July 22,2009  Leadership & Management Skills:  Why You Need Them...and How to Get Them!
Thank you for joining us! <ul><ul><li>This session will be recorded </li></ul></ul><ul><ul><li>Your input </li></ul></ul><...
Objectives of Today’s Webinar <ul><li>Understand the importance of management and leadership skills </li></ul><ul><ul><li>...
Agenda <ul><li>The talent management challenge to </li></ul><ul><li>develop management and leadership skills </li></ul><ul...
Top 5 Workforce Challenges <ul><li>Attracting and retaining skilled  professional workers </li></ul><ul><li>2. Developing ...
The Good News… Senior Leaders Get it…  <ul><li>Talent = Differentiator  </li></ul><ul><li>Recognize Superior Talent as a B...
The Bad News: Lack of Capability for Talent Development <ul><li>(7%) of senior executives are accountable for developing t...
Poll – Multiple Choice <ul><li>Why do people need management and leadership skills to be successful? </li></ul><ul><ul><li...
Management and Leadership Skills are Critical Because… <ul><li>Employees are being tasked with challenging opportunities: ...
Poll – Multiple Choice <ul><li>Top performers are promoted to manager positions… </li></ul><ul><li>With formal management ...
Shhh, we promote people but haven’t provided any training... But   we don’t tell anyone about that…
*5 Ways to Make Top Performers Transition into Effective Managers <ul><li>Technical vs. Strategic </li></ul><ul><li>Delega...
1.  Technical vs. Strategic <ul><li>Let go of Day to Day IC Responsibilities </li></ul><ul><ul><li>Management vs. Tactical...
2.  Delegate, Delegate, Delegate <ul><li>Assign Work and Shepherd it Through to Completion </li></ul><ul><li>Inc. Magazine...
Ingredients for Effective Delegating  <ul><li>Here’s what needs to be accomplished </li></ul>2.  Let’s talk about the deli...
Teach and Mentor <ul><li>Does This Come Naturally? </li></ul>Manager It’s easier if I just do it myself I feel so stunted ...
Teach and Mentor Great, so you’ll have this to me by Friday. Yeah, not A problem Great, another vague assignment I’m proba...
4.  Leverage and Acknowledge Individual Strengths Coming to Terms With No Longer Being the Expert  to terms with no longer...
Manage EACH Employee <ul><li>New but experienced employee </li></ul><ul><li>New Grad </li></ul><ul><li>A Players </li></ul...
What Skills are Needed  for Success? <ul><li>Strategic planning </li></ul><ul><li>Conflict management </li></ul><ul><li>Ne...
Employee Performance Continuum  Job Competence: Responsibilities, Skills, Goals Behaviors Low/Grow High High Jim Karen Pau...
Conversation Planner EMPLOYEE  NAME (H)   High;  (M)  Mid-Level (Dev)  Developing;  (L)  Low   Behaviors  /  Job Competenc...
Poll - Multiple Choice  <ul><li>What is easier to have a conversation about: </li></ul><ul><li>Job Responsibilities, Skill...
The Johari Window Arena Blind Spot Facade Unknown Things I Know Things I Don’t Know Unspoken? Things They Don’t Know Thing...
Employee Performance: Stages of Intervention Majority of employees are performing & conducting themselves as expected Sing...
Poll Question <ul><li>When do most managers FIRST intervene when there is a performance issue? </li></ul><ul><ul><li>Just ...
How are Classes Conducted? <ul><li>Student materials: models, tools </li></ul><ul><li>External texts </li></ul><ul><li>Rea...
Management and Leadership Certificate Programs <ul><li>Certificate programs provide the credentials you need to: </li></ul...
Management and Leadership Certificate Programs <ul><li>Marketing Fundamentals </li></ul><ul><ul><li>4-day certificate prog...
How Do You Get Started? Need to improve your ability to communicate throughout your organization? Communications Fundament...
What About  Project Management? <ul><li>A background in the basics of project management is beneficial regardless of your ...
I’m a Brand New Supervisor – Where Do I Start?? <ul><li>Employees are frequently moved to supervisor roles with no formal ...
What Do Participants Say? “ This is one of the best courses I’ve taken. We deal with change daily  so the  skills can be p...
University Partnerships <ul><li>Corporate Education Group partners with the following universities to obtain your certific...
Summary <ul><li>There is a growing demand for individuals with management and leadership skills regardless of their role w...
Resources  <ul><li>Talent Management Magazine Article Nine Ways to Make Top Performers Effective Managers  http://www.tale...
Thank you for attending this webinar! Offers and Q&A… <ul><li>Q&A…Next Steps? </li></ul><ul><ul><li>Check out these upcomi...
Upcoming SlideShare
Loading in...5
×

Corp Education Group Webinar Slides

683

Published on

Management and Leadership Skills: Why they are important and how to get them. Presented for Boston University Corporate Education Group by
Jamie Resker

1 Comment
0 Likes
Statistics
Notes
  • World Yellow Pages for Higher studies.Find University, Institute, Colleges World wide & talk business.Free Listing www.kezkostudy.com
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Be the first to like this

No Downloads
Views
Total Views
683
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
0
Comments
1
Likes
0
Embeds 0
No embeds

No notes for slide
  • Andrea talks to this slide.
  • Management and leadership skills are important regardless of an individual’s role within the organization. Through strengthening their management and leadership skills, employees become an asset to their company – seen as the “go to” person to get the job done. In today’s webinar you will learn why management and leadership skills are an essential component to success in today’s growing global economy.
  • Thank you. Hi everyone and thanks for participating. I am really happy to be here speaking about management and leadership, the Corporate Education Group programs, and your career development. Over the next hour you are going to becoming more familiar with Corporate Education Center, our programs, and the importance of business analysis skills – no matter what your role or title is in your organization. Keep in mind, our classes not only teach you management and leadership skills, but also expose you to the experience of your classmates and instructors. One of the most significant learning objectives in these programs is the experience of others within their organizations.
  • The good news: Significant progress has been made on a variety of talent management fronts — from getting foundational programs in place to creating and deploying new programs, such as high potential development, leadership development, and succession planning. However, most of the progress has been made in the executive ranks, with less focus beyond the highest management levels.
  • Further, most organizations do not believe that their managers have the capabilities needed to manage and develop talent. Employees are not getting sufficient guidance on how to develop their skills and grow in the organization. The lack of accountability for developing talent below executive levels, coupled with managers’ lack of capability to develop talent, are key drivers of the struggle many organizations have effectively and consistently executing talent management practices.
  • Our first poll question is a multiple choice: Why do people need management and leadership skills to be successful? Think about what you are being asked to do at work every day? If you manage employees, think about the challenges of doing so? If you don’t manage employees, why would you need management skills anyway? After the poll: There are many, many reasons to increase your management and leadership skills! This list barely covers the need for such skills regardless of your role within the organization.
  • Today’s employees are valued when they show skills in: communicating throughout the organization managing projects and processes effectively and efficiently multi-tasking building relationships and influencing outcomes to the benefit of the organization
  • Is the ee ready to let go of day to day tasks, assign them to someone else where it will be a growth opportunity. For high achievers who are expert in producing a certain kind of work managing others to achieve that same kind of success may not seem as fulfilling as producing the work themselves. So, if I was a trainer in an organization and I LOVED conducting the training classes myself and then moved into a position where I was managing the training function of a group of 12 people I’m going to have to back away from doing the training myself. I might pick one workshop that I liked training and conduct that once a month or once a quarter but most of my time and attention will be spent managing the overall training function.
  • Assign the work and offer support through its completion. Don’t ask, do you have any questions. The answer may likely be no. Instead, ask, what questions do you have? Make the assumption that there are questions (unless the task is super simple). Get to know your people and the level of direction and support they need. Someone who gets it done right the first time = the person who needs less support and direction; the person who misses the mark needs more support and direction. Do you ever get the sense that an employee didn’t understand or that you anticipate the final work product won’t meet specifications? Continue the conversation and check for full understanding. Establish goals and milestones (break the project up for the individual into bite sized pieces). This is where project management comes into play.
  • You’re A or B player most likely wants to be challenged by the work, learn, grow and develop. Pass on the individual contributor legacy work that you no longer need to handle but would represent an in place development opportunity for someone on the team. Don’t let boredom set in for your employees with more potential. Stretch assignment.
  • Does the top performer being considered for a management role have: The patience to answer questions in details and more than once? Sink or swim approach? Arrogant, why are you bothering me type of tone will find they have fewer questions to answer- no one wants to look stupid in front of their boss and if made to feel that way they will minize contact, spend time trying to figure things out themselves and may or may not have the right answers meaning they go off onto the wrong direction. Waste time, frustration builds and confidence is eroded in this sink or swim/don’t bother me with trivial question environment. Answer questions in an unassuming, non-condescending manner. Christine Ryan example: Oh, so what you need to know is…or let me give you some background on this that will help you…
  • Individual Contributors being considered for a step up into a management role are not threatened by other colleagues with greater subject matter expertise. A new engineering manager will have people on her staff with deep subject matter expertise. Specific domain expertise. Can either feel threatened or recognize the individual’s strengths. Sometimes exhibiting itself as micro management. Example: Technology company- struggle between finding someone with engineering management skills and the person who had the deep technical knowledge.
  • Situational leadership helps identify where someone is in their career/position and the appropriate support. Know each employee and their interests, challenges etc.
  • This is a list of just some of the critical/soft skills that individuals with strong management and leadership skills possess!
  • When should you have a feedback conversation with someone?
  • CEG management and leadership classes are “hands-on” – activities in the form of team exercises, case studies and facilitated discussions engage the learner. Participants contribute to the class by bringing their own experiences into the classroom and sharing with other participants. Instructors are practitioners in their area of expertise and bring real-world experience to every classroom experience.
  • CEG can help you to begin your career by increasing your management/leadership skills so that you are ready for more challenging roles within your organization. Our certificate programs provide you with the skills needed for today’s global environment where employees are being asked to work within shorter timeframes and reduced budgets.
  • We offer a variety of certificates to help you advance and grow in your career. Marketing Fundamentals Certificate: Learn the skills necessary to increase your effectiveness at marketing.  This program is a great introductory program for individuals who are considering a career in marketing and also a great refresher for individuals who are in a marketing role.  Learn  necessary skills to help your company stay ahead in today’s global, competitive marketplace including, identifying the competition, introducing new products, setting up focus groups and preparing market surveys. Communications Fundamentals Certificate: Learn the skills necessary to be a more effective communicator within your organization.  To be effective as a communicator, you need to plan your communication strategy.  This program provides you the skills necessary to identify and address barriers to communication, focus your team’s efforts, and learn how to influence others to get things done. Management Certificate: Whether a first-time or seasoned manager, you will gain the business skills and techniques necessary to broaden your business knowledge and learn the techniques necessary to broaden your business perspectives as you learn the latest concepts in business management. Leadership Certificate: The target audience for this certificate program includes already successful managers moving into leadership roles and individuals already in leadership roles looking to fine-tune their skills.
  • Think about what your particular needs are for you to be successful and grow. Whether you are just beginning to manage others or have many years of experience in management we have a certificate program to meet your particular needs. You can also take any of the courses individually in order to increase your skills in a particular area of focus. Do you need to give a presentation to clients or executives at your company? Get the skills you need before the big day by taking Presentation Skills and practicing in a safe environment.
  • Think about it – everything you do requires some skills in project management. Likely at work you are juggling multiple priorities – project management skills will help you to effectively juggle those priorities and ensure you meet deadlines and that your end product is a quality product.
  • Newly Appointed Managers provides you the skills you need to be effective in your new role immediately!
  • Students who have taken our courses consistently comment on the expertise of the instructor. All of our instructors are experts in their fields and ensure that they bring into the classroom that real-world knowledge. Students also learn from each other – sharing their experiences with each other through facilitated discussions. When you walk out of the classroom at the end of the course, you will have skills you can apply immediately the next day back on the job.
  • Corporate Education Group partners with BUCEC and Duke to offer you classes that are convenient to you from a brand name you can trust.
  • We appreciate your participation in today’s discussion. We hope that you have an understanding of the importance of management and leadership skills in today’s global, competitive marketplace. (Advance to next slide, where Andrea will handle the Q+A)
  • Transcript of "Corp Education Group Webinar Slides"

    1. 1. July 22,2009 Leadership & Management Skills: Why You Need Them...and How to Get Them!
    2. 2. Thank you for joining us! <ul><ul><li>This session will be recorded </li></ul></ul><ul><ul><li>Your input </li></ul></ul><ul><ul><ul><li>Questions </li></ul></ul></ul><ul><ul><ul><li>Polls </li></ul></ul></ul><ul><ul><li>About Corporate Education Group </li></ul></ul><ul><ul><li>Today’s speaker </li></ul></ul><ul><ul><ul><li>Jamie Resker </li></ul></ul></ul>
    3. 3. Objectives of Today’s Webinar <ul><li>Understand the importance of management and leadership skills </li></ul><ul><ul><li>No matter what your role is within the organization </li></ul></ul><ul><li>Get the training needed to increase management and leadership skills </li></ul><ul><ul><li>Thereby increasing your value to your organization </li></ul></ul>
    4. 4. Agenda <ul><li>The talent management challenge to </li></ul><ul><li>develop management and leadership skills </li></ul><ul><li>Trends </li></ul><ul><li>Ideas and Resources </li></ul><ul><li>Preview a program: Tools/Handouts </li></ul><ul><li>Where to start? What is right for you or your organization? </li></ul><ul><ul><li>A snapshot of what is available </li></ul></ul>
    5. 5. Top 5 Workforce Challenges <ul><li>Attracting and retaining skilled professional workers </li></ul><ul><li>2. Developing manager capability </li></ul><ul><li>3. Retaining high performers </li></ul><ul><li>4. Developing succession pool depth </li></ul><ul><li>5. Addressing shortages of management or </li></ul><ul><li> leadership talent </li></ul><ul><ul><li>*Source: Human Capital Institute Study: The State of Talent Management: Today’s Challenges, Tomorrow’s Opportunities, 2008 </li></ul></ul>
    6. 6. The Good News… Senior Leaders Get it… <ul><li>Talent = Differentiator </li></ul><ul><li>Recognize Superior Talent as a Business </li></ul><ul><li>Advantage </li></ul><ul><li>In nine out of ten organizations, they believe superior talent provides a vital competitive advantage. </li></ul><ul><li>They increasingly recognize the critical linkage between effective talent management and business success. </li></ul><ul><ul><li>*Source: Human Capital Institute Study: The State of Talent Management: Today’s Challenges, Tomorrow’s Opportunities, 2008 </li></ul></ul>
    7. 7. The Bad News: Lack of Capability for Talent Development <ul><li>(7%) of senior executives are accountable for developing their direct reports. </li></ul><ul><li>Most managers lack the basic capability to develop talent effectively. </li></ul><ul><li>Just 5% of organizations say their managers have the skills to grow people in their jobs: </li></ul><ul><ul><li>Provide the constructive feedback that supports and encourages employee development consistently across the organization. </li></ul></ul><ul><ul><li>*Source: Human Capital Institute Study: The State of Talent Management: Today’s Challenges, Tomorrow’s Opportunities, 2008 </li></ul></ul>
    8. 8. Poll – Multiple Choice <ul><li>Why do people need management and leadership skills to be successful? </li></ul><ul><ul><li>Need to work more effectively and efficiently </li></ul></ul><ul><ul><li>Need to interact with individuals throughout the organization </li></ul></ul><ul><ul><li>Need to communicate with others to get what is needed to do the job </li></ul></ul><ul><ul><li>Need to work in a team environment </li></ul></ul><ul><ul><li>So that they have the skills to continue to grow within their organization </li></ul></ul>
    9. 9. Management and Leadership Skills are Critical Because… <ul><li>Employees are being tasked with challenging opportunities: </li></ul><ul><ul><li>Improve processes and accomplish just as much – if not more - with less resources and reduced budgets </li></ul></ul><ul><ul><li>Increase productivity and achieve a higher level of commitment from employees </li></ul></ul><ul><ul><li>Manage teams across organizational and global boundaries </li></ul></ul><ul><ul><li>Managing generational differences </li></ul></ul>
    10. 10. Poll – Multiple Choice <ul><li>Top performers are promoted to manager positions… </li></ul><ul><li>With formal management training as part of their “succeeding as a manager transition plan” </li></ul><ul><li>OR </li></ul><ul><li>Without any training </li></ul><ul><li>OR </li></ul><ul><li>When it’s clear the person is failing as a manager </li></ul>
    11. 11. Shhh, we promote people but haven’t provided any training... But we don’t tell anyone about that…
    12. 12. *5 Ways to Make Top Performers Transition into Effective Managers <ul><li>Technical vs. Strategic </li></ul><ul><li>Delegation </li></ul><ul><li>Teach and Mentor </li></ul><ul><li>Leverage Strengths </li></ul><ul><li>Manage Each Employee </li></ul>*Adapted from Nine Ways to Make Top Performers Effective Managers, Derek Finkelman and Jonathan Corke
    13. 13. 1. Technical vs. Strategic <ul><li>Let go of Day to Day IC Responsibilities </li></ul><ul><ul><li>Management vs. Tactical </li></ul></ul><ul><li>Fulfillment? </li></ul><ul><ul><li>IS Manager </li></ul></ul><ul><li>Head and Desk Management </li></ul><ul><li>80/20? 70/30? 60/40? </li></ul><ul><li>50/50 </li></ul>
    14. 14. 2. Delegate, Delegate, Delegate <ul><li>Assign Work and Shepherd it Through to Completion </li></ul><ul><li>Inc. Magazine, In A Former Life </li></ul><ul><li>*The best and worst managers we'd ever had: </li></ul><ul><ul><li>&quot;The worst ones generally were the ones who monitor all the time”. </li></ul></ul><ul><ul><li>“ The better ones just communicate to employees a clear and exciting goal, point the way, and let them run.&quot; </li></ul></ul><ul><li>Helpful/Supportive or an Annoying Creativity and Initiative Squelching Micro-Manager? </li></ul><ul><ul><li>*Source: Inc. Magazine, In A Former Life: S. Kenneth Kannappan </li></ul></ul>
    15. 15. Ingredients for Effective Delegating <ul><li>Here’s what needs to be accomplished </li></ul>2. Let’s talk about the deliverables <ul><li>Completion Date </li></ul>4. Project Plan/ Milestones 5. Changes, Status Updates, Check in Plan Check for Understanding Importance
    16. 16. Teach and Mentor <ul><li>Does This Come Naturally? </li></ul>Manager It’s easier if I just do it myself I feel so stunted and bored… think I’ll text a friend
    17. 17. Teach and Mentor Great, so you’ll have this to me by Friday. Yeah, not A problem Great, another vague assignment I’m probably going to have to redo the work myself!
    18. 18. 4. Leverage and Acknowledge Individual Strengths Coming to Terms With No Longer Being the Expert to terms with no longer being the expert?
    19. 19. Manage EACH Employee <ul><li>New but experienced employee </li></ul><ul><li>New Grad </li></ul><ul><li>A Players </li></ul><ul><ul><li>Interests </li></ul></ul><ul><li>B Players </li></ul><ul><ul><li>*In Place Development / Job Enrichment </li></ul></ul><ul><ul><li>Stretch Assignments </li></ul></ul><ul><ul><li>* Up Is Not the Only Way : A Guide to Developing Workforce Talent: Beverly Kaye </li></ul></ul><ul><li>Low Performers </li></ul><ul><li>Competent / Disruptive Behavior </li></ul>
    20. 20. What Skills are Needed for Success? <ul><li>Strategic planning </li></ul><ul><li>Conflict management </li></ul><ul><li>Negotiation </li></ul><ul><li>Influencing and communicating </li></ul><ul><li>Presentation </li></ul><ul><li>Problem solving/ decision making </li></ul><ul><li>Team building/ leadership </li></ul><ul><li>Time management/ priority setting </li></ul><ul><li>Managing differences </li></ul><ul><li>Change management </li></ul><ul><li>Coaching/mentoring </li></ul><ul><li>Delegation/establishing goals/direction </li></ul><ul><li>Creative/analytical thinking </li></ul><ul><li>Developing/inspiring others </li></ul><ul><li>Building relationships </li></ul><ul><li>Project management </li></ul><ul><li>Self management </li></ul><ul><li>Managing Performance </li></ul><ul><ul><li>Effectively Managing Performance </li></ul></ul><ul><ul><li>Reducing Defensive Reactions to Feedback </li></ul></ul>
    21. 21. Employee Performance Continuum Job Competence: Responsibilities, Skills, Goals Behaviors Low/Grow High High Jim Karen Paul Sue Keith Brian Paul
    22. 22. Conversation Planner EMPLOYEE NAME (H)   High; (M) Mid-Level (Dev) Developing; (L) Low   Behaviors / Job Competence CONVERSATION OUTCOMES High Performer: Development, interests, new challenges and positive feedback; Mid-Level Performer: Development opportunities and positive feedback; Developing Performers: What is on track and what skills and responsibilities need further development; Low Performers: Identify and discuss what will be required to meet acceptable performance expectations. Karen High High Content… Jim   High Developing Content…   Keith Mid Mid Content… Paul Mid Low Content… Sue   Low   High Content…
    23. 23. Poll - Multiple Choice <ul><li>What is easier to have a conversation about: </li></ul><ul><li>Job Responsibilities, Skills, Goals </li></ul><ul><li>OR </li></ul><ul><li>Behaviors </li></ul>
    24. 24. The Johari Window Arena Blind Spot Facade Unknown Things I Know Things I Don’t Know Unspoken? Things They Don’t Know Things I Don’t Know Things I Know Things They Know Things They Know Things They Don’t Know *Source: The Johari window, represents a graphic model for mapping interpersonal awareness&quot; and was created by Joseph Luft and Harry Ingham in 1955.
    25. 25. Employee Performance: Stages of Intervention Majority of employees are performing & conducting themselves as expected Single Incidents Merit? Mandated Issues Apparent Pattern Pattern Persists No Change Informal Intervention Level 1: Awareness Intervention Level 2: Authority Intervention / Plan Level 3: Disciplinary Intervention Source: Model Modified from the Vanderbilt University Medical Center
    26. 26. Poll Question <ul><li>When do most managers FIRST intervene when there is a performance issue? </li></ul><ul><ul><li>Just in time early stages with informal feedback </li></ul></ul><ul><ul><li>When a known pattern has developed </li></ul></ul><ul><ul><li>After it’s been going on so long they are just ready to fire the employee (and want HR’s help in doing so) </li></ul></ul>
    27. 27. How are Classes Conducted? <ul><li>Student materials: models, tools </li></ul><ul><li>External texts </li></ul><ul><li>Reading / Pre & Post Reading </li></ul><ul><li>Team Exercises/Group Breakouts </li></ul><ul><li>Role Play </li></ul><ul><li>Pairs Activities </li></ul><ul><li>Case Studies </li></ul><ul><li>Facilitated Discussions </li></ul><ul><li>Information Sharing Among Students </li></ul><ul><li>Slides </li></ul><ul><li>Action Learning Items/Back on the Job </li></ul>
    28. 28. Management and Leadership Certificate Programs <ul><li>Certificate programs provide the credentials you need to: </li></ul><ul><ul><li>Get started on your management or leadership career path </li></ul></ul><ul><ul><li>Enhance your current management skills with formal training </li></ul></ul><ul><ul><li>Be seen as a valuable resource to your organization </li></ul></ul><ul><ul><ul><li>Cambridge Biotech Company Example </li></ul></ul></ul>
    29. 29. Management and Leadership Certificate Programs <ul><li>Marketing Fundamentals </li></ul><ul><ul><li>4-day certificate program </li></ul></ul><ul><li>Communications Fundamentals </li></ul><ul><ul><li>5-day certificate program </li></ul></ul><ul><li>Management Certificate </li></ul><ul><ul><li>4 course certificate program </li></ul></ul><ul><ul><ul><li>Flexible options – choose the classes that meet your specific needs </li></ul></ul></ul><ul><li>Leadership Certificate </li></ul><ul><ul><li>4 course certificate program </li></ul></ul>
    30. 30. How Do You Get Started? Need to improve your ability to communicate throughout your organization? Communications Fundamentals Considering a marketing career? Marketing Fundamentals Are you a brand new manager who wants to improve your skills in managing others? Management Certificate Ready to move into a leadership role? Leadership Certificate Or...just take a single course to improve your skills in one particular area…for example: Presentation Skills Business Writing for Results Newly Appointed Managers Managing Successful Negotiations
    31. 31. What About Project Management? <ul><li>A background in the basics of project management is beneficial regardless of your role within the organization </li></ul><ul><li>Project management skills are required for every job…and in your personal life too! </li></ul>Project Management for Everyone
    32. 32. I’m a Brand New Supervisor – Where Do I Start?? <ul><li>Employees are frequently moved to supervisor roles with no formal training and many challenges </li></ul><ul><ul><li>Managing individuals who were once your peers </li></ul></ul><ul><ul><li>Taking on new responsibilities </li></ul></ul><ul><ul><li>The need to be effective immediately </li></ul></ul><ul><ul><li>Sometimes, the need to continue doing parts of your past role while taking on a new role </li></ul></ul>Newly Appointed Managers
    33. 33. What Do Participants Say? “ This is one of the best courses I’ve taken. We deal with change daily so the skills can be put to use and readily practiced . The instructor was great – animated, interesting and engaging.” Student: Strategies for Managing Change “ Great class! I loved every minute! I felt the instructor really made the class relevant and worked to personalize the skills for each one of us.” Student: Developing into a Powerful Leader “ This was the best training course I have ever been to! Instructor could relate to the members of the class and I felt comfortable participating.” Student: Newly Appointed Managers
    34. 34. University Partnerships <ul><li>Corporate Education Group partners with the following universities to obtain your certificate: </li></ul><ul><ul><li>Boston University Corporate Education Center </li></ul></ul><ul><ul><li>Duke University </li></ul></ul><ul><ul><li>Choose the location that works best for you </li></ul></ul>
    35. 35. Summary <ul><li>There is a growing demand for individuals with management and leadership skills regardless of their role within the organization </li></ul><ul><li>Strong critical skills demonstrate your value to the organization </li></ul><ul><li>Management and leadership skills provide you what you need to keep growing within your organization – into roles with increasingly responsibility </li></ul>
    36. 36. Resources <ul><li>Talent Management Magazine Article Nine Ways to Make Top Performers Effective Managers http://www.talentmgt.com </li></ul><ul><li>Human Capital Institute Study | The State of Talent Management: Today’s Challenges, Tomorrow’s Opportunities http://www.humancapitalinstitute.org </li></ul><ul><li>LinkedIn Discussion Group </li></ul><ul><ul><ul><li>Additional Questions / Thoughts /Networking </li></ul></ul></ul><ul><ul><ul><li>Performance Challenges </li></ul></ul></ul><ul><ul><ul><li>Handouts </li></ul></ul></ul>
    37. 37. Thank you for attending this webinar! Offers and Q&A… <ul><li>Q&A…Next Steps? </li></ul><ul><ul><li>Check out these upcoming courses— </li></ul></ul><ul><ul><li>MDP101: Newly Appointed Managers: Realities & Resources </li></ul></ul><ul><ul><ul><li>8/11/09-8/12/09 BUCEC Waltham, MA </li></ul></ul></ul><ul><ul><ul><li>9/1/09-9/2/09 BUCEC Chelmsford, MA </li></ul></ul></ul><ul><ul><li>MDP330A: Developing into a Powerful Leader </li></ul></ul><ul><ul><ul><li>8/5/09-8/6/09 BUCEC Chelmsford, MA </li></ul></ul></ul><ul><ul><li>MDP356: Reducing Defensive Reactions to Feedback </li></ul></ul><ul><ul><ul><li>8/20/09 BUCEC Chelmsford, MA </li></ul></ul></ul><ul><ul><li>MDP223: Managing Employee Performance Effectively </li></ul></ul><ul><ul><ul><li>10/29/09-10/30/09 BUCEC Waltham, MA </li></ul></ul></ul><ul><ul><li>Register for a Certificate in Leadership, Management, Marketing or Communications and Save 20%* on the entire track! </li></ul></ul>For more information, call us at 1.800.288.7246 or visit us at: www.CorpEdGroup.com * Discounts may not be combined. Additional restrictions may apply. Call for details. Register for any publically scheduled , online, or onsite class by August 5, 2009 , and SAVE 15%* Call 1.800.288.7246 & mention value code GL04359 <ul><li>Additional courses and webinars available in: </li></ul><ul><li>Business Analysis </li></ul><ul><li>Business Process Management </li></ul><ul><li>Project Management </li></ul>
    1. A particular slide catching your eye?

      Clipping is a handy way to collect important slides you want to go back to later.

    ×