CFTEA

Professional Development for Supervisors I Certificate

PROFESSIONAL DEVELOPMENT FOR SUPERVISORS I CERTIFICATE – Course Code H5048SP

Print formatted Professional Development for Supervisors I Certificate Worksheet

Adapting Your Leadership Style: The Four Behavior Styles, and How to Make them Work for You
Length: Approx 1 hour 5 minutes
Adapting Your Leadership Style: The Four Behavior Styles and How to Make Them Work for You will assess your personal leadership style and apply and practice tools for building connections with employees, running productive meetings and enhancing employee motivation.

Learning Outcomes:
• Identify the qualities of an effective leader
• Make the mental shift from individual productivity to influencing others
• Recognize style differences in others and cater to their preferences
• Build rapport using verbal and nonverbal messages
• Conduct constructive one-on-ones
• Give positive and negative feedback to different styles
• Develop individual motivation approaches for employees
• Facilitate a meeting effectively

Coaching for Development
Length: Approx. 55 minutes
An organization’s success relies on the performance of every employee and so it goes without saying that it is important to foster an atmosphere that allows for employees to grow with the company. The key to this is guidance. Coaching for Development recognizes the need for employees to feel committed to their work and is designed to help managers, supervisors, and leaders alike to encourage individual performance as a means for increasing engagement and ultimately productivity rather than to use the traditional “command and control” method. In this workshop, participants learn the key elements of building a successful coaching relationship and how to best implement them using a step-by-step coaching process. In addition, participants will learn how to help an employee implement a development plan to individually improve their success, and be taught how to apply effective strategies for overcoming common coaching challenges.

Learning Outcomes:
• Learn to discern the difference between coaching and other development strategies.
• Discover the key elements to successful coaching relationships.
• Understand the coaching process and how to apply each step.
• Identify common challenges to successful coaching.
• Discover effective strategies for managing challenges.
• Establish and maintain a successful coaching relationship with an employee.

Developing Your Direct Reports
Length: Approx. 55 minutes
Developing Your Direct Reports is a course in which participants will learn Development Coaching. So what’s the difference between Performance Management and Development Coaching? Performance management is focused on eliminating the weaknesses of the past and present. Development coaching, on the other hand, targets employee strengths as the basis for future performance and the achievement of long-term goals. And the other major difference? It requires the direct and regular involvement of the manager.

Learning Outcomes:
• Recognize the differences between performance management and development coaching
• Implement a strengths-based approach to development
• Provide employees with the tools to assess their strengths and development needs
• Conduct a positive development discussion
• Identify a variety of paths to development
• Create an effective individual development plan

Diversity Awareness: Fostering a Climate of Inclusion, Sensitivity, and Respect in the Workplace
Length: Approx. 45 minutes
A survey by Korn/Ferry International found that more than 2 million people leave their jobs each year because of unfairness in the workplace. The hiring costs which result from high turnover are a huge stumbling block to company success, not to mention the time investment that goes into screening applicants and acclimating new hires to their role. Still, the greatest hindrance to progression lies within the heart of the issue—that is, to devalue and exclude employees because they are different is to also place limitations on their contributions and ability to grow.  From fundamental attribution errors to microinequities (a term coined by researcher Mary Rowe), Diversity Awareness: Fostering an Environment of Inclusivity, Sensitivity, and Respect in the Workplace, explores the subtle ways that these limitations occur and how to combat them by fostering an environment that focuses on building respectful interactions. The program defines diversity in broad terms, recognizing that people see differences in varying ways from educational background to personal attributes and experiences, among other areas. Professionals at every level will learn how to take proactive steps to find and capitalize on unique skills as well as exercise flexible thinking and seek personal growth.

Learning Outcomes
• Understand the subtle ways that bias occurs.
• Identify instances of devaluing others through small, subconscious behaviors and micro-inequities.
• Establish a framework to increase inclusion at the organizational level.
• Recognize different ways of conveying respect.
• Address conflict productively and respectfully.
• Lead by example and be part of the solution.

Employee Engagement
Length: Approx. 60 minutes
A recent study found that only about a third of the global workforce is highly engaged, leaving the remaining two-thirds less engaged or not engaged. This is important because highly engaged employees are emotionally committed to their organization’s goals and use their discretionary effort to go the extra mile on behalf of their organization.

Learning Outcomes:
• Recognize the importance of knowing every employee as a unique individual.
• Identify each employee’s strengths and how to leverage them in the workplace.
• Show your support by minimizing obstacles that frustrate employees—including yourself!
• Create a career path and meaningful work for each employee.
• Foster an environment where employees feel free to ask and say anything.
• Show appreciation and recognition in a way that is meaningful to each employee.

Leading Others through Change
Length: Approx. 1 hour 32 minutes
Organizational shifts can bode either a positive or negative experience for those involved depending on how effectively they are led through the process. Leaders play a vital role in seeing that employees understand the benefits and new opportunities brought about by change. Leading Others Through Change recognizes that to affect a positive and productive experience, leaders must ACT – Activate the change, Create a Plan, and Transition the change. Using a 10-step process as its basis, this program takes participants through the three phases and identifies techniques for ensuring that the change is not only a success, but that it becomes a lasting part of the culture. They’ll learn to manage resistance, garner commitment, and increase motivation for the change from start to finish, including how to evaluate efforts in order to steer the success of future initiatives.

Learning Outcomes:
• Understand why change initiatives fail and how to ensure their success.
• Implement a framework to actively lead change efforts.
• Plan for the success of future change through close evaluation of the current initiative.
• Identify, acknowledge, and manage resistance to ensure an efficient transition.
• Apply techniques for increasing and gaining commitment to the change.

Onboarding: How to Successfully Integrate New Employees
Length: Approx. 50 minutes
Most would agree that introductions to company processes and policies are a “must” when bringing in a new hire. While true, it’s also just as important to help new hires gain a comprehensive view of their role and establish an effective network to whom they may turn for support. Relationships and roles have the greatest impact on an employee’s immediate productivity and satisfaction in their new position.  In fact, clear role expectations between a manager and his/her direct reports can make the difference between a relationship that succeeds and one that fails—and if it fails, turnover typically follows. Onboarding is the training course you need to help your new hires build a foundation for success from the get-go. At its core is the Onboarding Model with four overlapping elements — Resources, Rules, Relationships, and Roles. Using these elements as a cornerstone in the onboarding process, managers learn how to become an active participant in helping new hires not only accelerate their involvement, but establish a groundwork for continual progression.

Learning Outcomes:
• Explain the purpose of onboarding and the benefits it provides to new employees.
• Describe four key onboarding elements and how they support the onboarding process.
• Describe actions you can take and information you can use to successfully integrate new employees within the context of the
four key elements.
• Prepare information relating to the four onboarding elements to use and share

2019.07

CFT

 

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