Making the Transition From Staff Member to Supervisor

American Management Association

How long?

  • 1 week
  • online, in person

What are the topics?

American Management Association

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Who should attend

Newly-promoted supervisors with less than one year of experience in this position; process and production supervisors who want to enhance their effectiveness through supervisor training.

About the course

Elevate your skills to a higher level of performance.

Feel empowered to hit the ground running with the skills learned in this course. Be ready to take on any task and bring your best self to the job, while adopting new habits that will quickly get you on the path to greater success.

In this high-impact, 2-day seminar, our faculty will help new supervisors like you avoid common pitfalls. Get the secrets and essential skills of managing people, from delivering corrective feedback and coaching to conflict resolution and delegation. With expertly guided hands-on practice, you’ll gain confidence and know-how you can use right away. You’ll also develop a personalized game plan mapping the steps to help you reap the rewards of being a new supervisor.

How You Will Benefit

  • Create a new game plan for growth
  • Let go of your former role and establish your credibility
  • Develop legal awareness to act and behave in compliance with workplace laws
  • Adjust your behavioral style to give yourself a more winning edge
  • Discover the secrets to inspiring and motivating your direct reports
  • Use the instant feedback model to build a successful coaching relationship
  • Control your emotions and think strategically when dealing with conflicts
  • Be definite and decisive in managing and protecting your time

What You Will Cover

  • Setting yourself up for success
  • Making a change and letting go of your old role
  • Meeting the expectations of key stakeholders, including your boss, direct reports, senior management and former peers
  • Conducting a gap analysis to determine how to meet critical expectations Leveraging your behavioral style with the Personal Style (PSI) Assessment
  • Flexing your personal style to build more effective relationships
  • Setting up goals to get you to the next level of performance
  • Managing employee performance and training your employees
  • Delivering supportive and corrective feedback to your employees
  • Managing conflict and disagreement with greater ease
  • Turning conflicts into positive change
  • Applying techniques to diffuse conflicts
  • Applying techniques to delegate work to your team
  • Developing a delegation plan to use with team members
  • Managing and protecting your time
  • Identifying three high-impact action items for immediate attention back at work

Outline – Classroom

Learning Objectives

  • Establish Credibility as a New Supervisor with Your Boss, Peers, and Team

Members

  • Leverage Behavioral Style to Improve Relationships with Your Boss, Peers, and Team Members
  • Utilize Management Strategies That Promote Effective Member Motivation, Performance Management, and Delegation
  • Improve Workplace Time Management and Conflict Resolution Effectiveness

Setting Yourself Up for Success

  • Distinguish Between the Roles of Individual Contributor and Supervisor
  • Describe the Three Phases of Change
  • Discuss the Challenges and Pitfalls for New Supervisors
  • Explain What Your Organization and Critical Stakeholders Expect of You in

Your New Role

  • Identify Short-Term Wins and Critical Issues to Be Addressed
  • Identify Expectations Versus Personal Development Needs
  • Leveraging Your Behavioral Style
  • Determine Your Leadership Characteristics

Identify Your Behavioral Style

  • Identify the Behavioral Styles of Others
  • Distinguish Behavioral Clues That Identify a Person’s Behavioral Style
  • Identify Behavioral Styles for Bosses, Peers, and Staff Members
  • Develop Adapting Strategies to Interact Effectively with Bosses, Peers, and Staff Members

Managing Employee Performance

  • Set SMART Goals for Yourself and Others
  • Use a Five-Step Model to Train Your Employees
  • Deliver Feedback That Is Both Supportive and Corrective
  • Distinguish Employee’s Current Skills Versus Needed Skills

Managing Conflict

  • Differentiate Between Conflict and Disagreement
  • Acknowledge That Some Conflicts May Make a Positive Image
  • Describe Techniques and What to Say to Defuse a Conflict

Delegating Work to Your Team * * Apply Effective Delegation Techniques * Assess Personal Barriers to Delegation * Develop a Delegation Plan to Use with Team Members

Managing Your Time

  • Describe the Time Priority Model for Time Management
  • Identify Strategies to Manage Your Time Effectively and Protect One’s Time from Infringement by Others

High-Impact Action Planning

  • Identify Three High-Impact Action Items for Immediate Attention Back at Work
  • Develop a SMART Goals for Each of These Action Items

Outline – Online

LESSON ONE (The Foundation)

Giving Feedback

  • Recognize What You Have to Let Go of, What You Have to Learn, and Develop Strategies for Doing So
  • Describe Three Phases of the Change Process
  • Identify the Greatest Challenges for New Supervisors, and the Pitfalls to Avoid
  • Determine What Your Boss, Employees, Peers, and Senior Management Expect from You in Your New Role

Setting Goals for Yourself

  • Set SMART Goals for Yourself and Others
  • Delegate Tasks with a Focus on Quality Standards
  • Assess What Tasks You Can Delegate and How

LESSON TWO (Personal Insights)

Defining Your Personal Behavioral Style

  • Identify Your Own Behavioral Style Preferences
  • Demonstrate the Best Way to Communicate with Bosses, Employees, or Peers Whose Style Preferences Differ from Yours
  • Build Better Working Relationships with Others By Identifying and Adjusting to Their Personal Behavioral Styles

Managing Your Time

  • Distinguish Urgent from Important
  • Use a Prioritizing Tool to Clarify Your Priorities
  • Practice Specific “Quick Hits” for Managing Time Effectively
  • Demonstrate Techniques for Protecting Your Time from Infringement By Others

LESSON THREE (Guiding Performance)

  • Motivating Others
  • Explain What Motivates Others
  • Create a Motivating Environment

Understanding Adult Learning Styles

  • Describe Your Obligation to Train Your Employees
  • Meet the Needs of Visual, Auditory, and Kinesthetic Learning Styles
  • Demonstrate a Five-Step On-the-Job Training Model

LESSON FOUR (Continuous Growth)

Giving and Receiving Feedback

  • Describe the Criteria for Giving Effective Feedback
  • Deliver Both Supportive and Corrective Feedback Using the Instant Feedback Method
  • Demonstrate How to Receive Feedback Effectively

Developing Legal Awareness

  • Identify the Basic Laws Governing All Aspects of the Performance Cycle
  • Discuss Your Obligation Under These Laws
  • Demonstrate Your Legal Awareness By Participating in an Activity

Videos and materials

Making the Transition From Staff Member to Supervisor at American Management Association

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