Our flagship Supervisory Skills Program is an intensive program that provides participants with a foundation of critical skills necessary to become an effective workplace leader.
- Interactive: Group discussion, situation analysis, and multiple additional opportunities to experience concepts
being taught (No boring lectures!)
- Immediate application: Participants practice concepts in the sessions that they can use the next day
- Continuous learning: Classroom experience is supplemented by take-home reading and skill-application assignments
- Peer learning opportunities: Exchange ideas and experiences with other participants in diverse industries
Who Should Attend
Those who currently supervise or manage others
Van Potter, M.Ed., Lodestar Inc.
Participants will receive a certificate of completion upon completing all eight (8) sessions.
Art of Leadership (Day 1 and 2, April 6 &9)
Which leadership behaviors produce the most desirable results? This question has long been pondered by politicians, military leaders, and business leaders. This session explores leadership from the perspectives of theory, data-based research, history, and the experience and insights of class participants. Our study will identify desired leadership results and the behaviors and perspectives required to obtain those results.
Collaboration and Teams (Day 3 and 4, April 13 &16)
Organizations seek to boost productivity and employee participation through more effective groups or teamwork. What is often not understood, though, is that disagreement and conflict can actually help teams achieve optimal outcomes—provided the team members have the necessary skills. In this session, participants learn these skills using the DiSC assessment to better understand their interpersonal style and then use that understanding to solve a hypothetical situation, both individually and as a team.
Managing Workplace Conflict (Day 5 and 6, April 20 & 23)
Conflict is inevitable in any group or organization, and may actually be an asset by providing opportunities for creativity, collaboration and improvement. This session emphasizes the skills needed to effectively and productively manage conflict by understanding one’s emotions and conflict styles and understanding each individual’s issues, positions and interests. The Thomas-Kilmann Conflict Mode instrument will provide participants insight into their particular styles of addressing conflict.
Decision Making (Day 7, April 27)
We usually attribute flawed decisions to incompetence, inexperience, lack of intelligence, or intentional deception. But the reality is that it is not these factors that cause faulty decisions. In this session, we examine why people and organizations make poor decisions. We will delve into some cognitive psychology, group dynamics and theories of organizational culture—examining decision making at three levels: Individual, Group, and Organizational.
Leading Change (Day 8, April 30)
This session helps managers better understand the nature and necessity of change, its impact on people and how to meet the challenge it presents. Participants learn strategies that help accelerate the change process, increase acceptance, and minimize a decline in productivity. Emphasis is placed on coaching and leading a team through a complex change situation.