Considering or starting in a role as a team leader or brand new supervisor?
40% of new managers fail within 18 months
Moving into a team leader or beginning supervisory role brings new challenges and responsibilities. Are you ready to become a leader? According to CareerBuilder.com, 58% of new team leaders and beginning supervisors said they didn’t receive any training when taking on their new role.
Problems can arise when employees, who are great in their jobs as individual contributors, are promoted but don’t have the skills or experience as a team leader or new supervisor.
CFTEA’s self paced training courses prepare a new team leader or beginning supervisor in a way that’s comfortable, productive, and successful for everyone! Develop the essential skills to prepare for this new facet of your career.
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.
• 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
Length: Approx 55 minutes
Assertiveness Skills are crucial to professional development, as well as other aspects of life. Some of these skills include asking for what you need, handling confrontations gracefully, and putting ideas forward with confidence. Not only do these skills improve teamwork, focus discussions, and build relationships, but they also help individuals to become competent, constructive, confident, and perform at their best. Assertiveness Skills provides the skill development, practice, and understanding individuals need to learn to how to be truly assertive.
• Learn what it means to be assertive
• Recognize the assertiveness continuum
• Identify personal blocks to assertiveness
• Demonstrate assertive language and behaviors
• Know how to avoid using language and behaviors that are not assertive
• Discover how to use assertive behaviors in everyday situations
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.
• 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
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.
• 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.
• 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.
Meetings That Work
Length: Approx. 48 minutes
Meetings—we all have them. The bad news? It is estimated that Fortune 500 companies waste 75 million dollars per year in unproductive meeting time. The good news? Most of the factors that disrupt productivity are in the control of meeting attendees. This training helps participants identify and develop the skills for ensuring the meetings are an advantage as opposed to a disadvantage to both employees and organizations alike. Successful completion of this training will increase your knowledge and ability to effectively prepare for meetings. Whether running the meeting or
simply participating in it, this program provides the knowledge and techniques for making the most of meetings. Among other practices, participants learn to provide a specific meeting focus, identify the signs of an unproductive meeting, generate ideas for creating an environment of fun to encourage participation, and prepare a proper agenda.
• Recognize ways to change your mindset about meetings
• Eliminate habits that make meetings unproductive
• Identify alternatives to holding traditional meetings
• Demonstrate effective facilitation skills
• Help your group make decisions quickly
• Ensure that every meeting ends with actionable items
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.
• 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