• Coaching
• The Coaching Model
• Communicating with Employees
• Conflict Intervention Strategies
• Conflict Resolution in the Workplace
• Customer Service
• Directing the Work of Others
• Establishing Department Expectations
• Interacting with Coworkers
• Interviewing
• Introduction to Supervision
• Managing People through Change
• Meeting Management, Conducting Effective Meetings
• Performance Management
• Positive Reinforcement
• Strategic Planning Processes
• Team Building
• Time Management
• Understanding the Power of Teams

A combination of course offerings can serve as an organization's leadership development program.

Each of the following course outlines consists of a title, specific objective, participant outcome statements, and the identification of classroom hours. The following course offerings are available.

Coaching

Course objectives – Participants will develop an understanding of the role of a coach, the functions of a coach and how to apply these coaching concepts in a work environment.

Classroom hours – This is a four- to eight-hour course of study.

Outcome statements – Participants will learn:

• The four functions of coaching and the criteria for determining whether or not a coaching intervention was effective.
• The characteristics of a great coach and how to develop quality supervisory relationships that bond people to their organization.
• To develop fundamental skills in counseling, mentoring, tutoring and developing people.
• How to apply a coaching model (pinpoint, measure, feedback and reinforce) in practical situations.

Note – This course is frequently taught in conjunction with two other four- to eight-hour courses of study. One course is titled The Coaching Model and the other course is titled Positive Reinforcement.

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The Coaching Model

Course objectives – Participants will develop the ability to effectively coach through the application of the coaching model in a work environment.

Classroom hours – This is a four- to eight-hour course of study.

Outcome statements – Participants will learn:

• To recognize the perils of traditional management.
• How to apply the coaching model by being able to pinpoint and be specific about an end result to be achieved and then be very specific about the behaviors required to achieve the end result.
• To measure and therefore devise the means to determine if an individual achieved a pinpointed behavior and/or desired end result.
• To provide feedback and information that allow an individual to adjust his or her performance and achieve a pinpointed behavior and/or desired end result.
• To reinforce and therefore understand that individuals do what they do because of what happens to them when they do it.
• About the important role that reinforcement plays in the process of coaching.

Note – This course is frequently taught in conjunction with two other four- to eight-hour courses of study. One course is titled Coaching and the other course is titled Positive Reinforcement.

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Communicating with Employees

Course objectives – Participants will develop the ability to effectively communicate in the work environment.

Classroom hours – This is a six- to twelve-hour course of study.

Outcome statements – Participants will develop an understanding of:

• The communication process.
• Various listening skills and techniques, and then demonstrate an ability to use passive listening, paraphrasing, agreement listening, active listening, and empathic listening techniques in a work environment.

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Conflict Intervention Strategies

Course objectives – Participants will develop the supervisory skill to counsel those in conflict and thereby mediate and resolve conflict that may arise in the work environment.

Classroom hours – This is a two- to four-hour course of study.

Outcome statements – Participants will learn:

• The role of a conflict intervention counselor (expectations, limitations and ethics).
• Basic conflict intervention counseling strategies and how to apply the strategies in the work environment (to include strategies to use before, during and after the intervention to ensure success).

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Conflict Resolution in the Workplace

Course objectives – Participants will develop the ability of a supervisor to establish and maintain a healthy and productive work place environment.

Classroom hours – This is a six- to twelve-hour course of study.

Outcome statements – Participants will learn about:

• The types and causes of conflict.
• How to recognize and prevent conflict.
• Their personal and preferred conflict resolution strategies and various conflict resolution strategies and procedures.
• The Abilene Paradox – conflict in the workplace is not always bad (conflict can be viewed as appropriate or inappropriate, functional or dysfunctional for a particular situation).

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Customer Service

Course objectives – Participants will develop skills and abilities in the provision of high quality service.

Classroom hours – This is an eight- to sixteen-hour course of study.

Outcome statements – Participants will:

• Learn to examine the alignment of an organization mission statement and vision and value statements with the reality of customer service to determine if the workplace environment is supportive of the provision of quality service.
• Learn to recognize the core challenges that inhibit or enhance the provision of quality service.
• Learn to understand the elements of the communication process that inhibit or enhance the quality of a service relationship, learn good listening skills and develop these skills for high pressure service situations.
• Explore diversity issues that might inhibit or enhance the provision of quality service.
• Increase personal insight into their own personality types and increase awareness of the varying types of personalities encountered.
• Learn to recognize the conditions and circumstances that foster difficult customer service situations, the traits and characteristics of people involved in difficult situations, and then identify and learn to apply skills and techniques to manage and positively resolve difficult customer service situations.

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Directing the Work of Others

Course objectives – Participants will develop the skill and ability to delegate and/or contract work with another individual in order to achieve a desired end result.

Classroom hours – This is a six- to twelve-hour course of study.

Outcome statements – Participants will:

• Learn about the art of directing the work of others and understand the important difference between delegating and work contracting.
• Demonstrate an ability to delegate authority in accordance with established procedures or guidelines to achieve an end result.
• Demonstrate an ability to contract work where procedures and guidelines are negotiated in order to achieve an end result.

Note – This course has an optional "role playing" element where participants have an opportunity to practice and further develop an ability to delegate and/or contract work.

Note – This course is frequently taught in conjunction with a four- to eight-hour course titled Time Management (managing time by effectively directing the work of others).

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Establishing Department Expectations

Course objectives – Participants will develop the ability to work with the members of their department to establish individual and department expectations of performance.

Classroom hours – This is an eight- to twelve-hour course of study.

Outcome statements – Participants will learn how to:

• Involve personnel in the process of establishing department expectations.
• Develop and write a mission statement for the department.
• Create department vision, value, method, outcome and barrier statements and how to use the statements to develop objectives for the department.
• Write action plans based on identified department objectives.

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Interacting with Coworkers

Course objectives – Participants will develop the skill and ability of a lead worker or new supervisor to create and maintain a quality working relationship with those they supervise.

Classroom hours – This is a four- to eight-hour course of study.

Outcome statements – Participants will:

• Increase their understanding of the roles and responsibilities of a supervisor.
• Increase their understanding of self and others (during transition from a worker to lead worker or supervisor).
• Learn specific skills in cooperating with others to improve both the quality of work and the morale in the work unit or department.
• Learn specific on-the-job training techniques and processes.

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Interviewing

Course objectives – Participants will develop interviewing and other selection process skills and abilities to enhance the process of selecting a candidate for a job/position in the organization.

Classroom hours – This is a four- to eight-hour course of study.

Outcome statements – Participants will learn:

• How to develop a qualification profile, prepare screening questions, and structure the entire interviewing and selection process.
• How to apply equal employment interviewing guidelines to avoid discriminating questions.
• How to conduct an in-depth personal interview.
• Techniques to narrow the decision and make a final selection.

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Introduction to Supervision

Course objectives – Participants will develop an understanding of the role of a supervisor and how a supervisor establishes goals, objectives and other expectations for the department.

Classroom hours – This is a four- to eight-hour course of study.

Outcome statements – Participants will:

• Develop an understanding of the responsibilities, duties, and techniques used by supervisors and otherwise identify what is expected of a supervisor.
• Learn about the common mistakes supervisors make and how to avoid making the mistakes.
• Learn how to establish and manage department expectations and create a plan to achieve that which is expected of a supervisor.

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Managing People through Change

Course objectives – Participants will develop the skill and ability to manage change.

Classroom hours – This is a six- to twelve-hour course of study.

Outcome statements – Participants will:

• Increase their understanding of the change process which includes assessing their personal acceptance of change, helping self and others with planned and unplanned change, dealing with unplanned change, understanding resistance to planned change, designing a course of action, and managing change.
• Learn about managing and guiding people through a change process and beyond the barriers to change.
• Learn to develop strategies to solve difficult change management situations.

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Meeting Management, Conducting Effective Meetings

Course objectives – Participants will develop skills and abilities to plan, conduct, and otherwise manage the entire meeting process.

Classroom hours – This is a six- to twelve-hour course of study.

Outcome statements – Participants will learn:

• To see a meeting as a process that can be continually improved.
• How to create an objective for a meeting and develop that objective into a meeting agenda.
• The roles of a meeting leader, facilitator, scribe, timekeeper and minute taker.
• To apply basic meeting skills to include preparing for, starting, conducting, assigning responsibilities, preparing for the next meeting, closing and following-up after a meeting.

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Performance Management

Course objectives – Participants will develop an ability to work with stakeholders to create performance management tools and implement a performance management program.

Classroom hours – This is an eight- to sixteen-hour course of study.

Outcome statements – Participants will learn:

• To understand the role of performance management in an organization and align performance management strategies with the needs of an organization.
• How to develop performance management tools.
• How to monitor and maintain a performance management program.

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Positive Reinforcement

Course objectives – Participants will develop the skill and ability of a supervisor to effectively coach and provide employees with appropriate and consistent reinforcement.

Classroom hours – This is a four- to eight-hour course of study.

Outcome statements – Participants will learn:

• That people do what they do because of what happens to them when they do it and how to apply this concept in the work environment.
• That a behavioral consequence is defined by its effect (the consequence is defined as positive or negative by the performer, the person who receives the "chewing out" or the "pat on the back") and how to apply this concept in the work environment.
• How to systematically analyze behavior and the consequences influencing behavior to determine a strategy to reinforce behavior.
• About the high price of negative reinforcement and how to capture "discretionary effort" through the use of positive reinforcement.
• The important role that a supportive work environment plays in the process of coaching and reinforcing behavior and how to create a supportive work environment.

Note – This course is frequently taught in conjunction with two other four- to eight-hour courses of study. One course is titled Coaching and the other course is titled The Coaching Model.

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Strategic Planning Processes

Course objectives – Participants will develop skills and abilities in the use of strategic planning tools and techniques and learn a specific strategic planning process that can be applied to any work environment.

Classroom hours – This is an eight- to sixteen-hour course of study.

Outcome statements – Participants will:

• Understand the role of a strategic planning process in an organization.
• Learn to define the mission of the organization and create organizational vision, value, method, outcome and barrier statements.
• Learn to identify organizational objectives, write action plans based on those objectives and develop strategies to implement the strategic planning process in an organization.

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Team Building

Course objectives – Participants will develop skills and abilities in creating and managing a team in a work environment.

Classroom hours – This is an eight- to sixteen-hour course of study.

Outcome statements – Participants will learn:

• About the dynamics of teams which include understanding why teams outperform individuals and why there is resistance to teams.
• The basic elements of teams and how to manage a successful team.
• About the differences between and among a work group, pseudo team, potential team, real team and a high-performance team and strategies to ensure that a group operates as a real or high-performance team.
• Common approaches to building team performance.
• How to be a successful team leader.

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Time Management

Course objectives – Participants will develop skills in managing time when directing the work of others.

Classroom hours – This is a three- to six-hour course of study.

Outcome statements – Participants will learn:

• About the management of time as it relates to directing the work of others (to include the concept of the productivity pyramid, the clarification of values and the concept of the time management matrix).
• The William Oncken, Jr. classic time management theory Time Management – Keeping the Monkey Off Your Back.

Note – This course is frequently taught in conjunction with a six to a twelve-hour course titled Directing the Work of Others (managing time by effectively directing the work of others).

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Understanding the Power of Teams

Course objective – Participants will develop an understanding of the role a work group can play in an organization, how a work group becomes a team, and how a team can function to produce results and achieve organizational objectives.

Classroom hours – This is an eight- to sixteen-hour course of study.

Outcome statements – Participants will learn:

• To understand the power of teams.
• About the role management plays in support of teams.
• Team leadership skills including team problem solving techniques, how to manage team dynamics, how to develop team member relationships, and how to develop a real or high-performance team.

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