BOOT CAMP ADDRESSES SUPERVISORS' DAILY STRUGGLE
If you have been following the recent reporting of our ten-year workplace study, you know one of our most important findings is that the state of supervisory management is in crisis. Supervisors report they are under tremendous pressure, struggling to be effective with their direct reports, and in need of additional resources to help them. This is what led us to develop THE MANAGER'S BOOT CAMP™.
First, our research shows that many supervisors today feel relatively powerless. Too many factors are beyond the control of individual supervisors: Uncooperative employees, unhelpful senior executives, bureaucratic hassles, insufficient authority, inadequate resources and support, bad policies, faulty systems, human resources, laws, unions, and everything else under the sun. That's why we focused the boot camp on the one thing every single supervisor can control: YOURSELF. The first source of power a manager needs today comes from focusing on what you can control and taking responsibility for being a better manager.
Second, our research shows that many supervisors today fail to provide the hands-on guidance and support employees need. Some managers are afraid of difficult conversations. Others lack skill when it comes to interpersonal communication, delegation, evaluation, and coaching. That's why step two in the boot camp is helping managers build coaching skills, using our FAST Feedback® competency model. The second source of power comes from developing the skills (and making the time) to engage your direct reports in regular coaching conversations.
Third, our research shows that many supervisors struggle to balance the needs of the organization (to get lot's of work done very well, very fast, all day long), with the needs of each individual employee. That's why the third step in the boot camp is teaching managers to use each employee's unique motivators ("needles in a haystack") to drive performance, using our HOT Management™ model. The third source of power comes from the ability to do more for your direct reports, and require more from them in return.
Fourth, our research shows that many supervisors are unwilling or unable to manage employee performance. That's why we spend most of the second day of the boot camp practicing three techniques: (1) Hold regular conversations to spell out expectations. (2) Turn around performance problems immediately. (3) Remove recalcitrant low performers if they refuse to be helped. (Don't worry, there is also a segment on dotting Is, crossing Ts, and cutting red tape.) The fourth source of power comes from the ability to hold your direct reports accountable.
Supervisory managers in today's workplace need help. That's why we created an intensive two-day program focused on high impact techniques that come from the real world and work in the real world. Your managers need to go to boot camp. Create your own. Or send them to ours.
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MANAGER'S BOOT CAMP™ (DECEMBER 11-12) OPEN TO INDIVIDUAL REGISTRANTS |
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Winning the Talent Wars® |
103rd Edition - October 30, 2003 COPYRIGHT, RainmakerThinking, Inc.® http://www.rainmakerthinking.com |