Contact Margie Adams at Margie@EmergeApproach.com
Essential Skills of Communicating
This foundational course teaches all levels of leaders proven techniques for developing effective communication skills, thus improving their performance and increasing the productivity of the team and the organization. Leaders will learn to:
Create a climate of open communication
Design clear, concise messages
Manage nonverbal behaviors effectively
Listen to communicate
Communicating Up provides the tools necessary to help employees understand a senior manager’s communication style, deliver bad news with grace, communicate group or employee achievements, and maintain the manager’s attention during a meeting. With a focus on preparation and clear commitments, Communicating Up can help even experienced managers build a more effective process for communicating and collaborating within the organizational hierarchy.
Developing Performance Goals & Standards
The SMART (Specific, Measurable, Attainable, Results-oriented, Time-framed) approach fully outlines organizational performance requirements, so that team members understand these requirements, and their own roles in the organization. Because SMART is a collaborative way to develop goals and standards, team members intuitively agree to the process and fully commit to its success, aligning themselves with the organization’s performance requirements.
Coaching Job Skills
Coaching Job Skills teaches managers a process of observation, analysis, and communication to help them learn how to effectively coach team members. This program teaches managers how to identify and solve performance problems, as well as which performance problems can be resolved by coaching. By carefully planning one-on-one discussions, managers can support and improve each team member’s commitment to achieving results.
The best leaders are those with an open-door policy for complaints. They follow a specific methodology for finding the root cause of an issue, and they apply the appropriate problem-solving technique. Using this approach, these skilled leaders handle issues before they snowball and require much more time and effort to resolve. With its focus on listening and problem solving, Managing Complaints can help even experienced managers become more comfortable hanging an “always open” sign on their office doors.
By understanding the signs of conflict, and finding the root cause, managers can eliminate the issues and minimize the negative effects. Facing conflicts directly allows leaders to preserve the
integrity of their teams and demonstrate a commitment to individual performance and growth. Resolving Conflicts helps managers develop skills to identify the source of team member conflicts. Using effective communication and management techniques, managers can help individuals see the situation from another point of view and move beyond the conflict. Managers will also learn about the positive and negative aspects of conflict and how some conflict can be beneficial.
Essential Skills of Leadership
This second foundational course teaches critical management skills, establishing a methodology for productive interactions between team members and leaders to:
Maintain and enhance team member self-esteem, delegate, evaluate performance, correct work habits, deal with complaints and resolve conflicts.
Focus on behavior and solve problems.
Encourage team member participation by involving them in decision-making,
Implement problem-solving, goal-setting and other activities to motivate, empower and inspire all team members.
Delegating helps managers master the skills needed to effectively assign work to others. This course, and included support worksheets, provide team leaders and managers with the necessary tools to develop messages that communicate the “what” and the “why” of every delegated task. Managers must ensure that an individual understands what is required for the project to deliver a successful result: the work is done correctly, and the individual gains a new experience that increases his/her confidence and responsibility.
Providing Performance Feedback
This course equips managers with a fair and fact-based, collaborative model for feedback sessions. Developing good feedback skills reduces the discomfort and improves the payoff from these challenging discussions, which are a part of every manager’s role. With its focus on logical processes and reasonable commitments, Providing Performance Feedback can help even experienced managers evaluate and improve performance more effectively. Using the Vital Learning process, managers can demonstrate their commitment to an open and consistent performance improvement process.
After completing this course, leaders have the tools to understand and interpret change, in order to more successfully manage their teams through it. By working to support change while addressing the team’s comfort level with it, leaders can more effectively facilitate acceptance of new ways of doing things. By understanding change, leaders can more clearly communicate it to their team members. This clear communication reduces misunderstanding and anxiety. It also helps employees accept the change initiative more quickly, thereby minimizing lost productivity and decreased performance.
Improving Work Habits
Improving Work Habits helps managers learn to distinguish between job performance and work habits, recognize poor work habits, and clearly and specifically communicate the nature of the problem. This course provides supervisors, team leaders and managers with a process for working with individuals to develop a plan for addressing an issue, while maintaining the team member’s self-respect and dignity.
By using proven and effective communication skills, leaders can preserve the team member’s self-respect and encourage the best kind of discipline — self-discipline — to resolve problem behaviors. Done properly, discipline can be a positive growth experience for both the leader and the employee. This course teaches leaders to dramatically reduce employees’ problem behaviors. By involving team members in performance discussions and winning their commitment to behavioral change, leaders can turn a potentially negative interaction into a positive developmental step.