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ONE-YEAR PROGRAMS

Essential Fundamentals for Managers

Manage. Lead. Inspire!

This program lays the foundation for the relentless pursuit of excellence.

Participants Should:

  • Understand why their work is hugely important and the value they will bring to the company by being effective leaders.
  • See where the company is going and visualize the massive, positive results a culture of excellence will bring.
  • Be fired up, inspired, and passionate about being the ones who will transform themselves and the company.
  • Learn about the skills, knowledge and traits of outstanding leaders and managers.
  • Gain powerful, practical insight into how to apply what they have learned.

Easy Cancellation Policy

Our invoices are presented at the first of each month and payable upon receipt. You may cancel the program at any time by written notice. Payment received for a monthly workshop that has not been delivered will be refunded upon notice of cancellation.

100% Satisfaction Guaranteed

We expect you to be 100% satisfied with our services, but if you are not, notify us in writing and we will refund your payment for the last class.

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Progressive course curriculum

Remember. These courses can be tailored for your company:

Course 1: Sherlock Holmes and the Case of the Missing Productivity & Profits

The first order of business is to present the facts that prove poor management practices are guilty of robbing small businesses blind. Then,we will lay out the hard, cold evidence to convince the participants that peak performance people practices add serious ka-ching to the bottom line. This is making the business case for best practices.

Learning Keys:
  • The hidden costs of poor morale and turnover
  • Making the business case for high-impact, people first practices
  • A bird’s eye view of best practices
  • Generating excitement about the upcoming program and the possibilities
Course 2: Avoid group personality disorder: The Unrelenting Power of Corporate Culture

Organizational cultures are as varied as personalities. In fact, culture is personality. Culture is the unspoken, taken for granted, non-negotiable set of values and priorities that describe what is important, how we get work done, and how to succeed around here. It might have nothing to do with the framed aphorisms hanging on the lunchroom wall (which may explain the nausea epidemic). Cultivating a positive, nourishing culture where everything grows (like the warm goo in a Petri dish) is where we are going. Participants will embrace the power of personal example and influence.

Learning Keys:
  • What culture is and how it is formed
  • The Pygmalion Effect: what you see is what you get
  • Develop your personal principles statement on how to treat people
  • Decide what to measure, notice, reward, punish, or ignore
Course 3: Why everybody should lead everybody. Debunking Four Myths that Keep People From Their Leadership Potential

Throw your empty Starbucks cup in a Barnes and Noble and you will hit a book on leadership (even one for dummies and complete idiots; required reading for legislators). The truth is that leadership is a role, not a person, and effective leadership can be learned. When every member of a team takes responsibility for leading by positive example an organization will grow – it is a principle. This class will inspire everyone to always be a leader–no matter their position.

Learning Keys:
  • Debunking the myths
  • The definition of true leadership
  • Leadership or management exercise; there is a difference
  • Inspiration to embark on a life-long journey to develop management and leadership skills
Course 4: Viva La Difference

We are not all the same. This observation is so obvious that you should ask for a refund. If we know that why do groups have so much trouble working together in peace and unity? One reason is a lack of understanding about ourselves and others—what makes us tick. The first step in learning to work together is to identify and appreciate our fundamental differences. Then we can learn how to complement each other to minimize conflict and explode productivity.

Learning Keys:
  • The modern manager has to lead a diverse group
  • Personality testing and results
  • A Primer on generational differences
Course 5: Should I Use a Putter or a Driver?

There is a familiar saying that if the only tool you have is a hammer–you better hope all your problems are nails. Or, if you wish to have a beautiful set of custom cabinets crafted for your home and the only tool your cabinetmaker owns is a belt-sander–you may want to get another bid. Nonsense? Not any sillier than treating a diverse group of people all the same all the time. When leaders and managers have a complete set of tools and know when to use them, massive productivity gains are possible!

Learning Keys:
  • Introduction to situational leadership styles
  • Introduction to the I.Q. of E.Q. (emotional intelligence skills)
Course 6: How to Get People Excited About Working for You!

True or false? Money is the primary motivator for employees. The answers, which might surprise you, are: Yes and No; and, It depends. Here’s another quizzer: Do you want team members who are intrinsically self-motivated or require that you beat them with sticks and tempt them with carrots? Finally, true or false? You want self-motivated professionals who never need positive reinforcement—like R2-D2 (Artoo-Detoo for Star Wars purists). Understanding motivation is a key to attaining peak performance.

Learning Keys:
  • A primer on motivation theories
  • How to give attaboys, attagirls and other powerful, positive motivators
  • Cultivating a positive, reinforcing culture
Course 7: How to Get More Work Done Through People

Most new managers think delegation is simple. “I am the boss so I tell you what to do. You are my employee so you do it.” Easy? Yes, but wrong-headed. The thrill-of-command, “Father-knows-best” method of getting work done through others may appear to succeed for a time–if you want to rent someone’s back and hands. But it takes skill and awareness to touch the heart. To compete in today’s global economy requires that all team members be fully engaged and give their all—every hour, every day. Learn to properly delegate for peak performance.

Learning Keys:
  • Setting S-M-A-R-T goals
  • Closing the loop with MBO (management by objectives)
  • How to give effective feedback
Course 8: How to Get People Done Through Work

Noted leadership author (and exceptional CEO) Max De Pree wrote that we should be in awe of human potential. The best leaders and managers create a place of realized potential, an environment of trust, growth, and the unrelenting pursuit of being one’s best. It is amazing how many times unprepared employees are promoted without having any clue about the new skill set required for success. We take the hardest working, most productive widget maker and “Peter-principle” them into management. Then we act surprised when they fail. Strategic, wise succession planning is tied to engineering hands-on, real-work growth opportunities. Taking effective delegation to “Super-delegation” is a key to superb, sustained growth!

Learning Keys:
  • The counter-intuitive power of stewardship
  • Engineering stretch assignments
  • The art of developmental delegation
Course 9: How to Get People to Ratchet Up Their Own Performance

AP Headline: Most People Want to Do a Good Job. But many managers are not good at communicating expectations and giving helpful feedback. Having people craft their own goal statements and measure their own progress is the charmed marriage of empowerment and accountability.

Learning Keys:
  • The power of crafting shared expectations
  • Transform productivity with personal goal statements (that tie to organizational objectives)
  • Co-defining performance metrics
Course 10: How to Be a Championship Coach

World-class teams do not form by accident. They are carefully assembled and practice ad nauseam. And practice makes perfect, right? Wrong! Perfect practice makes perfect. Who mentors, models, exhorts, teaches, demonstrates, comforts, corrects, and fires up a disciplined, winning team? A great coach. Learn how to get max-performance out of your team and turn heavy, potentially negative situations into positive, teachable moments.

Learning Keys:
  • The attributes of a world-class coach
  • Mentor without micro-managing
  • How to give corrective feedback
  • Resolving conflict: The art of compassionate confrontation
Course 11: How to Give a First-Class Performance Appraisal

The purpose for an appraisal is to find value. If we managed correctly a formal, periodic appraisal meeting would be superfluous, like tonsils. But we are mostly human so it is helpful to have a scheduled, formal, documented meeting to discuss job performance. When conducted skillfully, a performance appraisal is an excellent way to close the loop on goals, measurement, training, and rewards. And it sets the stage for an outstanding future.

Learning Keys:
  • Vital legal constraints you must know
  • Avoid the most common rater errors
  • Leverage the self-appraisal
  • Create an upward cycle of success
Course 12: Recap, Recharge & Aim for the Future

Assessing results in education is hard to do because practical learning demands improvement. How do you measure learning? By measuring results. Testing, or mental regurgitation, proves there is normally a significant drop off in retention after very short periods of time if knowledge is not reinforced by doing. Real learning requires hands-on, real-world, wash-up-before dinner, hard work. It is time to serve up a review of the highlights of the program seasoned with shared stories of success—a celebration—a commencement—a prologue to a lifetime of learning.

Learning Keys:
  • Review the main points from each prior workshop
  • Share success stories of growth and change
  • Set the stage for continued learning

Contact us to learn more about improving your company’s performance.