Pack of THREE : Top Management Skills Courses

Webinar#

Management Skills for New Managers

Overview: New supervisors will be ready to hit the ground running with the skills learned in this Webinar. Be ready to take on any challenge, be your best and put what you've learned into practice immediately.

You will learn the skills you need to plan, prioritize and execute effectively each and every day. Putting into practice both the "hard stuff" and "soft stuff" will help you meet new challenges with increased confidence, respect, and power.

One of the toughest parts of a manager's job is dealing with and turning around problem employees. The solutions aren't "textbook", yet in this Webinar, you will gain skills and tools for solving problems and making decisions, especially when dealing with those who challenge you the most.

Why you should Attend: By participating, you will be able to more effectively:

Understand how to approach an intact team as their new supervisor
Develop your own management game plan
Motivate your direct reports
Coach for improved performance
Think and act strategically
Plan and prioritize your time
Handle difficult conversations
Listen actively and effectively
Create a motivational environment using feedback and reinforcement to guide and motivate behavior
Effectively deal with "difficult" people

Would you like to gain and build confidence in your ability to manage effectively?

What about your ability to motivate others who previously were your peers?

How about learning a management game plan?

Would you like your team to improve its performance?

If you answered "yes" to any of these questions, then come laugh, listen and learn as Chris DeVany leads us all through those important topics, key questions, and answers we all need to be able to address effectively to improve our team members and team's performance!

Areas Covered in the Session:

Setting Yourself up for Success

Understanding your new role as a supervisor
Making a change or letting go: Working with the three phases of change
Recognizing common challenges and pitfalls to avoid
Meeting the expectations of key stakeholders, including your boss, direct reports, senior management, and former peers

Motivating Others

Understanding what motivation is
Understanding what motivates each and every one of your direct reports
Creating Performance Plans and Professional Development Plans which address individual motivation

Managing Employee Performance

Setting SMART goals for yourself and others
Using a five-step model to train your employees
Giving and receiving supportive and corrective feedback

Managing Up

Understanding and adapting to your manager's style
Anticipating your manager’s needs and fulfilling them
Developing the best possible relationship with your manager

Communication Skills

Demonstrating active listening to show understanding and check content
Asking questions that uncover valuable information and strengthen the relationship

Great Performance Through Coaching

Demonstrating giving and receiving feedback constructively
Assessing your own strengths and development needs as a coach
Asking questions that increase employees' self-awareness and accountability

Delegating Effectively

Creating a plan for delegation and using this process to assign key tasks
Overcoming your fears of turning over responsibility and authority

Handling Conflict with Ease

Knowing your conflict-handling styles
Developing the right conflict approach for each individual and situation

Managing Your Time

Applying the time priority model to workplace tasks
Managing and protecting your time to get more of the right things done

Who Will Benefit:

CEO
Senior Vice President
Vice President
Executive Director
Managing Director
Regional Vice President
Area Supervisor
Manager

Chris DeVany is the founder and president of Pinnacle Performance Improvement Worldwide, a firm which focuses on management and organization development. Pinnacle's clients include global organizations such as Visa International, Cadence Design Systems, Coca Cola, Sprint, Microsoft, Aviva Insurance, Schlumberger and over 500 other organizations in 22 countries. He also has consulted to government agencies from the United States, the Royal Government of Saudi Arabia, Canada, Cayman Islands and the United Kingdom.

He has published numerous articles in the fields of surviving mergers and acquisitions, surviving change, project management, management, sales, team-building, leadership, ethics, customer service, diversity and work-life balance, in publications ranging from ASTD/Performance In Practice to Customer Service Management. His book, "90 Days to a High-Performance Team", published by McGraw Hill and often accompanied by in-person, facilitated instruction, has helped and continues to help thousands of executives, managers and team leaders improve performance.

He has appeared hundreds of times on radio and television interview programs to discuss mergers and acquisitions (how to manage and survive them), project management, sales, customer service, effective workplace communication, management, handling rapid personal and organizational change and other topical business issues.

He has served or is currently serving as a board member of the International Association of Facilitators, Sales and Marketing Executives International, American Management Association, American Society of Training and Development, Institute of Management Consultants, American Society of Association Executives, Meeting Professionals International and National Speakers Association. Chris is an award-winning Toastmaster's International Competition speaker. He recently participated in the Fortune 500 Annual Management Forum as a speaker, panelist and seminar leader.

Chris has distinguished himself professionally by serving multiple corporations as manager and trainer of sales, operations, project management, IT, customer service and marketing professionals. Included among those business leaders are Prudential Insurance, Sprint, BayBank (now part of Bank of America), US Health Care and Marriott Corporation.

He has assisted these organizations in mergers and acquisitions, facilitating post-merger and acquisition integration, developing project management, sales, customer service and marketing strategies, organizing inbound and outbound call center programs, training and development of management and new hires, and fostering corporate growth through creative change and innovation initiatives.

Chris holds degrees in management studies and organizational behavior from Boston University. He has traveled to 22 countries and 47 states in the course of his career.

Webinar#

4-Hour Virtual Seminar on Coaching, Mentoring, Leadership and Management Skills

Overview: This highly interactive Seminar offers you and your team an array of practical tools to coach effectively in today's work environment. Why you should Attend: By attending, you will understand how to do even more effectively:

Mentor and coach
Teach
Determine your Mentor/Coaching Goals
Maintain confidentiality
Define Areas of Limits
Define Communication
Discuss Time Commitments
Openness and Respect
Keep it Professional
Continuous Self-Improvement
Communicate the Knowledge
Allow for Failure
Provide a System of Rewards
Inspire and direct your team to greater readiness and competitiveness
Add value to your organization by understanding the needs of your customers
Anticipate, create and encourage change
Spot opportunities for successful strategic alliances
Become an innovative, visionary leader
Establish a strategic culture
Identify the strengths and weaknesses in your work unit
Keep your unit moving forward
Take risks with confidence

Are you feeling a bit overwhelmed when it comes to coaching?

Could you use a "coaching refresher", to help you get a better handle on things?

Would you like to brush up on your coaching and mentoring skills?

If you answered "yes" to any of these questions, then come laugh, listen, and learn as Chris DeVany leads us all through those important topics, key questions, and answers we all need to be able to address effectively to improve our communication effectiveness, improve our team members and team's performance, adding to the bottom-line!

Agenda:

Keys to being a successful Mentor/Coach

Being a mentor/coach is an important informal and ongoing portion of being a successful manager. To better help you understand how to be a good mentor, follow these characteristics of what a successful mentor/coach might practice

Be a Teacher

Mentor/coaching decisions should never interfere with your managerial decisions. The employee is not necessarily bound to take your advice, and some may choose not to. Do not get discouraged; rather keep providing opportunities for them to improve. Managerial decisions should focus on the business aspect, while the mentor/coaching aspect should only focus on the improvement and success of your employees

Determine your Mentor/Coaching Goals

Determine what you want to accomplish through mentoring. What goals are you setting for yourself to achieve by mentoring your employees? It is important that you communicate these goals with the employee

Keep Confidentiality

Both parties need to feel confident that discussions will remain between them. Both parties must also feel confident that discussions are only for the area of improvement for the employee, not as a disciplinary action. This will keep the lines of communication open for the flow of honest information

Define Areas of Limits

It is important that areas off-limits for discussion are clearly defined. Some areas of improvement may spill into your employee's personal life and either of you may feel uncomfortable discussing those areas. It is important to define those areas as off-limits before, or as close to the beginning of the working relationship as possible

Define Communication

How will you do your one-to-one level of being a mentor? Will you have regularly scheduled meetings? Will you do it at yearly reviews? Both parties need to make their preferences known at the beginning or as close to the beginning of the working relationship as possible. If there are different preferences, try to reach an acceptable compromise. Remember, you are trying to provide an atmosphere for improvement. You do not want to shut down the lines of communication before you even begin

Discuss Time Commitments

A mentor must give employees adequate time for improvement. Setting a schedule at the beginning avoids irritating misunderstandings later. This especially could be utilized during every review

Openness and Respect

Both the mentor/coach and the employee being mentored need to be open and honest, yet respect the other. A mentor/coach that withholds important information or comments does not contribute to the employee's improvement. However, such comments should be delivered with tact and courtesy - and (even if somewhat hurtful) received with an open mind. Both parties need to understand this and observe it. It is important that this be expressed in the beginning, or as close to the beginning as possible, of the working relationship

Keep it Professional

The relationship between the mentor/coach and their employee is a professional one, not a personal one. It is particularly important that the employee understand this point. Both parties must understand that the goal is to provide an avenue of success for the employee, and any comments are made in an effort to achieve that goal. No comment should ever be considered, or made, as a personal attack

Continuous Self-Improvement

Every mentor/coach must continuously be improving themselves as well as the employee, especially in areas of communication and interpersonal relationships. We all have areas that need improvement, and advancements in communication and interpersonal styles can improve the mentor/employee relationship. Good communication and interpersonal skills will improve employee acceptance, and limit the feeling of being criticized

Communicate the Knowledge

You want to accelerate the employee’s ability to accept more and bigger responsibilities and manage them successfully. Create a way to get them involved in business outcomes as soon as possible. Make a point of including them in a decision process. Explain where their thinking is not in alignment with yours. Remember, you are trying to create confidence in the ability to make good decisions and carry them out. Try to play to the employee’s strengths and interests

Allow for Failure

Make sure the employee knows that they can come to you if they feel things are not going well. Acknowledge the fact that they had the ability to see the problem, and if things happen to get to the point of failure before you are made aware, ask for an analysis of what went wrong and the lessons learned

Provide a System of Rewards

When an employee reaches an improvement goal, have a set system of rewards. You would be amazed how well received a simple acknowledgment of a job well done can be. Make sure you convey the importance of the accomplishment that was achieved and begin focusing on the next goal

Who Will Benefit:

CEO
Senior Vice President
Vice President
Executive Director
Managing Director
Regional Vice President
Area Supervisor
Manager

Chris DeVany is the founder and president of Pinnacle Performance Improvement Worldwide, a firm which focuses on management and organization development. Pinnacle's clients include global organizations such as Visa International, Cadence Design Systems, Coca Cola, Sprint, Microsoft, Aviva Insurance, Schlumberger and over 500 other organizations in 22 countries. He also has consulted to government agencies from the United States, the Royal Government of Saudi Arabia, Canada, Cayman Islands and the United Kingdom.

He has published numerous articles in the fields of surviving mergers and acquisitions, surviving change, project management, management, sales, team-building, leadership, ethics, customer service, diversity and work-life balance, in publications ranging from ASTD/Performance In Practice to Customer Service Management. His book, "90 Days to a High-Performance Team", published by McGraw Hill and often accompanied by in-person, facilitated instruction, has helped and continues to help thousands of executives, managers and team leaders improve performance.

He has appeared hundreds of times on radio and television interview programs to discuss mergers and acquisitions (how to manage and survive them), project management, sales, customer service, effective workplace communication, management, handling rapid personal and organizational change and other topical business issues.

He has served or is currently serving as a board member of the International Association of Facilitators, Sales and Marketing Executives International, American Management Association, American Society of Training and Development, Institute of Management Consultants, American Society of Association Executives, Meeting Professionals International and National Speakers Association. Chris is an award-winning Toastmaster's International Competition speaker. He recently participated in the Fortune 500 Annual Management Forum as a speaker, panelist and seminar leader.

Chris has distinguished himself professionally by serving multiple corporations as manager and trainer of sales, operations, project management, IT, customer service and marketing professionals. Included among those business leaders are Prudential Insurance, Sprint, BayBank (now part of Bank of America), US Health Care and Marriott Corporation.

He has assisted these organizations in mergers and acquisitions, facilitating post-merger and acquisition integration, developing project management, sales, customer service and marketing strategies, organizing inbound and outbound call center programs, training and development of management and new hires, and fostering corporate growth through creative change and innovation initiatives.

Chris holds degrees in management studies and organizational behavior from Boston University. He has traveled to 22 countries and 47 states in the course of his career.

Webinar#

2-Hour Virtual Seminar on Coaching, Mentoring, Leadership and Management Skills

Overview: Gain the insights and skills to know where your business stands today and where it's heading tomorrow. In today's unpredictable business environment, strategic leadership is not just for top management alone. It's for:

Managers who want to improve their coaching skills
Managers who want to increase their competitive advantage by anticipating their customers' priorities, needs and expectations
Managers who want to distinguish operational data from strategic data, creatively develop sources of information and increase their staffs' flexibility and responsiveness
Managers who want to broaden their perspective, improve flexibility without compromising quality and increase their department's value to the organization
Every manager who wants to anticipate, initiate and manage change for maximum competitiveness!

If you want to move from being a good manager to being a great manager, you can't afford to miss this seminar. Because strategic leadership is a blending of attributes that every superior manager requires in today's unpredictable business environment.

Here's where you'll learn to anticipate, initiate and manage change for maximum competitiveness stay on course while constantly redefining and refocusing your department's goals in order to hit a moving target and determine where your unit is headed, as you take into account the multiple groups your decisions will impact.

Prepare to make a transition. Instead of being buried in your department's ongoing activities, you'll become an innovator able to add value to your organization, its customers and stakeholders. This course will provide you with the skills required to move your team or department forward decisively.

Why you should Attend:

Keys to being a successful Mentor/Coach

Being a mentor/coach is an important informal and ongoing portion of being a successful manager. To better help you understand how to be a good mentor, follow these characteristics of what a successful mentor/coach might practice

Be a Teacher

Mentor/coaching decisions should never interfere with your managerial decisions. The employee is not necessarily bound to take your advice, and some may choose not to. Do not get discouraged; rather keep providing opportunities for them to improve. Managerial decisions should focus on the business aspect, while the mentor/coaching aspect should only focus on the improvement and success of your employees

Determine your Mentor/Coaching Goals

Determine what you want to accomplish through mentoring. What goals are you setting for yourself to achieve by mentoring your employees? It is important that you communicate these goals with the employee

Keep Confidentiality

Both parties need to feel confident that discussions will remain between them. Both parties must also feel confident that discussions are only for the area of improvement for the employee, not as a disciplinary action. This will keep the lines of communication open for the flow of honest information

Define Areas of Limits

It is important that areas off-limits for discussion are clearly defined. Some areas of improvement may spill into your employee's personal life and either of you may feel uncomfortable discussing those areas. It is important to define those areas as off-limits before, or as close to the beginning of the working relationship as possible

Define Communication

How will you do your one-to-one level of being a mentor? Will you have regularly scheduled meetings? Will you do it at yearly reviews? Both parties need to make their preferences known at the beginning or as close to the beginning of the working relationship as possible. If there are different preferences, try to reach an acceptable compromise. Remember, you are trying to provide an atmosphere for improvement. You do not want to shut down the lines of communication before you even begin

Discuss Time Commitments

A mentor must give employees adequate time for improvement. Setting a schedule at the beginning avoids irritating misunderstandings later. This especially could be utilized during every review

Openness and Respect

Both the mentor/coach and the employee being mentored need to be open and honest, yet respect the other. A mentor/coach that withholds important information or comments does not contribute to the employee's improvement. However, such comments should be delivered with tact and courtesy - and (even if somewhat hurtful) received with an open mind. Both parties need to understand this and observe it. It is important that this be expressed in the beginning, or as close to the beginning as possible, of the working relationship

Keep it Professional

The relationship between the mentor/coach and their employee is a professional one, not a personal one. It is particularly important that the employee understand this point. Both parties must understand that the goal is to provide an avenue of success for the employee, and any comments are made in an effort to achieve that goal. No comment should ever be considered, or made, as a personal attack

Continuous Self-Improvement

Every mentor/coach must continuously be improving themselves as well as the employee, especially in areas of communication and interpersonal relationships. We all have areas that need improvement, and advancements in communication and interpersonal styles can improve the mentor/employee relationship. Good communication and interpersonal skills will improve employee acceptance, and limit the feeling of being criticized

Communicate the Knowledge

You want to accelerate the employee's ability to accept more and bigger responsibilities and manage them successfully. Create a way to get them involved in business outcomes as soon as possible. Make a point of including them in a decision process. Explain where their thinking is not in alignment with yours. Remember, you are trying to create confidence in the ability to make good decisions and carry them out. Try to play to the employee's strengths and interests

Allow for Failure

Make sure the employee knows that they can come to you if they feel things are not going well. Acknowledge the fact that they had the ability to see the problem, and if things happen to get to the point of failure before you are made aware, ask for an analysis of what went wrong and the lessons learned

Provide a System of Rewards

When an employee reaches an improvement goal, have a set system of rewards. You would be amazed how well received a simple acknowledgment of a job well done can be. Make sure you convey the importance of the accomplishment that was achieved and begin focusing on the next goal

Areas Covered in the Session:

Coach more effectively
Describe the key characteristics of an effective coach
Describe the stages of a coaching relationship
Build an understanding of a "client's" needs and your ability to help as a coach
Choose a coaching strategy that fits your abilities and the needs of your "client"
Implement your strategy in ways that help the "client" become a better and more independent performer
Inspire and direct your team to greater readiness and competitiveness
Add value to your organization by understanding the needs of your customers
Anticipate, create and encourage change
Spot opportunities for successful strategic alliances
Become an innovative, visionary leader
Establish a strategic culture
Identifying the strengths, weaknesses and opportunities on your team
Keep your team moving forward
Take risks with confidence
Identify the benefits of focusing on strategy
Understand the different ways in which vision can be used in the organization
Integrate strategy, objectives, metrics and performance
Understand the new strategic patterns that are evolving in the business world and develop ideas for their application for your organization
Discover when to use action plans to implement strategy

Who Will Benefit:

CEO
Senior Vice President
Vice President
Executive Director
Managing Director
Regional Vice President
Area Supervisor
Manager

Chris DeVany is the founder and president of Pinnacle Performance Improvement Worldwide, a firm which focuses on management and organization development. Pinnacle's clients include global organizations such as Visa International, Cadence Design Systems, Coca Cola, Sprint, Microsoft, Aviva Insurance, Schlumberger and over 500 other organizations in 22 countries. He also has consulted to government agencies from the United States, the Royal Government of Saudi Arabia, Canada, Cayman Islands and the United Kingdom.

He has published numerous articles in the fields of surviving mergers and acquisitions, surviving change, project management, management, sales, team-building, leadership, ethics, customer service, diversity and work-life balance, in publications ranging from ASTD/Performance In Practice to Customer Service Management. His book, "90 Days to a High-Performance Team", published by McGraw Hill and often accompanied by in-person, facilitated instruction, has helped and continues to help thousands of executives, managers and team leaders improve performance.

He has appeared hundreds of times on radio and television interview programs to discuss mergers and acquisitions (how to manage and survive them), project management, sales, customer service, effective workplace communication, management, handling rapid personal and organizational change and other topical business issues.

He has served or is currently serving as a board member of the International Association of Facilitators, Sales and Marketing Executives International, American Management Association, American Society of Training and Development, Institute of Management Consultants, American Society of Association Executives, Meeting Professionals International and National Speakers Association. Chris is an award-winning Toastmaster's International Competition speaker. He recently participated in the Fortune 500 Annual Management Forum as a speaker, panelist and seminar leader.

Chris has distinguished himself professionally by serving multiple corporations as manager and trainer of sales, operations, project management, IT, customer service and marketing professionals. Included among those business leaders are Prudential Insurance, Sprint, BayBank (now part of Bank of America), US Health Care and Marriott Corporation.

He has assisted these organizations in mergers and acquisitions, facilitating post-merger and acquisition integration, developing project management, sales, customer service and marketing strategies, organizing inbound and outbound call center programs, training and development of management and new hires, and fostering corporate growth through creative change and innovation initiatives.

Chris holds degrees in management studies and organizational behavior from Boston University. He has traveled to 22 countries and 47 states in the course of his career.