguided practice - you are not supposed to be star of the show! To be effective in the art & science of imparting new knowledge, skill and ability into another human being is to be a conduit, not a performer.

[7] Vision, Mission and Objective Planning

Design an effective vision for your team to champion. Integrate division, department, group and team missions to the objective level.

Test your ideas again simulated and real obstacles likely to be encountered to evaluate unintended outcomes and plans going sideways. Video critiques of your design in action.

[8] Individual Action Plans

Prepare integrated individual & team action plans and launch your plans with & against the action plans of the other participant teams in class.

Evaluate & measure the effectiveness of your plans through video critique and classroom feedback.

[9] Blanchard's Situational Management®

Analyze how skill / will mismatches cause havoc within your team. Prepare matrixes that integrate with your earlier SWOT analysis and CliftonStrengths® assessments.

Hypothesize, test your matrix & personnel assignments against dyadic simulations . Evaluate the effectiveness of your decisions.