ADVANCED PROGRAM IN BACK TO BASICS MANAGEMENT
It's Okay to Be the Boss™, The Next Steps: Focus on the More Difficult Cases
This is the next step for leaders, managers and supervisors who have already participated in Bruce Tulgan’s back-to-basics management program, It’s Okay to be the Boss. In this advanced program, the focus is on the application of best practices to difficult management challenges using a case study method. After this program, participants will be better able to deal effectively with more difficult management situations.
This program topic is available in all formats:
• KEYNOTES
• WORKSHOPS
• TRAIN THE TRAINER
• CUSTOM TRAINING INITIATIVES
• EXECUTIVE PROBLEM SOLVING SESSIONS
• BOOKS AND TRAINING SUPPORT MATERIALS
On August 13, 2009, Bruce was honored to accept Toastmasters International's most prestigious honor, the Golden Gavel. This honor is annually presented to a single person who represents excellence in the fields of communication and leadership. Past winners have included Marcus Buckingham, Stephen Covey, Zig Ziglar, Deepak Chopra, Tony Robbins, Ken Blanchard, Tom Peters, Art Linkletter, Dr. Joyce Brothers, and Walter Cronkite. Click here for a complete list of past winners.
Program Description
Bruce will first review the best practices of strong highly-engaged management.(1) Get in the habit of managing every day. Best practices for conducting regular one-on-ones with direct reports and others.
(2) Learn to talk like a performance coach. Best practices for communicating clearly and effectively.
(3) Take it one person at a time. Best practices to help managers work effectively with each of their direct reports based on the particular strengths and weaknesses of those individuals.
(4) Make accountability a real process. Best practices for working through or around obstacles to holding employees accountable.
(5) Tell people what to do and how to do it. Best practices for making expectations clear.
(6) Track performance every step of the way. Best practices to help managers monitor, measure, and document employee performance.
(7) Solve small problems before they turn into big problems. The focus here is two-fold: First, best practices for managers to help employees solve problems in productivity, quality, and behavior. Second, best practices for managers to deal with performance problems that persist.
(8) Do more for some people and less for others. Best practices to help managers tie rewards to performance; short-term and long, financial and non-financial.
The rest of the advanced program is devoted to applying these best practices to selections from the following difficult management cases. Dealing with a direct report who:
(-) Works too slowly
(-) Works too fast
(-) Wastes time during work
(-) Delivers inconsistent productivity/work output
(-) Reflects inattention to detail resulting in errors
(-) Reflects over-attention to detail resulting in very low output
(-) Reflects inconsistent attention to detail resulting in inconsistent quality of output
(-) Has recurring instances of the same errors
(-) Demonstrates a bad attitude
(-) Is regularly late to work
(-) Takes too many breaks
(-) Talks too much/is too chatty at work
(-) Uses inappropriate words or takes inappropriate actions
(-) Has inadequate grooming or attire
(-) Has conflicts with others---coworkers, managers, staff, vendors, customers
(-) Is a self-starter, but sometimes exceeds discretion
(-) Is a high-performer, but sometimes fails to take initiative
(-) Is a self-starting high-performer in need of extra rewards
(-) Is a self-starting high-performer whom you need to retain
(-) Is a self-starting high-performer whom you need to help continue growing
(-) Is a self-starting high-performer, whom you need to help take on leadership responsibilities
(-) Is a self-starting high-performer with a quirky performance problem
(-) Is a self-starting high-performer whom you need to move out of comfort zone
In the full-day program, participants are also asked to build cases based on real people whom they really manage right now---individuals with whom they would like to have a better management relationship. Participants work on applying the best practices to better manage these individuals.
Bruce Tulgan's new book, 
Bruce Tulgan's recent best-seller, 
Bruce Tulgan's book, 
We released