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Programs:
Sweating
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From
Management to Leadership
Management - to direct or control an action; Leadership - to
bring a person to a place. Learn the essential skills and perspective to lead
your employees to a place of believing in the company, your leadership, and
wanting not only to do the work- but wanting to work for you.
Learn
how to:
- Find the trigger that
unlocks an employee’s potential and find out what they care about and
what motivates them.
- Create a link between
what employees care about and positively influencing their job
performance.
- Focus on what you can
control, which makes you not only less stressed,
but more effective and productive.
- Be the example of
steadiness through constant change.
- Coach your subordinates
to take responsibility for the situations they don’t like.
- Maximize your human
relations skills to be able to say the right thing, at the right time, in
the right way and get the very best out of your employees.
- Get others to believe in
the company and find the benefit in what they are doing so it is not
viewed as “just a place to work.”
- Take the time, and ask
the right questions, to “dig under the surface” to discover what is
really going on with an employee.
- Get across to the
employee that they care, want to listen, and are committed to helping to
employees achieve their maximum performance
- Deal effectively with
negative employees and how to keep their attitudes from spreading.
- Give a negative employee
“permission to go.”
- Use the “fogging”
and “broken record" techniques effectively in employee
conversations.
- How to get the most
impact when praising positive performance.
- Give clear-cut
instructions and delegate effectively.
- “Push back” to
employees and hold them accountable for their actions.
- Re-direct employees when
they are focusing on counterproductive matters, things they can’t
control, and excuses back to the things that they as individuals can
control and are accountable for.
- Provide feedback in
motivating way that encourages the employee to strive for their best and
avoid demoralizing, destructive criticism that discourages self-growth.
- Describe what good
performance looks like, and provide concrete examples of good work.
- Describe desired
performance in terms of results that are to be achieved and explain what
happens to the department or the company when the employee does not
perform well.
- Follow-up to ensure
employees are meeting expectations and make employee performance a
priority and not something that is avoided and dealt with only once a
year.
- Use effective
influencing skills to get an employee to want to change, and get them
excited and committed enough to take the responsibility and ownership for
their professional development and career growth.
- What to do when employee
problems occur and the essentials of an effective positive discipline
process.
- Utilize the best solutions to employee performance
issues through role-play.
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