Management Training Seminars

By introducing our Management Training workshops to your staff we help ease the negative effect of change on both managerial and supervisory personnel. The change in job responsibilities, the change in personnel, job duties, and the rising challenge of developing subordinates are specific goals of our learning systems courses. We are highly successful at helping Managers and Supervisors learn and adapt to the necessary skills and proper behaviors to be successful at work as well as in their personal lives.

For more information on our management training classes please contact us.

As a part of our management training courses, Managers and Supervisors will learn how to:

• Minimize the chance of miscommunication by understanding what people are really saying, and why
• Deal with difficult people, manage tense situations, and resolve conflict
• Make use of proven active listening skills to improve your ability to gain helpful information
• Be able to facilitate, guide, and close discussions in one-on-one or group settings
• Improve understanding and communication by giving and receiving good feedback
• Use ideas submitted by a member of the team without causing other members to be defensive
• Develop a comprehensive team building strategy that improves productivity of the whole team
• Emphasize the value of working toward common goals without devaluing individual accomplishment
• Define and set up a method to track staff activities
• Be able to manage time and work assignments effectively
• Conduct team meetings that capture and hold the audience’s attention
• Interview and hire the right person for the right job
• Save time and work more effectively through the use of a clear time management plan
• Understand and comply with proper hiring and managing requirements
• Communicate effectively with both superiors, peers and subordinates
• Become effective coaches for their work team
• Conduct accurate and difficult performance appraisals

 

Question: 

Over the last few months I have been trying to encourage my staff to take on more responsibility, and to become more involved in branch decision-making.  I have indicated at staff meetings that I wish to empower staff, and that I have an open door policy.  So far nothing much has come of it. Staff members seem hesitant to voice their opinions at staff meetings, and it almost seems that they don't want more involvement. I'm firmly convinced that our branch needs input from everyone, so I'm getting very frustrated and angry.

Response: 

One common error that managers make in change menagament is to assume that all that it will take to empower staff is to invite them in, much like one would invite a houseguest into the house. It's a lot more complicated then that.

Keep in mind that staff who have worked in a more traditional hierarchical structure have developed some level of comfort with the status quo. We all get used to our work environments, and tend to resist change management. It is even possible that some staff will not want more responsibility--they prefer the more predictable arrangement where the boss makes most major decisions, and tells them what to do. It may not be realistic to expect all staff will be eager to see themselves empowered by change menagement.

Perhaps what is more important to recognize is that staff need much more than an invitation to participate.  In order for people to fully participate in decision-making and change management, they need:

1.   Clear understanding of what YOU mean by empowerment, and the responsibilities, limits and expectations you have regarding change management participation.

2.   Clear understanding of your branch's goals, values and priorities in change management. Decision-making cannot occur in a vacuum. When staff are not clear about goals, values and priorities, they, rightfully become hesitant to jump in, for fear of looking foolish.

3.   A well thought out and effective way of moving information around the organization. As with goals, values, and priorities, staff must have all of the relevant information needed to make informed in-context change management decisions, or even suggestions. 

4.   A clear process for input into the decision-making process. One reason many organizations use self-directed work teams is that once they are up and running, they provide the process, or forum, for input, suggestions and decision-making. This process formalizes the staff participation process in change management. 

5.   Management consistency.  One thing about the empowerment process is that management can't offer empowerment, then pull it back if the decisions that come from it don't match with what management would have decided on its own.  That's not to say that managers must abide by every decision or suggestion offered by staff. It does mean that when managers overrule staff suggestions, that they must do so in the spirit of problem-solving rather than what can appear as arbitrariness.  By the way, when staff are clear about organizational goals, values, and priorities, and have access to all information related to the change management decision at hand, they are less likely to make decisions that will be ineffective, or that require over-ruling. 

6.   Opportunity for skill development.  People vary in terms of their ability to work productively with others, communicate their ideas, and do effective problem-solving. If we expect full participation, we must be willing to provide the tools for people to participate effectively. 

7.   A stable and respectful workplace.  In organizations that have a history of unmanaged or mismananaged conflict, people will have learned that it's dangerous to participate in change management in anything but a superficial way. People who have been often criticized in harsh ways, by management or peers will be very careful about how they become involved in change management. 

In closing, keep in mind that while you may want to have empowered staff, the staff may have other ideas, particularly if it isn't clear what that means. Take a wider view of the empowerment and change management processes, and anticipate that it may take quite some time for staff to develop an understanding of this new way of doing things.

Author: Robert Bacal

Subject: Change Management

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