Course Outline


Course Title: 

How to Supervise People & Lead a Team

 

HRCI Course ID Number:

272119


SHRM Course ID Number: 

00910499


Length:  

Half Day, One Day, or Two Days


Learning Objectives:  This course is designed to provide front-line supervisors with the foundational knowledge and skills necessary to be a successful manager, drawn from nine course modules. How much of each module is covered is dependent on whether the half day, one day, or two day version of the class is offered.

Who This Is Not For:  This course is not for CEOs of large corporations that have a team of managers on the front line to handle day to day operations. If you're in that position, you will be better served by seminars on executive leadership, organizational theory, system analytics, etc., offered through organizations such as Harvard University's Division of Continuing Education.

Who This Is For:  This is a world class professional development course  designed specifically for supervisors on the front line, who directly manage two or more employees. It's for managers who are "in the trenches", like the restaurant manager who can't open tonight because three of his servers didn't show up for work, the dentist who spends as much time dealing with her employees as treating patients, etc. For more, go to www.ThisChangesLives.com

Course Accreditation: This course is accredited by SHRM, HRCI, and numerous state boards for professional continuing education credit. Each attendee receives a Certificate of Completion. For details on accreditation, click here.


Curriculum Vitae: Glenn Shepard earned his Bachelor in Industrial Management degree from Georgia Tech in 1985 and has been in management for 32 years. He's the best-selling author of six books on management, which have been published in five languages, 13 DVD video programs, and over 641 published articles. For a complete bio, go to www.glennshepard.com/bio.htm

 

 

 Curriculum


Module 1: How to Find Good Employees when the Labor Market is Really Tight

Module 2: How to Manage and Communicate with Millennials

Module 3: Behavioral Psychology for Managers

Module 4: How to Do Performance Evaluations

Module 5: How to Reduce Tardiness and Absenteeism

Module 6: How to Motivate People

Module 7: Advanced Supervisory Skills for Managers

Module 8:
Using Progressive Discipline to Correct People without Demoralizing Them

Module 9: How to Fire without Fear




Module 1: How to Find Good People when the Labor Market is Tight

Between the Labor Shortage and the Skills Gap, finding enough good, high quality people has never been harder. And with 10,000 Baby Boomers retiring every day for the next 15 years, it’s going to get even more difficult. Even if you’ve got a steady stream of job applicants, figuring out which one to hire is iffy at best.  A CareerBuilder.com survey found that 56% of hiring managers have caught job candidates lying on their resumes. In this module, attendees will learn specific techniques companies such as FedEx, Domino’s Pizza, Avis Car Rental (all of whom have attended this seminar) use to get all the applicants they need – and how to pick the best one to hire.  

Specific areas covered in this module include:

►A special “Truth Serum” to instantly tell if someone has lied to you in an interview or on their resume    

►The secret method that UPS uses to find high quality people who want to work

►The unique interviewing technique Southwest Airlines uses to slash turnover   

►The 5 biggest red flags on resumes that even the most seasoned managers miss       

►The simple, no-cost website Microsoft uses to check out job applicants  

►The 3 most effective (and most unconventional) places to find good people who want to work

►The single best interview question you can ask. (This comes from an interrogation technique used by the FBI, who has also attended this seminar)

►The single worst interview question you can ask, and why 90% of hiring managers make the mistake of asking it

 

 

 

Module 2: How to Manage, Motivate, and Communicate with Millennials

The Millennials (aka Generation Y) became the largest living generation in April 2016. With 10,000 Baby Boomers retiring every day for the next 15 years, Gen X now makes up the largest percentage of  management. Generation Z begins graduating college in 2018, and they're the complete opposite of the Millennials.  We now have four generations comprising one workforce, but with four very distinctively different ideas of what it means to be a professional and have a work ethic. Their values and experiences could not be more different.

We’ve gone from the Greatest Generation that volunteered to fight in World War II and got medals for their sacrifices, to a generation that got participation trophies just for showing up. From a sense of duty (John F. Kennedy’s “Ask not what your country can do for you, ask what you can do for your country”) to a sense of entitlement (What’s in it for me?).  

We’ve also gone from fiercely independent Gen X that virtually raised itself (“Latchkey Kids”) to a generation that wasn’t allowed to do anything on their own because of Helicopter Moms. The Baby Boomers’ blind careerism has been replaced by a generation whose focus is more on work-life balance. They expect to work shorter hours but reap faster rewards.  

In this module, attendees will learn the best techniques for managing and motivating each generation, and how to get everyone to work together as a team.  This module is excerpted from Glenn's sixth book, "How to Be the Employee Your Company Can't Live Without:18 Ways to Become Indispensable".

 

 

 

Module 3: Behavioral Psychology for Managers  

In this module, attendees will learn the different behavioral models so that they can understand why people do the things they do, in order to get them to do what they want them to do. This module is excerpted from Glenn's fourth book, "How to Manage Problem Employees: A Step-by-Step Guide for Turning Difficult Employees into High Performers ".

Specific areas covered in this module include:  

►The Aggressive individual

►The Passive individual

►The Passive-Aggressive individual

►The Assertive individual

►How to tell if someone you work with is a Sociopath

►How to stop Workplace Bullies

►How to manage Hypochondriacs

►How to deal with employees who make threats and give ultimatums

►"5 Magic Words" that stop people from challenging your authority

►How to eliminate deviant behavior such as Disrespect, Arguing, Insubordination, Backtalk and outright Defiance

► How to use the “Anger Curve” to predict what someone else is going to do, say or think before they even know

►How to turn around a bad attitude in 4 minutes

►How to end gossip 

►How to stop tattletales from tattling

►How to stop whiners from whining

►7 words that immediately stop sarcastic people from taking cheap shots at you 

►A remarkable method that stops adults from throwing childish temper tantrums

 

 

 

Module 4: How to Do Performance Evaluations

Managers dread giving performance evaluations as much as their employees dread getting them.  That's why most managers are lousy at doing them. But when done the right way, performance evaluations can help turn mediocre employees into top performers. In this module, managers will learn how to properly use performance evaluations to maximize team productivity, develop champion leaders, release people’s highest areas of personal competence, and gain commitment and cooperation from everyone. This module is excerpted from Glenn's fifth book, "How to Make Performance Evaluations Really Work: A Step-by-Step Guide Complete With Sample Words, Phrases, Forms, and Pitfalls to Avoid".

Specific areas covered in this module include:


►The two worst people to give Performance Evals, and who should do them instead (And why it's not who you're probably thinking)

►Why they should never be done near Christmas – and when they should be done instead

►How often they should be done –  and why you're wasting your time if you’re only doing them once a year  

►How to avoid evaluator biases including "Recency Bias", "Severity Bias", and "Leniency Bias"  

►How to make Performance Evals work when there's no raise tied to them

►How to give constructive feedback to "Emotionally Fragile" employees who can't handle even the slightest criticism  

►Why "360 Evals" backfire so often – and how to prevent them from backfiring on you

►The right (and wrong) way to use Self Evals to get people to buy in to the process

►Why you should never let employees take home Self Evals 

►The best time to give negative feedback  

►Why Performance Evals should never be done in the manager's office 

 

 

Module 5: How to Reduce Tardiness and Absenteeism

The best management skills and greatest employees in the world are useless if you can’t get your people to show up. According to SHRM, supervisors spend an average of 4.2 hours per week dealing with absences, including finding replacements, adjusting workflow and providing training. In this module, attendees will learn how to slash Absenteeism and Tardiness.

Specific areas covered in this module include:

►The Point System used by America’s best and brightest companies to minimize Absenteeism and Tardiness

►How to prevent abuse of sick days

►How to keep PTO from backfiring on you

►The danger of "Use 'Em or Lose 'Em" polices

►The best ways to get people to come to work when they have minor ailments and aren’t too sick to work
even though they think they are

►How to get people to work on holidays

 

 

 

Module 6: How to Motivate People
Every employee starts a new job with enthusiasm. But what happens when performers lose their motivation and begin underperforming? It’s management’s job to get employees back on track when their performance starts to languish, but even the most talented manager can’t do that until he or she knows the source of the problem. This module is excerpted from Glenn's DVD program "Performance Breakthroughs: How to Remove Barriers That Block Employee Performance"

Specific areas covered in this module include:


►How to jump-start employee’s motivation when they're underpaid or haven’t had a raise in years   

►How to give people inspiration when they're discouraged by across-the-board raises   

►The difference between the desire for pleasure or the avoidance of pain and which one is the best motivator for your people

►How to ensure that all your employees are living up to their potential without having to micro manage

►Understanding how The Hawthorne Effect can change your employee’s behavior  

►Realigning job responsibilities for employees who've been promoted beyond their skill level (The Peter Principle) 

►How poor management practices such as nitpicking or allowing bad apples to get away with too much can cause problems

►Helping employees who are battling with personal issues such as health problems, divorce, drug or alcohol abuse, or the loss of a loved one

►How to reinvigorate long-term employees who've gotten too comfortable and are coasting

►How to motivate new employees who are just plain bored with their jobs

 

 

 

Module 7: Advanced Supervisory Skills for Managers

In this module, attendees will learn how to take their management expertise to the next level of excellence and build a culture of teamwork that encourages cooperation that leads to success for their entire team. 

Specific areas covered include:

How to manage effectively when you have one arm tied behind your back by upper management, HR, or a board of directors

►How to apply Stephen Covey's principle of being proactive (Habit #1 in his best-selling book "The 7 Habits of Highly Effective People") to front line supervision 

How to apply Ken Blanchard's (author of "The One Minute Manager") principle of Situational Leadership to front line supervision without micro managing  

How to make sure your employees do what they're supposed to do by utilizing the U.S. Army Officer Training technique of "Back Briefs" when delegating a task

Why being a perfectionist is the Kiss of Death for managers, and how to prevent it from sabotaging your career if you are one

 
How to build in a Margin for Error when delegating to subordinates without giving implied permission to not meet an assigned deadline

How to empower needy, co-dependent employees to solve problems on their own  

How to keep from crossing the line from helping people to becoming an enabler (critical if kindness comes naturally to you)  

How to be Firm, Fair and Consistent by setting healthy boundaries

How to get people to respect your authority when you’ve been promoted from within and your former peers become your subordinates
 
How to get people to follow your instructions 

How to be a strong manager when your own boss is a weak manager

The 4 magic words that get an unsupportive boss to back you up

►The best way to approach delicate conversations such as telling an employee they have B.O. or bad breath

 

 

 

Module 8: How to Use Affirmative Discipline to Correct People When They Get Off Track – without Demoralizing Them

Unless they have a collective bargaining agreement (in union environments) or civil service protection (in government service),  most Americans work under the legal doctrine of Employment at Will. This gives the employer the right to fire at any time, without advance notice, and without cause. But it costs a minimum of $3,500 to lose an employee, and then there’s the hassle of finding, interviewing, hiring and training a new one. In this module, attendees will learn how to properly use the Progressive Discipline process to get wayward employees back on track.

Specific areas covered in this module include:


►How documenting a Verbal Warning can set you up for a lawsuit for wrongful termination – and what you should do instead

►The danger of having a witness sit in on disciplinary conversations – and the right way to handle it


►The three most important words to use in a Verbal Warning

►How to get employees to sign a Written Warning when they refuse to sign it

►How to keep a suspension from becoming a vacation

►How to use Decision Making Leaves to salvage employees that are "On the Bubble"

►Getting employees to buy into the process with CTI's (Commitment to Improve) and PIP's (Personal Improvement Plans)

►How to use Probation to salvage employees that have "One foot out the door"

 

 

 

Module 9: How to Fire Without Fear

We admit it, even Glenn's strategies can't fix every situation. There are times when you need to fire someone before they set you up for a lawsuit – or worse.

Specific areas covered in this module include:


►The best place to hold a termination conversation  

►The best time of day to terminate an employee

►The best day of the week to terminate an employee

►How to create an airtight paper trail to make sure HR and upper management back you up   

►How to reduce the chance of violence  

►How to keep from being falsely accused of discrimination, harassment, or wrongful discharge  

►How to win wrongful claims for unemployment benefits

►Why you should never answer a question about whether a previous employee is  eligible for rehire

 


This program is usually booked a year in advance. We are currently booking into 2019. For scheduling and availability, call Rebecca Johnson at (615) 353-7125 or click here to email us.


 

Copyright 2017 Glenn Shepard Seminars, Inc.
 900 Old Hickory Boulevard
Brentwood, TN  37027
(615) 353-7125
www.glennshepard.com

Click here to email us.