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Let this Supervisor Training Course of Mini-modules Help
These Supervisor Training Courses On Your Web Site Will Add Value and Provide "On-the-Fly" Help for Supervisors Who Need Leadership and Supervisory Skills to Manage People Better and Solve Problems Sooner!
( also Supervisor Training Courses in Power Point, DVD, or Web Course with Cert.)
If you are a human resources manager or an EAP consultant, you will be thrilled with this completely unmatched and new capability for your work organization.
After working with supervisors for more than 20 years, I designed these short supervisory training courses to reduce EPL risk, help supervisors manage employee behavior better, reduce conflict, stop communication nightmares, and stop the human resource manager headaches that come with employees complaining about supervisors and managers failing to act early to prevent monstrous problems.
From better documentation to acting earlier to prevent mole hills from becoming mountains, you'll never find a better way to inject the most vital supervisor skills information into the supervision processes of your organization.
Who in your organization is training supervisors in critical manager skills? It is now a heck of a lot easier with these online supervisor training courses in Flash.
Each of these supervisor training courses is fast, effective, intense, and uploads to your internal Web site from the CD we send.
No logins! No Passwords! You own these modules in Flash (or other formats).
"By the way, Dan, I love the vital skills supervisor training course we purchased. It is comprehensive and will be a great asset for our managers and supervisors who cannot attend on-site training!"
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-- Eileen Crochiere, President
EAP Network, Inc
Taunton, MA
Totally Unique and Intense Short Supervisory Training Courses
»How many supervisors are trained to write effective documentation, properly confront employees, resolve conflicts, or prevent workplace violence? What about understanding how to effectively relate and communicate with top management, observe employee performance, or praise and inspire subordinates?
»The answer is very few. Most supervisors don't formally learn these things. They discover them on their own, if at all. They learn on the fly. This is a big problem in organizations. It creates enormous headaches for human resources managers. And it places organizations at financial risk, especially if a supervisor uses the wrong approach with the wrong employee. Now you can put supervisor training courses on your web site.
»It's common knowledge that employees are more willing than ever to sue. Very often it is the supervisory practices of a manager that lead to employment claims. Even a frivolous EEOC complaint can tie up a human resource manager's time, and even on weekends completing paper work and answer questions. This the kind of stress no one needs.
»Education and prevention are the answer to reducing this risk. Needless to say, training supervisors is more important than ever. And, it is cost-beneficial with these flash education video modules.
Here's How this Product Works ...
»There are 14 Flash videos available with this product that tackle the most important manager skills. These videos pack a lot of information. Each one is a virtual fire hose of practical information with how-to's and tips managers will use. They were jointly authored by management consultant and employee assistance pros.
»My suggestion is that you have your webmaster build a page like this one. This is a simple task and if he or she likes, the artwork can be lifted from this page for their use.
»Next, after purchase, upload the files from the CD. Establish a button-link for each skill as shown on this page. You must password protect the page from unauthorized use by those outside your organization who may be surfing the Web. (This is our only requirement.)
»Each module with this program runs five to seven minutes. As an alternative, you can also obtain these video modules in Power Point. (You get both sound and no sound options.) A DVD, self-playing CD, or a web course in text format is also available. The web course format is text without sound, but it issues a personalized, Certificate of Completion and test score.
»E-mail the start link for any of these modules directly to a manager. Once they are on your web server, simply copy the start links and you have them at the ready. For example, e-mail the start link for "How to Document" to a supervisor who needs extra help. Promote these modules internally, as well, to bring supervisors to the Web site. The point is that you can use this product as a two-way educational strategy.
»Power Point formats are editable, of course. You can add your logo or we can do it for you on the other formats for a small charge.
» "Observing Performance" and "Resolving Coworker Conflicts" are "live links" on this page. Go ahead and experiment with them now.
How to Order
Purchase this program now or preview the entire package on a CD sent directly to you for 60 days. It's unabridged. It's ready to buy. If you don't wish to purchase the program, simply use the FREE UPS Shipping Label to make your return.
Here are the links to get you started. If I haven't explained enough about this product, please phone me personally - Daniel Feerst, Publisher at 1-800-626-4327.
Order and Preview Links, (or Phone 1-800-626-4327)
Purchase or request free preview
Fax-back request
»
Remember, you own these supervisor training course modules. There are no required log-ins or subscription charges. No surprises. You pay only
once.
»If you had these modules produced for your organization, they could cost you nearly $500 apiece, but it would be worth it for the risk exposure reduction that you would achieve.
However, each of these Flash video modules is only $70 when purchased as a full set of 14 modules for $997. That's a $361 savings. It's essentially like getting four modules free!
»Or, you can purchase any module separately for $97--still an awesome, insane value. Remember, if you purchase ten, you've hit the magic number. You get them all.
»Questions? Phone me--Daniel Feerst, Publisher, at 1-800-626-4327. Fax your order to 843-884-0442. You can use a fax back form or the shopping cart below.
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Start by requesting a free preview the full program. We will send the program in the format you prefer. The program will be ready to purchase.
If you wish to keep it, just honor invoice. Take three months from day you receive the program to pay for it. If you wish to return it, no problem. Use the UPS free shipping label enclosed. It's easy!
Note: You must promise not to copy, retain, or otherwise store the information from the product if you do not make a purchase.
I only permit a few free previews in circulation at one time,
so if you want in on this new product offering, do not delay.
Thanks. Phone 1-800-626-4327 to arrange having this product sent to you
immediately for free preview or arrange purchase. Tight budget? Take up to three months to arrangement payment! No problem.
Daniel Feerst, LISW
Publisher
Request free preview for 60 days.
Fax-back request form
Order now. Pay later.
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Use this shopping cart to purchase or request a preview all 14 modules.
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Manager Skills Training Reduces Risk
The
risk associated with the role of supervisor, especially new supervisors
without honed skills is enormous. More than ever, companies are at risk
for employment practices liability lawsuits of nearly 40 different
types! Without supervisor training, those in charge are easily led to
do the "wrong things for the right reasons." They can easily, though
quite accidentally, put your company at peril. New managrs are
especially prone to risks.
Without supervisor training,
managers can unwittingly contribute to sexual
harassment charges and violence in the workplace, absenteeism,
inappropriate dismissal, theft, delayed returns after workers'
compensation injuries, charges of wrongful discipline and wrongful
discharge, and increased conflicts, disrespect, lost customers, and
reduced productivity.
Manager Skills Training for Supervisors is Practical and Meaningful
Training
for managers should be short, intense, and filled with "how-to",
"what to say", "how to say it", and checklists, and examples of
precisely how to do the job correctly so the information is absorbed
quickly. Four to seven minutes worth of training for supervisors is all
that is needed to boost their skills.
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Online, Flash Videos, PPT , DVD ...
This program reduces organizational risk and headaches in human resources management from the complaints, grievances, and missteps that managers make due to their lack of supervisory training
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Manager Skills Training In Minutes. Give Any Manager The Vital Skills They Need. Use the Program FREE For 60 Days With Free Preview and Return Shipping
An Arsenal Of Four-to-Seven Minute Manager Skills Training for Your Web Site, or Train with PowerPoint, DVD, or Self-playing CDs.
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See Our 14 Vital Managers Skills Training Program These manager skills programs and supervisory training education modules answer key manager and supervisor questions, such as: "How do I document effectively?" "How do I resolve employee conflict?" "How do I prevent violence at work?" "How should I communicate with upper management so I have good relationships with them?" "How do I confront my employees effectively?" "How do I evaluate properly?", and many more
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Managers Skills 3: Resolving Coworker Conflicts
Pick your battles and focus on shared goals to referee disputes effectively.
As much as you want to supervise people who get along well all the time, the harsh truth is conflicts will erupt. And when they do, it’s not necessarily your job to intervene.
In many cases, the best manager skills for dealing with bickering employees is to adopt a hands-off policy. Keep your distance. Let them resolve their own issues.
If you rush to referee every conflict, you may wind up breeding more conflicts. Employees may figure that they can get your attention by butting heads with a coworker, so conflicts can multiply. What’s worse, your quick intervention to settle conflicts teaches employees that they need not take responsibility for getting along on their own.
Apply this test to determine whether to intervene in an employee conflict:
Does the conflict threaten the ability of employees to perform their jobs?
Are the combatants prone to violence?
Does the conflict involve serious allegations relating to, say, harassment, prejudice or major theft?
If you answered “yes” to any of these questions, then you need to resolve the dispute.
Defusing conflict requires manager skills of diplomacy, in part because your interest and your employees’ interests often clash. Your goal is to reach a positive outcome so that the employees in conflict learn to get along (or at least stay out of each other’s way). But many employees want you to play judge and jury--to study the cause of the conflict and assign blame to their adversary. In short, they are more intent on defending themselves while you simply want them to work together with civility.
Here are some guidelines to resolve conflicts effectively:
Hear both sides--together. Call a meeting and require both employees to attend. Tell them in advance that you’ll ask them to summarize the conflict, their role in it and their suggestions for resolving it. Begin the meeting by establishing ground rules: no interrupting, bickering or other outbursts. There’s a reason for gathering everyone in the same room to air out grievances: You don’t want to referee based on information you collect piecemeal from each employee behind closed doors. Exception: If you’re investigating highly sensitive allegations that raise privacy concerns, you may need to meet privately with each individual.
Control the conversation. Make sure the employees talk to you at all times, not each other. If they violate that rule, interrupt immediately so that they don’t start arguing.
Position yourself as mediator. Direct employees’ eye contact to you, not each other. Sit between them so that they can’t visually ignore you and engage in a hostile “stare down” with each other. By having them sit at a 45 degree angle to your right and left—with you in the center—you lower the odds they’ll lapse into a screaming match. Keep the area between each of you clear; don’t use a table. That way, they cannot slam things or pound their fists on the desk.
Listen without reacting. Maintain a dispassionate, focused expression while employees talk to you. Keep your opinions to yourself. Resist the urge to nod sympathetically, shake your head in dismay or otherwise indicate that you agree or disagree with what you hear. Combatants will scrutinize your body language and facial expression to determine whom you believe or whose side you’re taking.
Tap the power of silence. Resolving employee disputes often means knowing when to keep quiet. If you ask a question and do not get a prompt answer, wait for a reply. Don’t rush to fill the silence by asking another question or changing the subject. Your patience shows that you expect honest disclosure from both of them—and you will wait until they open up.
Withhold your suggestions. An idea might pop into your head as you listen to employees characterize their side of the dispute. Wait to come to the rescue with your proposed solution. Individuals who are angry or hurt often need time to blow off steam before they’re receptive to making peace or solving problems.
WARNING: If tempers flare, radiate calm. Don’t mirror the rising tension in the room. If employees see that you’re joining the fray, they will unleash even more venom to make themselves heard.
TIP: Draft a “contract” that codifies all the steps both employees promise to take to resolve the conflict. Write clearly and specifically so that everyone knows what’s expected. Invite both employees to edit your first draft. Give copies of the final contract to both participants so they can hold themselves—and each other—accountable based on measurable outcomes. Have them sign the contract and shake hands as a peace-making gesture, and then hold employees responsible for implementing the plan.
IT’S TRUE: The faster you establish common ground, the sooner you’ll resolve the conflict. Look for openings to ask, “So you can both agree that…?” If that’s impossible, identify shared interests such as their eagerness to earn promotions or more job responsibilities. When they see that their destinies are intertwined, they’re more apt to engage in meaningful conflict resolution.
TRUE OR FALSE: When I discover employees in conflict, I wait to see if they work out their differences. If conflict continues, I ask them what they are planning to do to resolve the matter and hold them accountable for results.
Answer if True: Congratulations, you are helping employees take responsibility for resolving conflict. You are proactive in encouraging conflict resolution. Remember, your employee assistance program has experience in helping employees resolve interpersonal conflict. You can refer your employees to the EAP or consult with the EAP concerning your role in conflict resolution.
Answer if False: You could benefit from learning more about helping employees resolve interpersonal conflict. Remember, your employee assistance program has experience in helping employees resolve interpersonal conflict. You can refer your employees to the EAP or consult with the EAP concerning your role in conflict resolution.
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Phone me, Dan Feerst -- the publisher at 1-800-626-4327 for questions.
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Here's How These Modules Can Help:
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Help managers brush-up on key skills and learn new ones
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On your Web site, train managers 24/7 "on the fly"
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On your Web site, e-mail the "launch link" to one manager who needs help, or every manager in your organization who needs training.
- Train struggling managers with performance issues and problematic supervision styles
- Reduce stress and fear among managers due to inadequate training or experience, especial new supervisors
- Improve employee productivity because of better trained managers
- Train new managers faster--get them up to speed and meet your training goals fast
- Improve your HR skills and ability to coach supervisors—and improve your own value as an internal consultant with value-added capability
- Reduce risk of employment practices liability from the missteps and ignorance characteristic of many managers, especially new managers
- Improve your EAP, HR department, or OD department's ability to help managers by broadening your capability to serve them better
- Improve the productivity of supervisors and managers--period
- Experience fewer headaches from grievances and complaints employees bring to you because of their problematic relationships with those they supervise
- Encourage development of managers interpersonal skills and reducing the risk of employment claims, wrongful termination, and wrongful discipline
- Improve your managers' ability to act earlier when problems emerge, consult properly your department or the EAP, and keep top management informed of critical issues
- Demonstrate that managers were trained and that your organization exercised due diligence in matters concerning how employees are treated in case "something goes wrong" in the future
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