Upon completion of this course, the team leader will have the skills to conduct a successful meeting with a team member on how to perform a job, task or skill. The team leader will also learn how to distinguish between performance problems that require coaching and those that can best be handled by some other means.

The Participant Workbook contains worksheets and references to aid in building the skills to conduct a successful meeting with a team member on how to perform a job, task or skill. This workbook is used with the classroom course or the online course of Coaching Job Skills.

Managers are responsible for so much these days - hiring staff, meeting budget targets, and achieving department goals. It would be easy to simply ignore individual job task coaching. Shouldn't managers spend their time driving team performance, and not developing individual performers?

Coaching Job Skills provides the tools necessary to successfully coach individuals to perform a job, task, or skill. But, in order to achieve results, the coaching must go beyond just showing how to do something. Coaching involves observing, analyzing demonstrating, and giving feedback. It is a process of developing relationships with team members - relationships that can ultimately build the trust and respect that is the foundation of successful organizations.

Key messages in this course: Most managers and team leaders realize the importance of upward communication, but few accept the responsibility for the quality and effectiveness of communicating with their own managers.

Participant Workbooks include module objectives, key terms, an Awareness Inventory (a self-assessment on the topic), activity worksheets, Job Aids and Resource Materials, a bibliography and a Troubleshooting Guide.

One book is required for each participant.

"When I delegate projects to my team, I don't always get the results I want. Isn't it easier to just do it myself?"

This course provides valuable insights into and practice of the “Three W’s” of effective delegation: When should team leaders delegate?; Whom should they delegate to?; and What explanation should they give to team members? Delegating also shows how to use delegation as a motivational tool, and improve team members’ skills.

Sometimes it does seem easier to do it yourself. Delegating responsibilities and projects can take time and without clear communication, can lead to misunderstandings and negative results. But delegating does more than just balance the workload - it can help strengthen the bonds of your team. Delegating demonstrates trust and encourages development. It can make a team member feel that his or her job is important and essential to the success of the business unit. However, in order to achieve this result, delegating must be done effectively. Successful delegation requires skill.

Delegating provides the tools necessary to develop messages that communicate the "what" and the "why" of every delegated task. Focusing on ensuring that the individual understands what is required helps facilitate a successful result - the work is done correctly, and the individual gains the benefits of a new experience and increased confidence and responsibility.

Developing Performance Goals is a planning process because all good team leaders work to a plan, and they make sure those who work with them have a solid understanding of that plan.

Unless your managers and team leaders are successful in spelling out the organization’s specific goals, their team members are not going to know how to meet those objectives. This course shows trainees how to establish specific, measurable, attainable, result-oriented, and time-framed performance standards. It then illustrates the steps that gain team member agreement and commitment to those performance standards.

The basis of any good plan is a set of definite goals. These must be specific, measurable, attainable, results-oriented, and time-framed. That spells SMART. Smart goals help people shape smart plans.

Most of us dislike having to discipline team members. Discipline team members because feelings can be easily hurt and resentment can linger for a long time. The skills your managers and team leaders will learn in Effective Discipline will preserve team members’ self respect and egos while changing the unacceptable behavior. This process encourages the best kind of discipline-self-discipline. It also motivates team members to accomplish their goals and work well within the organization.

Effective Discipline will preserve team members’ self respect and egos while changing the unacceptable behavior. This process encourages the best kind of discipline-self-discipline. It also motivates team members to accomplish their goals and work well within the organization.

Discussing work performance, especially when that performance does not meet expectations, can be difficult. No one likes to get negative feedback - and giving it can be just as unappealing. But disciplining team members and eliminating performance problems, is a critical management skill. Like most management skills, it is a skill that must be developed to be effective.

Effective Discipline provides the tools necessary to dramatically reduce problem behaviors. By involving team members in performance discussions and gaining their commitment to behavioral change, managers can turn a potentially negative interaction into a positive developmental step.

It seems like a logical step. Take your top performers and promote them into management positions. Have them transfer their individual style and success to the whole team. It can work, but it usually doesn't. Why not? Because…

Great contributors do not automatically make great leaders. Our experience has proven that the skills required to perform as an individual are fundamentally different from the skills critical to leading a team.

"He was one of our top performers. Everyone loved working with him. So why is he failing as a manager?"

It seems like a logical step. Take your top performers and promote them into management positions. Have them transfer their individual style and success to the whole team. It can work, but it usually doesn't. Why not? Because…

Great contributors do not automatically make great leaders. Our experience has proven that the skills required to perform as an individual are fundamentally different from the skills critical to leading a team.

"He was one of our top performers. Everyone loved working with him. So why is he failing as a manager?"

It seems like a logical step. Take your top performers and promote them into management positions. Have them transfer their individual style and success to the whole team. It can work, but it usually doesn't. Why not? Because…

Great contributors do not automatically make great leaders. Our experience has proven that the skills required to perform as an individual are fundamentally different from the skills critical to leading a team.

"We were voted one of the top 100 companies to work for. So why are my best people still leaving?"

You've added stock option plans, ramped up health benefits and support flexible work schedules. Yet it seems as if almost every week one of your top performers leaves for another opportunity - or worse, goes to the competition. What could be missing?

Great benefit plans and top-level salaries will satisfy many employees, but to hold onto the BEST employees you need effective first-line managers.

"We were voted one of the top 100 companies to work for. So why are my best people still leaving?"

You've added stock option plans, ramped up health benefits and support flexible work schedules. Yet it seems as if almost every week one of your top performers leaves for another opportunity - or worse, goes to the competition. What could be missing?

Great benefit plans and top-level salaries will satisfy many employees, but to hold onto the BEST employees you need effective first-line managers.

You've added stock option plans, ramped up health benefits and support flexible work schedules. Yet it seems as if almost every week one of your top performers leaves for another opportunity - or worse, goes to the competition. What could be missing?

Great benefit plans and top-level salaries will satisfy many employees, but to hold onto the BEST employees you need effective first-line managers.

"I have a smart, young team, and some of them are new to the work environment. How do I cover some of the organization's rules and regulations without quoting the entire HR Policy Manual?"

While not an issue for some people, poor work habits are a major cause of disciplinary action. Left unaddressed, poor work habits can lead to team members assuming that the behavior is acceptable and become a critical management issue. Discussing such concerns as absenteeism, language issues, and dress and grooming habits can be a difficult but necessary part of leading a team. And just like others aspects of team leadership, correcting work habits that need improvement requires careful attention and skill.

Absenteeism . . . Repeated tardiness . . . Conduct . . .Dress code. If your team leaders are faced with these or other work habit issues, this module will show them how to address these issues. Merely quoting company regulations to the noncompliant worker will not solve the problem. The truly effective team leader immediately addresses poor work habits in a supportive, non-threatening way.

"I have a smart, young team, and some of them are new to the work environment. How do I cover some of the organization's rules and regulations without quoting the entire HR Policy Manual?"

While not an issue for some people, poor work habits are a major cause of disciplinary action. Left unaddressed, poor work habits can lead to team members assuming that the behavior is acceptable and become a critical management issue. Discussing such concerns as absenteeism, language issues, and dress and grooming habits can be a difficult but necessary part of leading a team. And just like others aspects of team leadership, correcting work habits that need improvement requires careful attention and skill.

Welcome to the new world of management work. It's no longer about “sweating the small stuff” because most of the small stuff is no longer a manager's responsibility. Those day-to-day tasks have been replaced with project work that takes weeks or months to complete. Managers now lead, or are part of, project teams that are responsible for projects with a direct and significant connection to the bottom line. Unfortunately, many managers are not really prepared to lead project teams. As a result deadlines, budgets, and deliverables are all at risk.

Leading Successful Projects provides the structure, process, and tools necessary to master the art and science of project management. The program identifies the critical phases every successful project must go through, and examines each phase through the lens of the questions that must be answered to assure project control and progress.

As the leaders on the front line, managers and team leaders are often the first to hear team member complaints. And though sometimes they may seem to they may seem to be unimportant, each complaint should be addressed and resolved. This module shows how to resolve simple complaints and identify the “hidden agendas” that so often underlie the chronic grievances.

How do you deal with team member complaints? Do you ignore them? Avoid them? Overreact to them? Or do you treat them as a way to solidify the team and improve team member self-esteem? Your own perception is not as important as the team member’s view of the problem. What may seem trivial to you could be very serious to the team member. So, all complaints must be treated with fairness and dignity.

Other complaints are serious to begin with, threatening the work environment. These can go from being an open wound to a fatality in terms of productivity and teamwork. It’s important to see complaints as chances to enhance your relationship with team members. The simple act of listening to and really hearing the complaint goes a long way toward making the team member feel important.

However,listening is not enough. In fact, if you listen and do nothing, the situation will get even worse. Instead,you need to deal with the issues and solve the problem, if possible.

Performance assessment is an important part of your efforts as a team leader. Regardless of a person's confidence or self-esteem, everyone needs feedback.

If you don't provide feedback, your team members will either get it from someone who does not understand the overall picture, or they will do self-assessments, and those are never very accurate.

If you don't provide feedback, your team members will either get it from someone who does not understand the overall picture, or they will do self-assessments, and those are never very accurate.

"I've got great people on this team. They just don't always get along. Sometimes I feel more like a referee than a manager."

Diverse work teams can mean enhanced creativity with exceptional outcomes. It can also mean conflict as individuals bring different personalities and work styles to the table. Managing those differences quickly and effectively can mean the difference between a "bump-in-the-road" and lost productivity - a loss that can impact the entire organization.

"I've got great people on this team. They just don't always get along. Sometimes I feel more like a referee than a manager."

Diverse work teams can mean enhanced creativity with exceptional outcomes. It can also mean conflict as individuals bring different personalities and work styles to the table. Managing those differences quickly and effectively can mean the difference between a "bump-in-the-road" and lost productivity - a loss that can impact the entire organization.

"Reorganization, new business strategies, new management. How can my department stay focused on the customer with all this change?"

Change has become an ever-present and important part of business today. Organizations that fail to change find it increasingly difficult to compete and survive in today's marketplace. But how do you keep employees focused on performance with all the distractions caused by change initiatives? How do managers deal with the emotions, fear and anxiety that come with change?

"Reorganization, new business strategies, new management. How can my department stay focused on the customer with all this change?"

Change has become an ever-present and important part of business today. Organizations that fail to change find it increasingly difficult to compete and survive in today's marketplace. But how do you keep employees focused on performance with all the distractions caused by change initiatives? How do managers deal with the emotions, fear and anxiety that come with change?