Management/Supervisory Skills

Management/Supervisory Skills

Goal Setting, Coaching, Feedback, Performance Management

  • Learn what goal setting should accomplish
  • Employ best practices in goal setting
  • Set SMART goals
  • Get employee buy in
  • Define what goes wrong in coaching and feedback
  • Use a 5 step model for preparation and application
  • Focus on behavior change
  • Use descriptive versus evaluative language
  • Employ steps in discipline
  • Maintain documentation
  • Deal with difficult employees
  • Role play and case studies


  • Apply what social science teaches us about people’s motivation
  • Understand where each employee is in the hierarchy
  • Develop a wide range of motivational tools and techniques to suit different members of the team
  • Solve cases in motivation challenges

Competency Based Interviewing

  • Distinguish CBI from other, less effective, types of interviewing
  • Prepare CBI interview questions to suit the job description
  • Use varied questioning techniques to elicit real life experience
  • Create the right interview setting
  • Demonstrate interview skills that relax the interviewee
  • Capture important information in note taking
  • Manage an interview panel
  • Use a fair system of evaluation
  • Select the best candidate for the position

Time and Meetings Management

  • Apply the first principle of Time Management
  • Identify all your common timewasters
  • Adopt remedies to solve each
  • Handle things once
  • Get closure
  • Do things in a block
  • Apply Parkinson’s Law
  • Plan your day with time frames, priorities and concrete deliverables
  • Write SMART objectives to get the things done you can never get to
  • Reduce the urgent, fulfill the important
  • Have an objective for every meeting, a concrete outcome
  • Manage the agenda and the time frames
  • Create interaction through meeting pre-planning
  • Manage group dynamics to get the objective accomplished


  • Identify what goes wrong when you delegate
  • Examine your systematic communication
  • Develop two way communication for all delegation
  • Recognize all the reasons for delegation
  • Distinguish between managing and doing
  • Use a system for developing the right purpose, the right directions, the right communication, the right follow through
  • Recognize the importance of up front communication instead of back end communication

Team Building

  • Recognize the role diversity plays on teams
  • Define characteristics of effective teams
  • Compare your team against the criteria
  • Employ the keys to team success; build an action plan
  • Recognize the stages of team development
  • Recognize the role of conflict in team building
  • Build a social team for greater cohesion
  • Use the Belbin instrument to determine what roles your team enjoys, which they lack and how to improve this
  • Create an action plan to build a better team