Help Your New Managers and Trainers Become Great at What They Do
Strengthen their skills so they can have a positive impact on your employees, your customers, and your company.
The problem today is that 60% of new managers fail in the first two years due to a lack of leadership skills. They don’t know how to lead, manage, or motivate their employees.
The result is significantly decreased employee morale, productivity, and retention, which impact profitability.
To avoid management failure, you want to make sure that your managers know how to:
Leadership training isn’t just a feel-good initiative—it’s a strategic investment that delivers substantial returns.
Recent studies indicate that for every dollar spent on leadership development, companies can expect an average return of $7.
This is because of the following domino effect:
Laurel and Associates, Ltd. is a certified woman-owned small business that builds and strengthens managerial, employee, and trainers’ skills through the design and delivery of skill-building participatory classroom and virtual training on a national and international basis.
This two-part assessment is designed for you to evaluate the effectiveness of your new managers and trainers.
In addition to facilitating train the trainer and management training, Laurel and Associates, Ltd. offers employee development training to maximize employee effectiveness and minimize their stress. Our other services include curriculum design and training audits.
Laurel and Associates, Ltd.’s Management and Team Development programs strengthen your leadership skills in areas like communication, delegation, motivation, and team building. We provide training that equips your managers to lead more effectively, fostering a productive and engaged workforce.
Laurel and Associates, Ltd.’s Management and Team Development programs are being converted into online training programs. We provide training that equips your managers to lead more effectively, by fostering a productive and engaged workforce.
Introduction: A state agency sought to develop a more cohesive management team.
Challenge: Preliminary survey results and individual interviews indicated that there was a low level of trust and a lack of open communication both within the team and outside it.
Strategies: Facilitate a full day in-person retreat with highly interactive skill-building learning activities that enabled the team members to get to know each other better, develop team operating principles, and collaborate in a problem-solving activities.
Results: Participant evaluations indicated a positive response to the retreat. A survey conducted two months after the retreat indicated that the levels of trust and open communication had increased dramatically.
Impact: The team members felt that the management team now fostered a culture of collaboration and cooperation.
Introduction: An international nonprofit organization needed to help its managers become more comfortable with coaching poor performers.
Challenge: The managers tended to avoid handling issues of poor performance.
Strategies: Facilitate a full-day in-person workshop with highly interactive skill-building learning activities that enabled the managers to learn how to give coaching feedback to poor performers and then practice their new skills to build a level of confidence.
Results: Participant evaluations indicated a positive response to the workshop. The effectiveness of the program convinced the nonprofit to provide the same skill-building training program to additional managers from around the world. They, also, learned how to give coaching feedback and then practiced their new skills.
Impact: Both groups of managers became more comfortable with coaching poor performers.
Managing Meetings – Beginning the Meeting Week 1:
Meetings can be a huge waste of time if they’re not facilitated well. If you’re a manager, you will be holding and attending lots and lots of meetings. This week you will assess how your most recent meeting (or one that you attended) began, beginning with whether there was a written agenda and the right people were in the meeting. If you are a manager and want to make sure your meeting participants feel their time was well spent, please join us on our LinkedIn Live series titled What Managers Need to Know on November 25th at 10 am CST on YouTube.
Managing Meetings -Managing Participants Week 2:
Meetings are often stalled because the facilitator doesn’t know how to maintain a safe environment that encourages participants to speak up. If you are a manager and you don’t know how to avoid having one or two people dominate the meeting, join us on our LinkedIn Live series What Managers Need to Know on December 2nd at 10 am CST on YouTube.
Managing Meetings – Facilitator Role: Part 1 Week 3:
If you’re facilitating a meeting, it can often be a challenge to keep the group on track and resolve any conflict that occurs between participants. If you are a manager and want to know how to effectively accomplish those desired goals, please join us on our LinkedIn Live series titled What Managers Need to Know on December 9th at 10 am CST on YouTube.
Managing Meetings – Facilitator Role: Part 2 Week 4:
You’re conducting a meeting. How do you maintain participant interest and enthusiasm? How do you move the group toward closure on agenda items so you can end the meeting on time? If you’re a manager and you would like answers to those questions, please join us on our LinkedIn Live series titled What Managers Need to Know on December 16th at 10 am CST on YouTube.
Managing Meetings – Concluding the Meeting Week 5:
You had a timed agenda for your meeting and the right people involved. You kept everyone engaged by making sure no one dominated the conversation. That’s an important start. But the real question is, did you achieve the meeting objective? If you are a manager who wants to make sure your meeting accomplishes its objective and any decisions made will be implemented- join us on our LinkedIn Live series What Managers Need to Know on December 23rd at 10 am CST on YouTube.
This Tip looks at three additional challenges newly promoted managers need to meet, including leadership balance, communication issues, etc. There are many potential mine fields
This Tip looks at the first three of eleven challenges newly promoted managers need to meet. There are many potential mine fields when an individual
This Tip discusses the three mistakes managers make and how to solve their staff turnover and retention issues. Managers’ Staff Turnover and Retention Mistakes Staff
I recently posted a poll, with the introductory statement that leadership skills are important and the question, “When should leadership training begin? “ I voiced
Thank you Deb for all the great learning!!!
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