Delegation
One of the biggest challenges for managers and supervisors is delegation. People will avoid delegating tasks or projects for a variety of fear-based reasons including fear of losing control, fear of push-back or resentment from employees or fear that it will take longer or be more work than if they do it themselves. The other extreme is “delegation by abdication,” which, in essence, is relinquishing accountability to someone else without proper authority.
A leader’s job is to be accountable for developing people and managing workloads. Delegation and effective monitoring are integral parts of that process. The key is to balance the process through careful planning.
During this highly interactive program, participants will learn how to:
- Identify personal pitfalls that prevent delegation
- Understand the benefits of delegation to the delegator, to the delegates and to the organization
- Understand the who, what, where, when, why and how of effective delegation
- Establish SMART goals for delegation
- Identify the do’s and don’ts of delegation that can lead to success or disaster
- Monitor the delegated project or task
- Develop action plans for delegation and have peace of mind
Performance Discussions – Setting Expectations and Giving Feedback
Let’s face it, giving constructive feedback is one of the more difficult aspects of a supervisor’s job. Most supervisors and managers avoid these kinds of discussions because they are not prepared or confident in how to approach them. The end result is often the “sledgehammer approach” or the “I don’t want to hurt your feelings approach.” Neither approach gets the job done and both sides are left confused or disheartened.
Before a manager or supervisor can have discussions about job performance, there has to be a baseline or foundation of agreement about job expectations. The groundwork has to be laid for the supervisor to feel comfortable about having the discussion and for the employee to be able to receive constructive feedback.
Steps that lead to successful performance discussions include establishing performance expectations and opportunities to develop job skills.
During this interactive session, participant will learn how to:
- Use the job description to establish and communicate expectations
- Use the job description to develop job skills
- Communicate gaps in performance and specific ways to improve
- Establish timelines and measures for improved performance
- Take corrective action, in accordance with organizational practices
- Recognize positive results
- Develop action plans to address specific performance deficiencies
Coaching and Mentoring
Many managers and supervisors are promoted or hired because of their technical expertise. Because of that, they have a tendency to continue to focus their attention and time on performing their old job duties rather than coaching and developing their staff to grow and expand their skill sets.
Coaching and mentoring may be outside a supervisor’s comfort level and there is also the possibility that a manager or supervisor may resist that accountability because “no one did that for me”… or, “I had to learn the hard way and they should too.”
The concepts of coaching and mentoring have evolved over the past several years and are clearly distinguished from giving performance feedback.
During this session, there are lively discussions and participants will learn how to:
- Distinguish the difference between coaching, mentoring and performance feedback
- Understand the benefits and pitfalls of coaching and mentoring
- Determine which method is appropriate based on the situation
- Establish the criteria and expectations to assure a shared responsibility for outcomes
- Identify effective coaching techniques
- Identify essential elements to mentoring
- Develop an action plan for coaching, mentoring or constructive feedback as needed.
Managing Multiple Priorities
In this age of being available 24/7/365, blended and extended families, working virtually and globally, managing multiple priorities can be really challenging. This program will show participants how to get the results they want when they need them. This program offers specific tools for managing and organizing an ever-growing number of assignments and creating an environment that allows people to accomplish more. This session includes:
- The Get Out of B.E.D. (Blame, Excuses and Denial) model – emphasizing taking ownership, accountability and responsibility for thoughts, words and actions to produce the results you want
- 3 keys for effective communication – how to get what you want
- How to identify personal barriers and pitfalls to managing priorities
- 7 ways to overcome them
- Develop action plans to for success.
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