Since 1982, Roberta Cava has presented her famous "Survival Skills for Managers & Supervisors" Training Workshop internationally in USA, Canada, Australia, New Zealand, Great Britain, Germany, United Arab Emirates, South Africa, Singapore, Malaysia, Thailand, Indonesia and the Philippines. Why is this happening? Because companies don’t know how important it is (revenue-wise) that their supervisors get their core responsibility right! |
Here are some of the things that these untrained supervisors do that results in de-motivated, unproductive employees. These problems were identified by the participants of Roberta Cava’s Dealing with Difficult People seminars:
X Embarrass their staff by disciplining them in front of workmates or clients.X Label staff’s behaviour (stupid, dumb) or make sarcastic remarks, instead of trying to correct the actual behaviour of the staff member.
X Don’t give recognition for a job well done. Instead, they concentrate on the two percent of the things their staff do incorrectly, instead of the ninety-eight percent they do properly.
XWhen dealing with customer complaints, they don’t back up their staff and don’t give employees a chance to tell their side of the story before acting.
X Don’t provide an up-to-date job description with key performance indicators and standards of performance for the tasks performed by their staff.
X Don’t provide the necessary training to fill the gap between job requirements and employee’s skills.
X Conduct performance appraisals on staff without a proper job description upon which to base their evaluation. (If the employee doesn’t know what’s expected of him/her, and the supervisor doesn’t know either - how can a fair evaluation of the performance be conducted?)
X Have one set of company rules for staff - another for themselves. Bend the rules when clients go over the head of front-line staff, causing embarrassment for staff members.
XNo set policy and procedure manuals available. Rules and regulations of the company are not clearly defined.
XHarass staff (either through bullying or sexual harassment).
X Do nothing to improve the employee’s interest in their jobs. Some are afraid their staff are now ready to compete for their job, so do as little as possible to develop their skills for their next step up.
X Are not available when their staff need their help. They say they have an “open door policy,” but are always “too busy” to deal with their staff’s problems.
X Won’t listen to their staff’s suggestions about better ways to complete tasks. The person doing the job normally has the best ideas on how to do the job better, faster, and more efficiently.
XAre perfectionists and expect everything to be done perfectly. Just because they can do the job in ten minutes (they have fifteen years’ experience) they expect the newcomer to do it in the same amount of time with the same amount of accuracy.
If this describes the actions of your supervisors, seriously consider providing them with the necessary tools to do their jobs properly - otherwise you’re setting them up to fail!
Material presented excellent for future reference. Pace was good and held interest. Good opportunity to hear from other supervisors and how they deal with situations.
Roberta was very knowledgeable and made the workshop lively.
Roberta has strong knowledge and experience and I enjoyed the most when she shared her experience in the class.
Very interactive and great about the small group size as it allows more interaction between trainer and participants.
I enjoy the coverage of the topics, the delivery and articulation of Roberta. The relevancy is good and the skills imparted is practical.
Roberta has a wonderful skill to convey thoughts and ideas so people really listen.
I really enjoyed the course and I am looking forward to applying many of the concepts to improve my ability as a supervisor.
Very well presented and very interesting.
I thought because I had an MBA degree that I knew hot to supervise others. Now, I realise that we were given absolutely no training in how to do that. Thanks for filling in the gaps.
I hate disciplining people – now I know how to do it without feeling guilty and without the staff member retaliating against me when I do.
Now I know what I have to do to be a good manager. Well done!
Roberta Cava is an international bestselling author who has published twenty books and also a renown and accomplished professional trainer for the last 30 years.
Since 1982, Roberta Cava has presented this workshop internationally in USA, Canada, Australia, New Zealand, Great Britain, Germany, United Arab Emirates, South Africa, Singapore, Malaysia, Thailand, Indonesia and the Philippines.
Roberta has many international tributes including being chosen twice as a Canadian Achiever; was nominated for the 1999 and 2001 Telstra Australian Business Woman of the Year Awards, Alberta Human Rights Award, the Canada Awards for Business Excellence, the YWCA Tribute to Women Award, three years running for the Edmonton Chamber of Commerce Small Business Owner of the Year Award; and regional finalist for the 1993 Canadian Woman Entrepreneur of the Year Award.
Roberta is listed in Who’s Who in North America.
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Highly practical and intensive, this workshop which includes group discussions, activities and real-life examples will allow you to take away effective tips, practical techniques and skill-set on being a good supervisor and manager.
You will learn:
your former peers
Which leadership style suits you best
How to bring out the best or the worst in your staff
How to effectively delegate work to your team
How to set performance standards for tasks
How to motivate the under- achievers and keep high achievers motivated
How you and your team can manage time and the steps to take to stop time wasters
About the different kinds of problem team members and how to deal with them
How to ensure proper counselling and / discipline when appropriate
DAY 1
1. THE ROLE OF THE MANAGER
* The four essential responsibilities of all supervisors/managers that enable them to fulfil their obligations * Problems faced when you supervise former peers * Qualities of good supervisors/managers * Why many supervisors/managers fail2. LEADERSHIP STYLES
* What is leadership? * Supervisors/managers that bring out the best/worst in others * What leadership style suits you best? * Basic differences between Theory X and Theory Y supervisory/management styles * Basic leadership styles3. DELEGATION
* Excuses for not delegating * Risks of delegation * What is Responsibility, Authority, and Accountability? * Steps in the delegation process * Rules of Delegation * Delegation Dos and Don'ts * The importance of proper up-to-date job descriptions4. MOTIVATION
* How to utilize Maslow's Hierarchy of Needs to motivate employees * How to motivate under-achievers * How to keep high achievers motivated and happy * Common ways we see anger expressed at work * How to set Performance Standards for tasks * Recommended type of Performance Appraisal system5. PROBLEM SOLVING & DECISION MAKING
* Criteria required for defining problems * Steps to take when problem solving * Driving and Restraining Forces * The Brainstorming ProcessDAY 2
6. TIME MANAGEMENT
* The principles of time management * The differences between Priority A, B. and C tasks * The steps taken each day to determine priorities for that particular day * The meaning of "Swiss Cheese Approach" to completion of tasks * Why "To Do" lists and Daytimers are so important * Time Wasters and their solutions7. INTERPERSONAL SKILLS
* Normal speaking and listening speeds * 8 steps in the Communication Process * Steps used in one-on-one training that are most effective for retention of information * How do you rate as a listener? * How do you rate as a speaker? * How to use the skills of Paraphrasing and Feedback * Qualities of good team members * Kinds of problem team members * The importance of non-verbal communication8. EMPLOYEE DISCIPLINE
* Differences between counselling and disciplinary interviews * When are counselling interviews warranted? * Objectives of counselling and disciplinary interviews * How to conduct a counselling interview * What kind of problems should you not try to handle by yourself. * Does it matter where you discipline employees? * Planning counselling and disciplinary interviews * The importance of follow-up to interviews * How to conduct a disciplinary interview * The disciplinary procedure you must take before terminating an employee * The importance of proper documentation of disciplinary interviews * Circumstances where employees could be dismissed after their first offense * Steps taken when investigating an incident
| Survival Skills for Managers & Supervisors Program Overview |
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