Objective:

The emphasis in this five-day course is placed on competency enhancement – the ability to effectively enhance supervisory activities, using acquired knowledge, skills and tools to meet the productivity and human relation requirements of the organization. The course uses easy-to-understand functional mental models to illustrate principles and group discussion/case study scenarios to practice. Emphasis is placed on:

1.

Introduction

Participants are introduced to the knowledge, skill and tool sets needed to become an effective supervisor.

2.

Decision Making

Beginning with the principle that the most important thing a supervisor does every day is make decisions, participants are introduced to decision making techniques. These techniques consider a number of issues – like safety, productivity and human relations. They are often used in the moment after problem solving has happened. They are frequently used with a view to future plans. Participants will learn problem solving techniques and decision making styles from the head and heart.

3.

Motivation and Leadership

Building on decision-making principles participants are introduced first to motivational theories and how they apply to their environments. These theories are then connected to a functional leadership model.

4.

Mentoring and Coaching

Supervisors are called on to work in a variety of environments – some environments formal, others informal. The ability to act as a wise and trusted adviser (mentoring) and a helpful performance problem solver (coach) helps them function effectively in both these environments.

5.

Counselling and Discipline

From time to time supervisors deal with problems that are beyond their sphere of influence and that require sound counselling skills. Equally intense are those moments when discipline is required to correct poor performance. This section introduces the participants to counselling and discipline methods. Emphasis is placed on recognizing and dealing with the ten areas that require counselling and on discipline-without-punishment practices. Since these are primarily communication methods they do not interfere with the formal counselling and discipline practices already established in the participant's organization.

6.

Group Facilitation

Facilitators make it easy for people to do what they need to do. In this section the participant practices tested methods for facilitating group discussions and work.

7.

Managing Change

Participants are introduced to the five key sources of change, how they affect work environments and how to deal with them effectively. Emphasis is placed on the methods for driving change.

8.

Managing Conflict – Mediation Practices

Conflict among people in any group is inevitable – and not necessarily a negative thing. The intensity of the conflict, especially destructive conflicts, dictates the appropriate methods for mitigation. Participant's learn when to let conflict run its natural course, when and how to mediate and when to arbitrate.

9.

Performance Reviews

Participants return to a mentoring role as they develop the communication techniques to appropriately celebrate good performance, critique performance that needs improving and set new goals for performance. Since this section involves communication, it does not interfere with existing performance review processes within the organization.

10.

Conclusion

Participants develop a personal development plan based on what they learned and practiced in the course and on the specific actions they will take in the workplace.

Each section of this course builds on the previous section to consistently develop the competency base of the participants.

Duration:

5 days

Prepared:

September 14, 2004