THREE DAY
PROGRAM
CONTENT
CRITICAL DECISION MAKING SKILLS
& DELEGATION
• Using decision-making models
– knowing who, when and what to delegate
• Asking the right questions
• Analysis and piloting – keys to success
• Managing risk successfully
• The delegation model
• Creating critical check-points
• Learning to let go
LEADERSHIP & MANAGING YOUR TIME
• Understanding the four quadrants of time
• Organizational saturation
• Time blocks and scope statements
• Developing critical paths
• Identifying key attributes of an effective leader
• Three key components of leadership
• Avoiding common leadership errors
BUILDING POSITIVE CULTURE
• The ‘six-pack’ of culture
• Understanding how organizational culture develops
• Avoiding destructive sub-cultures
• Initiating team traditions
• Building common norms and practices
• Guarding your culture – your shield
• Strategies leaders use to improve culture
EFFECTIVE COMMUNICATION SKILLS
• What are effective communication strategies?
• The power of role modeling
• The ‘Art of Persuasion’
• Short term vs. long term communication strategies
• How you unknowingly contribute to
communication failures
• Verbal communication – the lost art
• Fostering two-way communication
USING PROGRESSIVE DISCIPLINE
AS A MANAGEMENT TOOL
• Progressive discipline – when all else fails
• Discipline models
• How to develop discipline guidelines
• Three principles of progressive discipline
• The ‘dirty dozen’ – 12 key considerations of discipline
• Mitigating and aggravating principles
USING THE DISCIPLINARY PROCESS
• Consistent treatment does not mean identical treatment
• How to write effective disciplinary letters
• Culminating incidents
– ‘the straw that breaks the camel’s back’
• What is the standard of proof?
• Considering fairness and natural justice
• Timing of discipline
DOCUMENTATION & INVESTIGATIONS
• When and what to document
• Formal versus informal conversations–is there a difference?
• Understanding how to use warnings to correct behaviour
• How to properly conduct an investigation
• Confi dentiality does not guarantee anonymity
• The do’s and don’ts of disciplinary meetings
SETTING EXPECTATIONS
• Constructing reasonable expectations
• Communicating and building consensus
• Setting the rules and guidelines
• Building fl exibility while attaining accountability
• Linking individual performance objectives to a greater goal
• Using the power of a ‘fi le of accomplishments’
MANAGING PERFORMANCE
• Creating a performance plan and developing ‘buy-in’
• The primary reasons why employees don’t perform
• Why managers fail to recognize performance issues
• Objective and subjective criterion
• How to develop employees to become
peer supporters
• How to gauge when performance has improved
COACHING & MOTIVATING EMPLOYEES
• The motivation formula
• Understanding the motivation stimuli – intrinsic vs. extrinsic
• Leading with the early adopters
• Performance coaching – how it works
• Using coaching sessions to achieve goals
• Dealing with problematic behaviour and insolence
• Building a coaching culture
USING THE POWER OF TEAM BUILDING
• Team formation and culture
• Setting team goals
• Personality and its impact on a team
• How to foster a sense of belonging
• Utilizing each individual’s strengths to complement the team
• Building a team’s shared vision
CASE STUDIES
• Your best employee can be cancerous to your culture
• Motivated employees, but no resources
• Managing those who were once your peers
• When your boss is the problem
• Dealing with poisoned work environments
HOW TO BECOME A BETTER MANAGER OF PEOPLE
COMPLETION CERTIFICATE PROGRAM MATERIALS PROVIDED BREAKFAST / LUNCH & BEVERAGES INCLUDED
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