How to Find Good Employees, Supervise People, & Lead a Team
SHRM Course ID #00910499
HRCI Course ID #272119
This class is offered as a half-day (8:30-12:00) or full-day (8:30 - 3:00) course.
This course contains 9 core modules. Click here to see the full course syllabus.
Positioning in Higher Education
This is not an event and should not be confused with Lunch and Learns. It is also not an HR seminar. Those can be taught by local people.
This is a nationally accredited college level course containing MBA level management material and PhD level material on behavioral modification.
It has been taught at over 400 universities and chambers (click here for the full list) and is currently in very high demand because of the national labor shortage crisis.
It complements chamber Leadership Programs, but with two important differences:
1. This course is not about community leadership. This is geared toward people who've been promoted from within their organizations to frontline supervisory or middle management positions with little or no management training.
2. Often people who want to attend the chamber's leadership program can’t because of the time commitment of six months or more. This class is taught in an accelerated format so that busy frontline supervisors can learn MBA level management skills and PhD level behavioral modification techniques, and get back at work the same day.
This course is designed specifically for front-line supervisors and middle managers. Past attendees range from large federal agencies including the FBI, CIA, and NASA, to small mom and pop businesses. To see a list of previous attendees, click here.
Complete Course Syllabus
Core Module 1:
How to Find Good People when the Labor Market is Tight
With a 50-year low unemployment rate, finding good people has never been harder. And with 10,000 Baby Boomers retiring every day for the next 15 years, it’s going to get worse. Even if you’ve got a steady stream of job applicants, figuring out which one to hire is iffy at best. A CareerBuilder.com survey found that 56% of hiring managers have caught job candidates lying on their resumes.
In this core module, attendees will learn new and creative techniques companies such as FedEx, Domino’s Pizza, Avis Car Rental (all of whom have attended this seminar) use to get all the applicants they need – and how to pick the right one to hire.
Areas covered in this core module include:
►The 3 most unusual places to find good people who want to work
►The single biggest and best place to find good people - and why 90% of small businesses have never heard about it (two simple but amazingly powerful words)
►A special “Truth Serum” to instantly tell if someone is lying to you
►The secret method that UPS uses to find high quality people who want to work
►The unique interviewing technique Southwest Airlines uses to slash turnover
►The 5 biggest red flags on resumes that even the most seasoned managers miss
►The simple, no-cost website Microsoft uses to check out job applicants
►The single best interview question you can ask. (This comes from an interrogation technique used by the FBI, who has also attended this seminar)
►The worst interview question you can ask, and why most managers make the mistake of asking it
Core Module 2:
How to Motivate People
Every employee starts a new job with enthusiasm. But what happens when performers lose their motivation and begin underperforming? It’s management’s job to get employees back on track when their performance starts to languish, but even the most talented manager can’t do that until he or she knows the source of the problem.
This core module is excerpted from Glenn's DVD program "Performance Breakthroughs: How to Remove Barriers That Block Employee Performance". Specific areas covered in this core module include:
►How to jump-start employee’s motivation when they're underpaid or haven’t had a raise in years
►How to give people inspiration when they're discouraged by across-the-board raises
►The difference between the desire for pleasure or the avoidance of pain — and which one is the best motivator for your people
►How to ensure that all your employees are living up to their potential without having to micro manage
►Understanding how The Hawthorne Effect can change your employee’s behavior
►Realigning job responsibilities for employees who've been promoted beyond their skill level (The Peter Principle)
►How poor management practices such as nitpicking or allowing bad apples to get away with too much can cause problems
►Helping employees who are battling with personal issues such as health problems, divorce, drug or alcohol abuse, or the loss of a loved one
►How to reinvigorate long-term employees who've gotten too comfortable and are coasting
►How to motivate new employees who are just plain bored with their jobs
Core Module 3:
Behavioral Psychology for Managers
In this core module, attendees will learn the different behavioral models so that they can understand why people do the things they do, in order to get them to do what they want them to do. This module is excerpted from Glenn's fourth book, "How to Manage Problem Employees: A Step-by-Step Guide for Turning Difficult Employees into High Performers ".
Specific areas covered in this core module include:
►The Aggressive individual
►The Passive individual
►The Passive-Aggressive individual
►The Assertive individual
►How to tell if you're supervising a sociopath
►How to manage hypochondriacs and chronic "victims"
►How to deal with employees who make threats and give ultimatums
►"5 Magic Words" that stop people from challenging your authority
►How to eliminate deviant behavior such as disrespect, arguing, insubordination, backtalk and outright defiance
► How to use the “Anger Curve” to accurately predict what someone else is going to do, say, or think before they do it
►How to turn around a bad attitude
►How to end gossip
►How to stop tattletales from tattling
►How to stop whiners from whining
►7 words that immediately stop sarcastic people from taking cheap shots at you
►A remarkable method that stops adults from throwing childish temper tantrums
Core Module 4:
How to Manage the Different Generations
The Millennials (aka Generation Y) became the largest living generation in April 2016. With 10,000 Baby Boomers retiring every day for the next 15 years, Gen X now makes up the largest percentage of management. Generation Z begins graduating college in 2018, and they're the complete opposite of the Millennials.
We now have four generations comprising one workforce, but with four very distinctively different ideas of what it means to be a professional and have a work ethic. Their values and experiences could not be more different.
We’ve gone from the Greatest Generation that volunteered to fight in World War I and got medals for their sacrifices, to a generation that got participation trophies just for showing up.
We’ve also gone from fiercely independent Gen X that virtually raised itself (“Latch Key Kids”) to a generation that wasn’t allowed to do anything on their own because of Helicopter Parents. The Baby Boomers’ blind careerism has been replaced by a generation whose focus is more on work-life balance. They expect to work shorter hours but reap faster rewards.
To make the mix even more complicated, Generation Z began graduating college and entering the workforce in 2018. Having grown up in a much scarier time than prior generations, when things like school shootings, terrorist attacks, child molesters, and child abductions, it appears this generation will have more "Old School" values. Even their names are Old School. For Generation Y, the most popular names for baby girls were modern names like Brittany, Amber, and Tiffany. And for boys, Justin and Dustin. But for Generation Z, the most popular new names are Emma for girls and Noah for boys.
In this core module, attendees will learn the best techniques for managing and motivating each of the four generations, and how to get everyone to work together as a team. This module is excerpted from Glenn's sixth book, the National #1 Best-Seller "How to Be the Employee Your Company Can't Live Without:18 Ways to Become Indispensable".
Core Module 5:
How to Do Performance Evaluations
Managers dread giving Performance Evals as much as employees dread getting them. But when done the right way, they can help turn mediocre employees into top performers. In this module, managers will learn how to properly use Performance Evals to maximize team productivity, develop champion leaders, release people’s highest areas of personal competence, and gain commitment and cooperation from everyone. This module is excerpted from Glenn's fifth book, "How to Make Performance Evaluations Really Work: A Step-by-Step Guide Complete With Sample Words, Phrases, Forms, and Pitfalls to Avoid".
Specific areas covered in this core module include:
►The two worst people to give Performance Evals, and who should do them instead (And why it's not who you think)
►Why they should never be done near Christmas – and when they should be done instead
►How often they should be done – and why you're wasting your time if you’re only doing them once a year
►How to avoid evaluator biases including "Recency Bias", "Severity Bias", and "Leniency Bias"
►How to make Performance Evals work when there's no raise tied to them
►The best way to give negative feedback to emotionally fragile employees who can't handle even the slightest criticism
►Why "360 Evals" backfire so often – and how to prevent them from backfiring on you
►The right (and wrong) way to use Self Evals to get people to buy in to the process
►Why you should never let employees take home Self Evals
►Why Performance Evals should never be done in the manager's office
Core Module 6:
How to Delegate
Delegation is the heart and soul of management. If you're not delegating, you're not managing. In this core module, attendees will learn how to take their management expertise by helping their team members be more and accomplish more than they thought hey could. Specific areas covered in this core module include:
►How to make sure your employees do what they're supposed to do by utilizing the U.S. Army Officer Training technique of "Back Briefs" when delegating tasks
►Why being a perfectionist is the Kiss of Death for managers, and how to prevent it from sabotaging your career if you are one
►How to build in a Margin for Error when delegating to subordinates — without giving implied permission to miss assigned deadlines
►How to empower needy, co-dependent employees to solve problems on their own
►How to get people to follow your instructions
►Why setting a deadlines isn't as simple as it sounds - and how to set them in a way that doesn't set employees up for failure
Core Module 7:
How to Correct People without Demoralizing Them
Unless they have a collective bargaining agreement (in union environments) or civil service protection (in government service), most Americans work under the legal doctrine of Employment at Will. This gives the employer the right to fire at any time, without advance notice, and without cause. But it costs a minimum of $3,500 to lose an employee, and then there’s the hassle of finding, interviewing, hiring and training a new one.
In this core module, attendees will learn the best way to use the Progressive Discipline process to get wayward employees back on track. Specific areas covered in this core module include:
►How documenting a Verbal Warning can set you up for a lawsuit for wrongful termination – and what you should do instead
►The danger of having a witness sit in on disciplinary conversations – and the right way to handle it
►The three most important words to use in a Verbal Warning
►How to get employees to sign a Written Warning when they refuse to sign
►How to keep a suspension from becoming a vacation
►How to use Decision Making Leaves to salvage employees that are "On the Bubble"
►How to get employees to buy into the process with a CTI (Commitment to Improve) or PIP (Personal Improvement Plans)
►How to use Probation to salvage employees that have "One foot out the door"
Core Module 8:
How to Slash Tardiness and Absenteeism
Management skills are useless if you can’t get your people to show up for work. According to SHRM, supervisors spend an average of 4.2 hours per week dealing with absences, including finding replacements, adjusting workflow and providing training.
In this core module, attendees will learn how to slash Absenteeism and Tardiness. Specific areas covered include:
►The system used by America’s best and brightest companies to minimize absenteeism and tardiness
►How to prevent abuse of sick days
►How to keep PTO from backfiring on you
►The danger of "Use 'Em or Lose 'Em" polices
►The best ways to get people to come to work when they have minor ailments and aren’t too sick to work — even when they think they are
►How to get people to volunteer to work on holidays
Core Module 9:
How to Fire Without Fear
Even these strategies can't fix every situation. There are times when you need to fire someone before they set you up for a lawsuit – or worse.
Specific areas covered in this core module include:
►The best place to hold a termination conversation
►The best time of day to terminate an employee
►The best day of the week to terminate an employee
►How to create an airtight paper trail to make sure HR and upper management back you up
►How to reduce the chance of violence
►How to keep from being falsely accused of discrimination, harassment, or wrongful discharge
►How to win wrongful claims for unemployment benefits
►Why you should never answer a question about whether a previous employee is eligible for rehire
For scheduling and availability, call Rebecca Johnson at (615) 353-7125 or click here to email.