Course Guide 2017
Contents: Course Page Number(s) Foundational Management Series 3-4 Creating a Respectful Workplace 5 Leveraging Your Organizational Culture 6 What s My Style? 7-9 The Matrix Manager Leading in a Collaborative Environment 10 Leading Change at Every Level 11 Mastering the Change Curve 12 Customer Service Workshop 13 Cultural Intelligence (CQ) 14 Presentation Skills 15 The Five Dysfunctions of a Team 16-17 Employee Engagement 18 Responsive Leadership 19 Storytelling 20 Business Writing 21 Custom Developed Courses 22 Workplace Performance Solutions, Inc. 2017 Page 2
Foundational Management Workshop Series 15 hours (minimum 8 participants, maximum 20) The Foundational Management Series is for people who have been recently promoted to a supervisory position or for managers and supervisors who are not new to their role but need exposure to the foundational elements of leadership. As a leader it is important to build credibility and respect within your organization. This series provides the foundation for building appropriate workplace relationships with your team. Topics for the overall program include: Understanding the difference between leading and managing Building appropriate business relationships with the people you will manage and lead. Engaging your team so they will be will become productive employees Understanding the elements of communication and using what you learn to positively influence your team Giving and receiving feedback Writing performance-based documentation Creating a respectful workplace environment Learning Objectives by class: Class 1 (3 hours): Learn to avoid the top ten mistakes made by supervisors. Appreciate the importance and value of getting to know your team. Understand and consistently apply four specific management principles on the job. Understand the privilege of leadership and the power of influence with your role. Identify factors that impact employee engagement. Effectively communicate work assignments. Class 2 (3 hours): Positively influence your team with effective communication. Recall the three elements of communication. Apply the concepts of active listening and empathetic responding. Class 3 (3 hours): Explore the differences between one-way and two-way communication. Identify when and how feedback should be delivered to employees. Deliver feedback in a way that leaves employees motivated to change. Receive and respond to employee feedback. Identify when and how to recognize employees. Workplace Performance Solutions, Inc. 2017 Page 3
Foundational Management Workshop Series - continued Class 4 (3 hours): Learn how to document employee situations such as corrective action documentation or employee review documents. Develop and deliver well formulated and organized written communication (Corrective Action Documents and Employee Reviews). Develop a plan to communicate with and effectively manage non-performers. Class 5 (3 hours): Learn how to define professional boundaries. Learn how manage and prevent gossip in the workplace. Identify harassment and discrimination and realize the possible legal ramifications associated with it. Effectively address inappropriate workplace behavior. Workplace Performance Solutions, Inc. 2017 Page 4
Creating a Respectful Workplace 3 hours Leader Workshop (minimum 6 participants, maximum 12) This workshop will help employees understand their obligation to uphold and demonstrate the core value of treating employees with dignity and respect. The workshop will provide tools, conversation, and practice to equip your leaders or employees with hands-on strategies to prevent and deal with workplace incivility and harassment. The focus is to inspire and mobilize people to step up in the service of civility and respect. Using the Respect on the Go Trust Your Canary card set the course will provide your employees with hundreds of dynamic tips, useful phrases and strategies to deal with incivility and harassment. Each participant will be presented with a card deck that provides just-in-time learning for their future interactions and needs. Learning Objectives by class: Learn what it means to cultivate a culture that includes workplace civility and respect. Develop a plan to engage employees in discussions that support respect and civility. Identify strategies to deal with challenging interpersonal situations. Effectively provide corrective feedback and manage team conflicts. Identify and correct harassment, bullying and incivility in the workplace. Develop an action plan that supports how they will support civility in the workplace. Note: A two hour employee workshop is also available. Workplace Performance Solutions, Inc. 2017 Page 5
Leveraging Your Organization s Culture 4 hours There s a force within your organization that is contributing to your success, or possibly, preventing it. It s your culture. Is your culture your secret weapon or your silent enemy? This workshop is designed for leadership teams that desire to assess their current culture and identify opportunities for strengthening their culture in the future.. Learning Objectives by class: Learn what culture is and why it s important to any organization Define your organization s current culture Assess your current culture s strengths and weaknesses Identify what attributes of your current culture you want to keep or eliminate Identify the necessary future state attributes that you want to acquire Recognize the critical success factors for effective culture change Workplace Performance Solutions, Inc. 2017 Page 6
What s My Style? 3-4 hours (minimum 12 participants, maximum 20) Theoretical Background: Based on William Marston s theory, the style model defines personal style in four terms: Direct, Spirited, Considerate, and Systematic each a combination of two dimensions, assertiveness and expressiveness. Assertiveness is the amount of energy and effort a person invests in controlling and influencing the thoughts and actions of others. Highly assertive people are active, confident, and forward, while people with low assertiveness are attentive and process-focused, and like to deliberate. Expressiveness is the amount of energy and effort a person invests in displaying his or her own emotions. Highly expressive people are social, emotional, and animated. People with low levels of expressiveness are private, independent, and focused. Here s how these two dimensions combine to create four unique personality styles: High assertiveness + low expressiveness = Direct High assertiveness + high expressiveness = Spirited Low assertiveness + high expressiveness = Considerate Low assertiveness + low expressiveness = Systematic What s My Communication Style? Communication is the very lifeblood of any organization. If managers cannot communicate clearly and persuasively with employees, and employees with customers, then other vital goals are forever out of reach. Say goodbye to aspirations to capable leadership, teamwork, customer service, or even the ability to execute a coherent business strategy. The best way to improve communication skills is to build a better understanding of personal style and its impact on others. What s My Communication Style is a powerful assessment that identifies a preference for one of four styles, highlights the communication behaviors that distinguish it, and then provides a practical and easy-to-use language that enables individuals to master their behavior and learn how to interpret the behavior of others in any situation. Learning Outcomes Pinpoint one of four communication style preferences Learn about four forms of communication Discover how style affects communication Learn how to speed read a person s communication style Understand how to flex style for effective communication with others Workplace Performance Solutions, Inc. 2017 Page 7
What s My Style? - continued 3-4 hours (minimum 12 participants, maximum 20) What s My Leadership Style? Using leadership style to get others to follow. Effective leadership at every level, from frontline supervisors to top executives, is a key characteristic of successful organizations. Great leaders have a positive influence on their followers, and they know how to get them to work toward shared goals. But leaders are individuals, and because of that, they influence others in unique ways. Some leaders like to rally troops around a cause. Others focus on bolstering a team s self-confidence. And while there isn t any one best style, leaders who are able to flex their style are the leaders who are most successful. What s My Leadership Style is the bestselling learning instrument that enables leaders to assess their personal leadership style, interpret the behavior of others, and learn how to adjust their actions to best suit any situation. Learning Outcomes Identify their personal leadership style Learn how to capitalize on style strengths Discover how to minimize style trouble spots Learn how to flex personal style to interact more effectively with others What s My Selling Style? Why are some salespeople more successful than others? Popular books target characteristics such as ambition, initiative, self-confidence, or tact. The common thread? Personality! Whether or not salespeople are aware of it, their personality shines through every interaction. Understanding the role personality plays in the ability to close a sale is important. It s easy when a salesperson s personality closely matches his or her client s personality. But oftentimes difficulties arise when a salesperson s style does not match the client. Salespeople who know their own personal selling style and are able to flex it to match their clients personal style are more successful than those who don t. This quick assessment identifies individuals personal style, pinpoints their clients styles, and then enables them to make adjustments to more closely match their clients when necessary. Learning Outcomes Identify one of 4 personal selling-style preferences Understand how to leverage style strengths and avoid trouble spots Learn the clues to determine customers personal styles Discover how to adjust to match the customer s style Find out how to sell to any personal style Workplace Performance Solutions, Inc. 2017 Page 8
What s My Style? - continued 3-4 hours (minimum 12 participants, maximum 20) What s My Team Member Style? Teams are made up of people, and people are complex a mixture of different backgrounds, opinions, personalities, and levels of expertise can make it difficult to get a group of people to perform together well. And that s why understanding personal style is a step in the right direction. The best way to understand what makes teams work is to first learn about team member behavior with What s My Team Member Style. This assessment offers an inside look at how people act, both as individuals and as team members. It also includes a feedback tool that gives individuals a sense of how they are viewed by others. Combining the selfassessment with peer perceptions enables individuals to learn how to adapt their style to improve interpersonal relationships, develop rapport, and become more effective team members. Learning Outcomes Identify personal team member style Understand how to capitalize on style strengths and improve trouble spots Identify the styles of fellow teammates Plan how to take full advantage of the team s mix of styles Realize how one is perceived by team members through peer feedback NOTE: This course might be better suited to onsite clients What s My Time Style? How personality plays a part in project management from beginning new projects and handling interruptions to multi-tasking and participating in meetings, time management skills have a huge impact on organizational productivity and efficiency. And just as individuals are unique, how people choose to manage their time also varies from person to person. While one person may like to work alone slowly and methodically, another may procrastinate until the last minute to get work done. It s all a function of the individual s behavioral style. The secret is for individuals to understand their personal style so that they can complete work easily, and in a manner that s comfortable and natural. What s My Time Style is the quick and easy-to-use assessment that can accurately identify personal time management style. With this knowledge, individuals learn how to make their style work to their advantage, and better understand how to work with others who manage their time differently. Learning Outcomes Identify personal time management style Learn how to capitalize on time management strengths Understand how to avoid potential time management trouble spots Improve interactions with others who have different time management styles Workplace Performance Solutions, Inc. 2017 Page 9
The Matrix Manager Leading in a Collaborative Environment 3 hours (minimum 8 participants, maximum 20) The challenge of managing multiple teams across dispersed worldwide geographies is stretching the competencies and capabilities of leaders and organizations today. Leaders are expected to effectively manage both individual employees and cross functional project teams while keeping up with their daily work. Often times, leaders must do this work without direct report accountability. This workshop is designed to help both new and seasoned managers acquire and develop the ability to flex between command and control (CC) and influence and collaborative (IC) global management. Participants will complete the Matrix Manager Inventory to assess how they score on the eight behavioral competencies of Matrix Manager Model. Topics will include: The concept of Matrix and Virtual Matrix Management The Matrix Manager Model Matrix Manager Capabilities Completing a Matrix Manager Inventory to assess the competencies of both Command & Control and Influence & Collaboration leadership styles in order to identify areas of strength and areas for improvement. Learning Outcomes: Learn how to balance the skills required of traditional and matrix management Understand the matrix management decision-making criteria Build a spectrum of skills and behaviors that drive successful influence and collaboration Define the role set or network needed to be a successful matrix manager Overcome daily dilemmas and challenges of matrix management. Develop an Action Plan to improve your Matrix Management Skills. Workplace Performance Solutions, Inc. 2017 Page 10
Leading Change at Every Level 3-4 hours (minimum 8 participants, maximum 20) The purpose of Leading Change at every level is to help individuals identify and develop the skills that will make them more effective at leading change, whether the change is one they have chosen to initiate or one they have been asked to implement. This course is for people who are currently leading a change initiative or have recently done so. You will learn about the five dimensions of change and measure your effectiveness in managing change efforts using the five dimensions as a framework. Topics will include: Modeling the change Communicating about the change Involving others in change Helping others break from the past Creating a supportive environment for change Complete an assessment to learn about the skills you use when leading change. Learning Outcomes: Understand why people other than senior managers are leading change. Become aware of behaviors that contribute to leading change. Identify the use of behaviors that contribute to leading change. Assess current (or past) behaviors related to leading change. Identify gaps between personal performance and desired performance. Commit to an action plan that will help them manage change. Workplace Performance Solutions, Inc. 2017 Page 11
Mastering the Change Curve 3 hours (minimum 8 participants, maximum 20) The purpose of Mastering the change curve is to help individuals, teams, and organizations understand, accept, and move through the experience of change. Mastering the change curve is appropriate for individuals who are experiencing continuous change. It is especially useful at the early stages of a change implementation or when signs of resistance or difficulty have surfaced. The most appropriate target audience consists of individuals who are subject to change that they did not initiate themselves. Topics will include: Taking and scoring the Mastering the Change Curve Assessment Understanding the Change Curve. Identifying the phases of change Mapping your position on the change curve Completing an action plan Learning Outcomes: Understand the Change Curve by identifying the four phases of change. Asses which phase of change they are in. Identify behaviors that will help them move through the phases of change with which they are having difficulty. Workplace Performance Solutions, Inc. 2017 Page 12
Customer Service Workshop 4-6 hours (minimum 8 participants, maximum 20) The purpose of this workshop is to learn the basic fundamental principles of delivering effective Customer Service. Participants will learn techniques to positively handle customers and standardize the level of service they provide. Topics will include: Defining customer service Basic communication skills Listening and responding to customer needs A service framework that defines positive customer interactions Dealing with difficult customers. Learning Outcomes: Define Customer Service. Identify and describe the three elements of communication. Utilize the concepts of active listening and empathetic responding Applying open and closed questioning techniques to obtain necessary information from customers. Effectively service customers using a service framework to standardize your customer interactions and create positive impressions. Manage five difficult customer types effectively. Workplace Performance Solutions, Inc. 2017 Page 13
Cultural Intelligence (CQ) 7-8 hours (minimum 8 participants, maximum 20) People have long understood that success in today's globalized economy requires cultural awareness and an ability to adapt to different cultures. Research indicates that this kind of awareness and capability can be measured and evaluated. It s quantified as your cultural intelligence (CQ). CQ is the capability to function effectively in a variety of national, ethnic, and organizational cultures. It s similar to IQ and EQ in that it measures a set of capabilities necessary to be successful, both personally and professionally. But CQ is unique because it focuses specifically upon the skills and capabilities needed to succeed internationally and in multicultural domestic contexts. Individuals and organizations that assess and develop CQ are experiencing many important outcomes, including: More Effective Cross-Cultural Adjustment Enhanced Job Performance Improved Personal Well Being Profitability The Cultural Intelligence Center is pleased to partner with a select group of certified facilitators to offer the only evidence-based and academically validated CQ assessments in the world. As pre-work, each participant will complete an online CQ Self-Assessment. This assessment is a self-inventory of CQ in the four capabilities of Drive, Knowledge, Strategy, and Action. The self-assessment also includes an Individual Cultural Values Inventory where participants receive feedback on their personal preferences in seven cultural values (e.g. individualism vs. collectivism, high vs. low context etc.) and compares their scores with the norms of ten different global clusters. Upon completion of the assessment, participants receive a feedback report with their personal scores and should bring a copy of this report to the class. Learning Objectives: Improve their understanding of cultural intelligence Define what culture is Describe the CQ Framework of Drive, Knowledge, Strategy, and Action. Interpret your CQ Scores and learn specific strategies to improve your Drive, Knowledge, Strategy and Action. Learn ways to work effectively with culturally diverse colleagues and customers. Develop an action plan to grow your Cultural Intelligence. 2014 Cultural Intelligence Center, LLC. All rights reserved. CQ is a trademark of the Cultural Intelligence Center, LLC. Workplace Performance Solutions, Inc. 2017 Page 14
Presentation Skills Workshop Part 1 4 hours (minimum 8 participants, maximum 20) The purpose of this workshop is to provide key concepts and skill practice to presenters who are either new to presenting and/or have limited experience presenting to large groups. Part one focuses on soundly building your presentation with your audience needs in mind. Part 1 topics include: Focusing on your message: informational, instructional, persuasive, or inspirational. Knowing your audience: tailoring your message to address your audience s needs. Organizing and writing your content: building your main points and telling your story, using graphics and media to support your content, and transitioning topics. Learning Objectives: Build a presentation that achieves the goal of your message (to inform, instruct, persuade, inspire, or to communicate efficiently) Tailor your message to address your audience s needs. Organize the content of your presentation with the use of an effective opening, supporting content for the body, effective use of transitions, and a summative closing. Presentation Skills Workshop Part 2 4 hours (minimum 8 participants, maximum 20) The purpose of this workshop is to provide key concepts and skill practice to presenters who are either new to presenting and/or have limited experience presenting to large groups. Part two focuses on delivering the presentation that you built in Part 1. Part 2 topics include: Preparing for your delivery: knowing your content, responding to questions, incorporating visual aids/multimedia, interacting with the physical space, and managing anxiety. Presenting to groups: connecting with your audience, effectively using body language and verbal skills, handling challenging behaviors. Learning Objectives: Present your message to a small group while connecting with the audience and demonstrating effective use of body language and verbal skills. Handle challenging behaviors as you conduct your presentation. Note: Part Two can only be taken by participants who completed Presentation Skills Workshop Part one. Part one and two can be combined into a full day workshop. Workplace Performance Solutions, Inc. 2017 Page 15
The Five Dysfunctions of a Team Workshop for Team Leaders 4-8 hours (minimum 6 participants, maximum 12) The Five Dysfunctions of a Team: A Workshop for team leaders provides team leaders with an in depth understanding of the model and techniques for applying the theory to help their teams become more cohesive and productive. Topics include: Improving the cohesion and functioning of your team by applying the Five Dysfunctions model. Learning Objectives: Half-day Workshop for Team Leaders: Understand the expectations for a cohesive team, based on The Five Dysfunctions of a Team model. Gain a basic understanding of the degree to which the team meets the expectations ( know where we are ). Identify steps they can take to improve their teams functioning. Additional Objective for a Full day workshop for Team Leaders: Develop an action plan for presenting the model to their teams and using the model to improve their teams functioning. Workplace Performance Solutions, Inc. 2017 Page 16
The Five Dysfunctions of a Team Workshop for Teams 4-16 hours (minimum 6 participants, maximum 12) The Five Dysfunctions of a Team: A Workshop for teams guides an intact team through a series of powerful exercises that help team members improve in each of five key fundamentals; trust, conflict, commitment, accountability, and results. This workshop focuses on using the Five Dysfunctions model to function more effectively so the team can achieve their full potential. Topics include: Reach a common understanding of what it means to be a team and make substantial progress toward becoming a team Learning Objectives: Half-day Workshop for Teams: Understand the expectations for a cohesive team, based on the Five Dysfunctions of a Team model. Have a basic understanding of the degree to which the team meets the expectations ( know where we are ). Take the first steps toward building trust and understanding conflict styles. Develop an action plan for improving teamwork. Additional Objective for a Full day workshop for Teams: Establish a plan for making progress on commitment, accountability and results Additional Objectives for a Two-Day Workshop for Teams: Make further progress on improving trust and conflict Make progress on commitment, accountability, and results (with focus on commitment) Workplace Performance Solutions, Inc. 2017 Page 17
Employee Engagement 3 hours (minimum 8 participants, maximum 20) This course focuses on helping managers understand what engagement is and why it is important in developing a successful team. Managers will also learn the importance of communication and how to effectively communicate work assignments to positively impact engagement. Organizational and individual factors that influence employee engagement are also discussed. Participants will work together to brainstorm how they can support engagement in the workplace and they will create an action plan that focuses on how they will build engagement with their direct reports. Topics include: Employee engagement defined and the importance of engagement at work. Effectively communicating work assignments. Characteristics of engaged employees. Recognizing employees in ways that build engagement. Learning Objectives: Define what engagement is and why it is important to your organization. Recognize how to appropriately communicate with and listen to team members. Identify organizational and individual factors that impact employee engagement. Brainstorm ideas that support employee engagement in the workplace. Develop an action plan to build engagement with your employees. Workplace Performance Solutions, Inc. 2017 Page 18
Responsive Leadership 4 hours (minimum 8 participants, maximum 20) Responsive Leadership Questionnaire and Capability Inventory (RLQ) is a situation-based leadership assessment for management development training. It measures current skill in managing employees and improves leadership effectiveness by developing supervisory skills, leadership skills, coaching skills, and the ability to motivate employees. This assessment provides one version for leaders and another version for their employees. Topics include: The leadership continuum Intervention versus self-direction Four ways to lead others (Direct, Persuade, Involve, Trust) Effective and ineffective leadership behaviors Matching leadership style to individual situations (Coaching and Energizing) Evaluating competence versus commitment Completion of the Responsive Leadership Questionnaire Learning Objectives: Determine if current leadership style is appropriate for individual employees. Learn how to assess employee commitment and capability levels. Discover how to quickly identify which leadership style is best for each employee. Understand why coaching and energizing are critical to maximizing employee performance. Identify opportunities for continual improvement of people s capabilities. Develop an action plan that focuses on implementing Responsive Leadership with your team. Workplace Performance Solutions, Inc. 2017 Page 19
Storytelling Delivering a Persuasive Presentation 3-4 hours (minimum 8 participants, maximum 20) Participants will be introduced to the concepts of Storytelling and will learn how to apply these concepts in persuasive presentations. This course focuses on using storytelling as an effective way to create memorable moments in your presentations. Topics include: Goal: Why are you telling the story? Grab Attention: Why would the audience listen? Engage: Why would the audience care? Enable: How can the story be shared? The six key components of a good story. Learning Objectives: Describe the concept and framework of Storytelling. Describe why it is an important skill to use in presentations. Develop a plan to create persuasive storytelling presentations. Practice the skills of storytelling and persuasiveness using real world examples. Workplace Performance Solutions, Inc. 2017 Page 20
Business Writing Workshop 3 hours (minimum 8 participants, maximum 12) The purpose of this workshop is to learn the basic fundamental principles of writing effective internal and external e-mails. Participants will learn techniques to positively and appropriately respond to e-mail. Topics will include: E-mail structure and etiquette. Crafting an effective message. Proofreading e-mail messages and knowing when to enlist a secondary proofreader. Developing responses that fully answer questions. When to stop using e-mail and pick up the phone. Appropriate use of the To, CC, and BC function. Learning Outcomes: Explore the differences between one-way and two-way communication. Identify and describe the three elements of communication. Recognize the components of effective written communication. Define the elements of effective e-mail. Determine when to break the e-mail chain in order to prevent further miscommunication. Utilize effective grammar. Workplace Performance Solutions, Inc. 2017 Page 21
Custom Courses We can custom develop courses for any topic you desire. WPS will apply the ADDIE model in helping you define your specific learning need. If there is a specific customized topic that your organization is looking for, please contact us to discuss your needs. Workplace Performance Solutions, Inc. 2017 Page 22