Supervision

Coaching is a critical competency for modern managers, because command and control leadership no longer works.

What this course covers:

• Why managers must provide support and guidance, not just directives
• The leader as a coach mindset
• How coaching skills models fit specific situations
• The difference between coaching and managing

This first program sets the foundation for raising your game as a coaching leader.

The GROW model is one of the most influential coaching models in use today. Its simple, logical approach makes it a favorite among managers and executive coaches.

What this course covers:

• Understand the four steps of the GROW model
• Help team members improve performance and solve problems
• Support better decisions and new skills
• Guide employees toward their career goals

Put this proven coaching model into action with your own team.

Gallup reports that 52% of employees who left their jobs say their manager or organization could have done something to keep them.

What this course covers:

• What you need to do to keep employees fulfilled and engaged
• The importance of keeping your ear to the ground
• Ways to inspire your team and offer meaningful perks
• Building growth plans and managing high-potential employees

Learn practical steps managers can take to reduce turnover.

Building inclusive teams where everyone feels heard boosts productivity and profitability, and most employees say they work better when they have a voice.

What this course covers:

• Ways to generate employee engagement
• How to encourage open communication
• Getting useful feedback from your team
• The importance of transparency and rewarding good ideas

Put these approaches to work so your team feels genuinely heard and valued.

The ACHIEVE model is a logical extension of the popular GROW model. It is a systematic seven-step framework for coaching that adds flexibility and feedback-reactivity compared with GROW.

What this course covers:

• How ACHIEVE builds on the GROW model
• The seven steps of the ACHIEVE coaching framework
• Where added flexibility and feedback fit into coaching

You will finish able to walk through the seven-step ACHIEVE process as a leader.

The STEPPPA coaching model, developed in 2003, is built on the idea that behavior is driven by emotion and that action follows emotional commitment.

What this course covers:

• The origins and premise of the STEPPPA coaching model
• How emotion drives behavior and motivates action
• How to repurpose emotion to create new objectives and paths to success
• Each step of the STEPPPA process

Walk through STEPPPA to strengthen your coaching as a leader.

Workplace conflict can arise anywhere, and managers often need to step in early.

What this course covers:

• What mediation is and when to use it
• How to diffuse a situation before HR gets involved
• Tips for mediating fairly and effectively
• The six steps of successful mediation

Help both parties reach a workable resolution.

Problem solving is the art of identifying an issue and coming up with a solution. Spotting the problem is easy; developing a way to fix or work around it is harder.

What this course covers:

• How to develop your team's ability to problem solve
• Why problem solving is an important workplace skill
• How strong problem solving benefits any workplace

Help your team turn everyday issues into workable solutions.

The CIGAR coaching model takes a gap-analysis approach, comparing where someone is now with where they could be.

What this course covers:

• How the CIGAR model differs from other solutions-focused approaches
• The gap-analysis method at its core
• Comparing current reality with possible scenarios
• The five steps of the CIGAR model

Walk through a straightforward, easy-to-use model you can apply in your coaching conversations.

Doing more with less, whether from downsizing or growth, is never easy. This course shows you how to work smarter rather than harder.

What this course covers:

• Focusing on the strengths of your team
• Reprioritizing goals when resources are limited
• Communicating clearly under pressure
• Analyzing goals and planning for the future

Make the most of the time, tools, and people you have.

The FUEL model of coaching is especially effective for skill development, career planning, tough performance feedback, and relationship or task problems.

What this course covers:

• The four elements that make up the FUEL model
• When the FUEL approach is most effective
• Using it for skill development and career planning discussions
• Applying it to performance feedback and task problems

Add a practical coaching framework to your leadership toolkit.

The STRIDE coaching model focuses on the strengths of the person being coached, making the whole process a positive, forward-looking experience.

What this course covers:

• Why a strengths-based approach makes coaching positive
• How the model helps people resolve their own problems
• The six sequential steps of the STRIDE model

Learn to put STRIDE to work to enhance performance across your team.

Across this series, viewers explored eight different coaching models and why coaching skills belong in every manager's toolkit. This final program helps you choose the model that fits you and your team.

What this course covers:

• Reviewing the eight coaching models and their shared sequence
• Matching a coaching model to your team's needs
• Incorporating coaching skills into your management style
• Knowing which approach works best for different situations

You will finish ready to coach with the model that suits you best.

A bad attitude is usually a symptom of something deeper. This course helps managers get to the root and turn it around.

What this course covers:

• How to identify negative behaviors
• How to address those behaviors directly
• Coaching employees toward a positive, productive mindset

A practical approach for managers dealing with difficult attitudes.

When you inherit a team, you inherit employees you did not train, and some may be underperforming. This course shows you how to work with them effectively.

What this course covers:

• What to do and what to avoid as you get to know a new team member
• How to use the Can-Do, Will-Do grid to motivate and lift performance
• How to set clear expectations and goals
• Proper documentation and discipline if performance does not improve

You will finish ready to guide underperformers toward their peak.

Documenting employee performance creates a history of critical events and decisions that can protect you and your organization.

What this course covers:

• Why proper documentation matters throughout the employee lifecycle
• How records support unemployment hearings, grievances, arbitrations, and EEO complaints
• Why good documentation is often seen as credible by judges and arbitrators
• The key dos and don'ts of documenting performance

You will learn to document performance in a way that supports fair decisions and reduces legal risk.

Documenting your employees' performance is always important. It helps to create a history of critical events and decisions that happen during the lifecycle of the employee. Proper employee documentation is also necessary and critical in litigation and other proceedings such as unemployment hearings, grievances, arbitrations, EEO complaints, or information requests. These documents are often seen as credible by a judge or arbitrator. Good documentation may deter costly and risky legal action and reduce your exposure as a leader. In this Documenting Performance: Legal Issues of Documenting Performance Course, we'll talk through some of the do's and don'ts of proper documentation.

Good documentation of your interactions with your team should not feel like an extra chore. With a few simple habits, tools, and templates, it becomes an easy way to keep the records a leader needs.

What this course covers:

• Why documentation supports coaching, promotion, and termination decisions
• Keeping both handwritten and electronic records
• Efficient ways to store your notes
• Organizing notes for each employee
• Using keywords and dates for quick retrieval

You will leave with a lightweight system that makes reviews far easier.

As a manager, it's only human to have employees who you like more than others. But there are ways to handle this tendency toward favoritism in an ethical way. Likewise, you might feel inclined to hire someone you already know, or even someone you're related to. How would you do this without falling into the trap of nepotism? In this program, we'll talk about how to navigate the waters of favoritism and nepotism as a manager. We'll define these terms and discuss some examples in the workplace. We'll go over why favoritism and nepotism can be problematic, how you can change or avoid these scenarios, and how to manage your team in a fair and balanced way.

Conflicts of interest can create serious ethical problems at work. This course helps you recognize and handle them.

What this course covers:

• What actually qualifies as a conflict of interest
• Common scenarios where conflicts arise
• How to avoid conflicts in the first place
• Disclosing conflicts and handling them properly when they occur

Useful for employees and managers across any workplace.

Office romances happen. In fact, they're probably much more common than you think, which is why most companies have policies on them. In this program, we'll discuss how to manage romantic relationships among your employees. We'll talk about understanding and communicating your policies, including relationships between different levels or within the same department. We'll also discuss the fine line between flirting and sexual harassment. We'll go over the importance of disclosing these relationships, setting workplace boundaries, and dealing with the fallout of an office romance breakup.

As a manager, you may sometimes be disappointed with the output and effort your staff gives. Maybe you blame this on your company's leadership, or you fault the employees themselves for not being motivated enough. But do you know where the responsibility really lies? With you, their manager! Most likely, if your employees are giving a low effort, it's because YOU didn't set high expectations for their work and output. In this course, we'll discuss how to properly set expectations for high productivity. We'll go over the psychology behind why these tips are so effective. We'll also talk about the importance of SMART goals, clear communication, and healthy recognition.

Regular one-on-ones are one of the most powerful tools a manager has. This course walks through eight steps to running an effective one-on-one meeting.

What this course covers:

• Preparing and setting a clear agenda
• Structuring the conversation for real dialogue
• Giving and inviting honest feedback
• Following up on commitments between meetings

Make every one-on-one count.

Team meetings only pay off when they are planned and run with intention. This course walks through eight practical steps for making your team meetings more focused and productive.

What this course covers:

• Preparing and setting a clear purpose for each meeting
• Keeping discussion on track and involving the whole team
• Reaching decisions and agreeing on next steps
• Following up so meetings lead to real action

Strong teams are built on two things: cohesion and ownership. This course shows how to strengthen both so performance and responsibility follow.

What this course covers:

• Building team unity through trust
• Using effective communication to strengthen cohesion
• Fostering a culture of accountability
• Helping each member feel personally invested in their work

You will leave ready to lead a team that owns its results.

Chances are, if you don't already manage remote employees, you will in the future. Even if you've been managing employees in the office for years, you'll find there are several differences in the way that you manage remote employees. This program provides some helpful advice on how this can be done.

Interns are, by definition, inexperienced in your field. They need supervision, feedback, and meaningful work. Giving them grunt work and signing off on their college credit is a disservice to the intern, and to you and your company. If you're managing interns, it's important to remember that great intern managers create great interns. You're in a unique position to vet and mold people into potential employees with your organization. In this course, we'll provide you with tips on becoming a great intern manager.

Just like you, your employees have a list of things to do every day. Some days their list is overflowing and they can't possibly get everything done. As a supervisor, it's up to you to help your employees make the best use of their time to maximize their productivity.

Engagement is having an emotional connection to the work you do, to the people you work with, and the organization itself. It's a willingness to continue to improve and stay dedicated to your work. And it's a critical component to employee satisfaction and productivity. But according to a Gallup poll, less than 20% of employees are engaged. Yikes!

In this course, we'll talk about the importance of improving this statistic among your team. We'll discuss how not increasing this number can directly impact your bottom line, and why disengagement is so prevalent. We'll also go over ways to measure and track engagement.

Employee engagement is easy to talk about and much harder to measure. Measuring it requires consideration of many factors, and this program walks through the measurable elements that help you keep your employees productive and engaged.

What this course covers:

• Why employee engagement calls for more than a single measure
• The measurable elements that indicate how engaged a team is
• How engagement measurement connects to productivity
• Using what you measure to keep employees engaged over time

Part of the Managing for Engagement series, aimed at managers and team leaders. You will finish with a clearer sense of what to look at when you want to know how engaged your people really are.

Research institutions have compiled many lists on employee engagement, and their common themes point to what organizations can do.

What this course covers:

• Common drivers of employee engagement across research
• Organization-wide actions that engage employees
• Applying these ideas to build an engaged workforce

Turn research insights into a more engaged organization.

Employees want to have as much information as possible. They want open communication about what's happening in their department, with their boss, with the overall company, etc. But much of the information that falls onto your desk, as a manager, is on a need-to-know basis. Yet, somehow, data often makes its way into the ears of your team, whether it's factual or not. In this course, we'll talk about how to manage the grapevine within your workplace. We'll talk about the ways that information is typically shared, and how you can, and should, get in front of important information that could leak out. We'll also discuss how to deal with rumors.

"I hate my job." "Why don't I make more money?" "My boss is the worst!" "I loathe my commute." Maybe you've muttered these words a time or two. Or perhaps you've had similar thoughts swirling around in your brain for awhile. Unfortunately, negative thinking leads to... more negativity. It's a vicious cycle that you must consciously choose to stop. In this program, we'll talk about ways to find more joy and optimism in your workday. We'll offer some tips to put an end to negative thinking and go through the benefits of positivity, for both your work and personal life.

Who's an extrovert? Who's an introvert? What's the difference? And why does this matter to me? This concept of introversion and extroversion was popularized by Carl Jung, but has gained new movement by Susan Cain through her Ted Talk "The Power of Introverts," and her book. Workplaces are reconsidering how they manage employees and meetings. Introverts are rallying to remind society that they bring value and that they have good ideas. As a result, extroverts are defending themselves in an effort to remind us that they're not just jokesters and socializers. Some interesting concepts have come from these discussions. In this series, we will summarize some of what's being said, and help you navigate some practices that will make your teams more productive.

Extroverts are social and have a lot to say. In your office, these are the people who are quick to speak up with ideas, they get into lively debates, they have the most fun at the holiday parties, and generally keep the energy up around your office. You know who the extroverts are on your team, so this program will help you learn how to best manage them.

Introverts contribute a lot to your team. Introverts have excellent memories, are thorough planners, are great problem solvers, have developed motor skills, and are good at self-regulation. In your office, introverts are happy to be left to do their work. In many ways, they are the backbone to your organization. They quietly do their job, meet deadlines, don't disrupt the day-to-day operations, and keep things moving along as planned. This program will cover how to manage the introverts on your team.

Great managers know how to give feedback that actually helps. This course builds the skills to make your feedback land.

What this course covers:

• Making feedback specific, timely and factual
• Delivering feedback that motivates and supports employees
• Fostering a culture of growth
• Driving improved performance through feedback

Finish ready to give feedback that supports your team.

Once you've evaluated an employee using the Can Do, Will Do grid, using their job description and expectations to guide your analysis, what's next? We need to take everything that's not in the desired Can Do, Will Do quadrant and figure out how to get it there. That's exactly what we'll cover in this course. We'll talk about how encouragement, training, transferring duties, and changing expectations will help get your employees to peak performance.

By now you should be familiar with the Can Do, Will Do grid and how it applies to analyzing the performance of each of your employees. Moving an employee out of a Can't Do or Won't Do quadrant is difficult, requiring a lot of encouragement and training. In this course, we'll talk about how to motivate your employees to make that change. We'll go over the four types of motivation and discuss their pros and cons.

Have you worked with someone who had an inflated sense of self-importance? Someone who has a skewed sense of reality, and who ignores the needs of others, while serving only their own interests? This type of person is a narcissist, and supervising them can be challenging, if you're unprepared. In this course, we'll talk about how to manage a narcissist. We'll discuss the traits that make them difficult to work with, but also the positive attributes they can bring to the workplace. We'll also go over Kurt Lewin's Change Management Model, which will help you coach narcissists to better handle criticism and discipline.

Managing up is the idea that you can create a productive relationship by being assertive and taking control of your career, rather than waiting for your manager to shape it for you. This course explains how to proactively work to create a better relationship with your boss.

What this course covers:

• What managing up means and what it does not mean
• Being assertive in a way that strengthens rather than strains a working relationship
• Taking control of your own career direction
• Practical ways to build a more productive relationship with your manager

For employees at any level who want a better working relationship with their boss and more ownership of their career. You will leave with an approach you can start using in your next conversation with your manager.

Part of being a manager is watching your employees in action. Managing employees that are onsite is easy since you get to see them on a regular basis. But what if you have salespeople whose jobs keep them on the road? Field Sales Coaching, or a ride along, is the best way to observe your over-the-road employees.

How do you make your sales meetings effective? How do you get your employees there, and how do you get them to want to be there? It all starts with the basics, and this course works through them.

What this course covers:

• What makes a sales meeting effective rather than merely scheduled
• Getting your sales employees to attend
• Getting your team to want to be there
• The basics that a productive sales meeting rests on

Aimed at sales managers and anyone responsible for running regular sales meetings. You will come away with a clearer plan for the meetings you already hold.

Guess what the leading cause of workplace dissatisfaction is? Pay? Nope. Culture? Incorrect. It's poor management. 65% of Americans are unhappy with their jobs, and you don't need to be a math whiz to determine that these statistics affect you and those working around you. If you're in a leadership position of any kind, you need to pay close attention to this course, as we discuss how some bosses unknowingly impede their teams, rather than help them succeed. We'll talk about the history of the term "impedership," what it means, and the various forms of it that you'll want to avoid.