Professional Develop Catalog

Diana Antolinez
Instructional Assistant/Associate Faculty,
Mathematics
Employee Development, Growth and Engagement
2012/2013 Catalog
EDGE
Success. Sharpened.
Valencia

Valencia EDGE is designed to encourage employee
development, growth and engagement by providing
relevant, timely and results-oriented training.
Building on the framework of Leadership Valencia, the
EDGE offers both classroom training and online learning—
giving you variety, quality and, best of all, choice.
Visit the My Development tab in Atlas

11
The choices you make
determine your success.
Jessica Morales
Director,
Transition and Enrollment Services 1

2
The Office for Organizational Communication and
Development is committed to building an engaged
workforce by shaping and developing employee capacity
in support of the college’s mission and strategic plan.
Valencia EDGE is a comprehensive, competency-
based employee development program that is designed
to complement and connect with the Performance
Development Process (PDP). EDGE was derived
from the words “employee development, growth and
engagement,” and allows Valencia employees to sharpen
their success. In addition to classroom training, Valencia
EDGE offers blended learning, and online courses
that are available 24/7. The programs offered in this
catalog are for all Valencia employees and are designed
to support learning and enhance job performance. This
new e-learning system gives you the opportunity to
create custom learning plans and access an assortment
of free resources, including e-books and job aids. These
programs are designed to improve your knowledge, skills
and abilities to perform in your current job, and to build
your personal and professional skills. Please consider
your individual and professional development needs in
discussion and consultation with your supervisor as a part
of the PDP.

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• Communication
• Department-Specific Training
• Diversity
• Finance and Budget
• Leadership and Change Management
• Organizational Development
• Personal Enrichment
• Policy and Compliance
• Research, Grants and Development
• Safety and Security
• Supervisory Programs
• Technology
Course Key:
To assist with your selection of appropriate development
opportunities, this catalog outlines offerings grouped
into the following broad categories:
Classroom Training—instructor-led training
in a classroom setting
Online Workshop—e-learning workshops
provided by Valencia EDGE
Blended Learning—a combination of
e-learning and classroom training
On Demand—scheduled by request to meet
department needs, contact Janice Swanson at
extension 8232 to schedule
Daphne Cooper
Administrative Assistant,
Faculty Development

4
CONTENTS
Performance Development Process (PDP)..................................6
PDP Timeline ............................................................................................8
Workshop Registration ...................................................................... 10
Easy Steps to Get Started ..................................................................11
The Competency Library ...................................................................12
Professional Development ................................................................19
Communication ................................................................................. 20
Business Writing: How to Write Clearly and Concisely ......21
Crucial Conversations .....................................................................21
Listening Essentials: The Basics of Listening .........................21
Phone & Email Etiquette ................................................................21
Using Email and Instant Messaging Effectively .....................21
Workplace Conflict: Strategies for Resolving Conflicts .....21
Second Language Acquisition ....................................................22
Conversational Portuguese (Beginner) ................................22
Conversational Spanish (Beginner) ........................................22
English as a Second Language ................................................22
English Pronunciation ..................................................................23
Spanish Conversation Club (Intermediate to Adv.) ...........23
How to Register for Valencia Edge Workshops .....................24
Department-Specific Training ......................................................25
Banner Refresh – Registration ....................................................26
Banner Refresh – Reviewing General Student
Information ........................................................................................26
Banner Refresh – Reviewing Transfer Articulation
and Reviewing Student Academic History ...........................26
Bridges to Success: New Applicant Processing
and Selection ....................................................................................26
Peace and Justice Initiative ..............................................................27
Diversity .................................................................................................28
Circles of Belonging ........................................................................29
DiSC ......................................................................................................29
DiSC Time Management Mastery ...............................................29
Diversity on the Job: The Importance of Diversity
and the Changing Workplace ....................................................29
Diversity Representative Training ..............................................29
I’m Not Crazy, I’m Just Not You: Myers-Briggs
in the Workplace ............................................................................ 30
StrengthsQuest ................................................................................ 30
Strengths Revisited ........................................................................ 30
True Colors ........................................................................................ 30
Finance and Budget ...........................................................................31
Banner Finance for Beginners ....................................................32
Budget Development Training ....................................................32
Procurement Card Training ..........................................................32
Leadership and Change Management........................................33
The Leadership Academy ............................................................ 34
SkillSoft Leadership Advantage .................................................38
Building and Leading Teams .....................................................38
Leading Change .............................................................................38
Leader as Motivator ......................................................................38
Leading Innovation .......................................................................39
Strategic Thinking .........................................................................39
Leading Organizational Vision .................................................39
Managing Performance ...............................................................39
Developing People .......................................................................40
Delegation .......................................................................................40
Coaching ..........................................................................................40
Goal Setting ....................................................................................40
Hiring New Employees ............................................................... 42
New Manager Transitions .......................................................... 42
Giving and Receiving Feedback ............................................. 42
Managing Diversity ...................................................................... 42
Attracting and Retaining Talent .............................................. 43
Dismissing and Employee ......................................................... 43
Managing Conflict ........................................................................ 43
The Emotionally Intelligent Leader .......................................44
Influence and Persuasion ...........................................................44
Listening ...........................................................................................44
Leading Effective Meetings ......................................................44
Negotiating ..................................................................................... 45
Communicating Bad News ....................................................... 45
Managing Upward Relationships ............................................ 45
Ethics, Integrity and Trust ......................................................... 45
Accountability ................................................................................ 45
Perseverance and Flexibility ..................................................... 46
Creative Thinking .......................................................................... 46
Career Development ................................................................... 46
Decisiveness ................................................................................... 46
Problem Solving and Decision Making ..................................47
Setting and Managing Priorities ..............................................47
Critical Thinking .............................................................................47
Project Management Essentials ...............................................47
Organizational Development ....................................................... 48
Basic Principles for a Collaborative Workplace ................ 49
Consensus Building: How to Effectively Reach
an Agreement within a Group ................................................ 49
Essentials of Human Resources .............................................. 49
New Employee Orientation ...................................................... 50
PDP Employee Training .............................................................. 50
Shared Governance ..................................................................... 50
Policy and Compliance ....................................................................52
Legal Issues .....................................................................................53
Workers’ Compensation Procedures and
Family Medical Leave Act .........................................................53
Employee Sexual Harassment Awareness ...........................53
Workplace Harassment for Employees .................................53
The Legal Conference ........................................................................ 54
Research, Grants and Development ...........................................55
Institutional Review Board (IRB) Training
– Part 1 and 2 ..................................................................................56
Grants Management Workshop ...............................................56
Who Took the Fun Out of Fundraising? ...............................56
Safety and Security ...........................................................................57
Campus Emergency Response Team (CERT) Training ...58
Shelter in Place (SHIP): Valencia Emergency Plan ...........58
Emergency Response and Crisis Planning ..........................59
Emergency and Disaster Preparedness ..............................59
Emergency Response in the Workplace ............................59
Accident and Injury Prevention ...............................................60
Accident Investigation and Reporting ...............................60
Accident Investigation and Reporting Simulation ........60
Back Safety and Injury Prevention ......................................60
Behavior-based Safety for Supervisors .............................60
Ergonomics in the Workplace ...............................................60
Office Safety ................................................................................60
Workplace Safety Orientation ................................................61
Workplace Security Awareness ..............................................61
Vehicle and Equipment Safety .................................................62
Defensive Driving: Truck Safety ............................................62
Electrical Safety ...........................................................................62
First Aid, CPR and Medical Safety ..........................................63
First Aid—Basic ............................................................................63
First Aid—CPR ..............................................................................63
First Aid—Medical Emergencies ............................................63
Supervisory Programs .................................................................... 64
Adaptive Leadership ......................................................................65
Coaching for Improvement ..........................................................65
Coaching for Success .....................................................................65
Managing Performance Problems .............................................65
Navigating Beyond Conflict ........................................................ 66
PDP Manager/Supervisor Training ........................................... 66
Reviewing for Performance Progress ...................................... 66
Setting Performance Expectations .......................................... 66
Writing SMART Goals and Objectives .................................... 66

5
New Manager Transitions ............................................................. 68
Foundations of Supervision ........................................................ 69
Essential Supervisory Competencies
Certification Program ................................................................... 70
Technology ...........................................................................................76
OIT (Office for Information Technology) Corner .................77
Banner Document Management System/AppXtender .... 77
Blackboard for Staff .....................................................................77
Faculty Frontdoor .........................................................................77
PIDM Merge Tool ............................................................................77
SAS/Data Warehouse Reports .................................................77
SharePoint ........................................................................................77
Atlas for Employees .....................................................................77
Information Security – Protecting Our Work ........................78
Introduction to Information Security .....................................78
Information Security and the Internet ...................................78
Operational Information Security ...........................................78
Understanding the Risks of Using Internet Media
and Electronic Communications ............................................78
Microsoft Office – Featured Training ........................................79
Office 2010 New Core Features ...............................................79
Office 2010 Web Apps and New Features in Publisher
and Mobile ......................................................................................79
The New Office 2010 Interface, Word 2010
and Excel 2010 ..............................................................................79
Outlook 2010 and Collaboration in Office 2010 ...............80
Microsoft Office 2010 New Features .....................................80
New Features for PowerPoint, Publisher and
Access in Office 2010 ................................................................80
Microsoft Word 2010........................................................................81
Getting Started with Word 2010 ..............................................81
Drawing and Inserting Graphics in Word 2010 ...................81
Embedding Charts and Tables into Word 2010 ..................81
Formatting and Working with Text in Word 2010 ............82
Organizing and Arranging Text in Word 2010 ....................82
Structuring Word 2010 Documents .......................................82
Reviewing Documents in Word 2010 .....................................82
Forms, Fields and Mail Merge in Word 2010 .......................83
Creating and Formatting Tables in Word 2010 ..................83
Microsoft Excel 2010 ...................................................................... 84
Getting Started with Excel 2010 ............................................. 84
Applying Basic Data Formatting in Excel 2010 ................ 84
Excel Formulas and Functions ................................................ 84
Moving Data and Modifying Worksheets in Excel 2010 .84
Using Basic Formulas in Excel 2010 ...................................... 86
Inserting Basic Charts in Excel 2010 ..................................... 86
PivotTables and PivotCharts in Excel 2010 ......................... 86
Microsoft Outlook 2010 .................................................................87
Managing Conversations and Organizing Email
in Outlook 2010 ..............................................................................87
Managing Attachments, Graphics, Signatures
and Autoreplies in Outlook 2010 ...........................................87
Using the Calendar for Appointments, Events
and Meetings in Outlook 2010 ................................................87
Microsoft PowerPoint 2010 ......................................................... 88
Getting Started with PowerPoint 2010 ................................ 88
Using Multimedia and Animations in PowerPoint 2010 .88
Microsoft SharePoint ..................................................................... 89
Getting Started with SharePoint 2010 ................................. 89
Using SharePoint 2010 with Office 2010 ............................. 89
Microsoft Access .............................................................................90
Getting Started with Access 2010 .........................................90
Creating Basic Tables in Access 2010 ...................................90
Data Manipulation and Simple Relationships
in Access 2010 ..............................................................................90
Introduction to Forms in Access 2010 .................................90
Introduction to Queries in Access 2010 ...............................90
Introduction to Reports in Access 2010 ..............................90
Microsoft Internet Explorer 8 .......................................................91
Internet Explorer 8: Basic Features .........................................91
Internet Explorer 8: Advanced Features ...............................91
Microsoft Office 2007 ....................................................................92
Access 2007 Basic ........................................................................92
Microsoft Office Excel, PowerPoint and Outlook 2007 ..92
Microsoft Access 2007 and Microsoft Publisher 2007 ...92
Working with SharePoint, Calendars and Forms
in Outlook 2007 ............................................................................92
All Things Adobe ..............................................................................93
Adobe Captivate 4 ........................................................................93
Adobe Reader 9 .............................................................................93
Adobe Acrobat 9: Fundamentals ............................................93
Everything Photoshop .................................................................. 94
Photoshop CS5: Getting Started ............................................ 94
Photoshop CS5: Beyond the Basics ...................................... 94
Photoshop CS4: Getting Started ............................................ 94
Personal Enrichment ..........................................................................97
Wellness ................................................................................................ 98
Occupational Wellness ............................................................... 100
Managing Your Career: Getting on the Right Track ...... 100
Managing Your Career: Creating a Plan ............................. 100
Time Management: Analyzing Your Use of Time ........... 100
Time Management: Planning and Prioritizing
Your Time ........................................................................................101
Work/Life Balance .......................................................................101
Physical Wellness ...........................................................................102
Allergies ..........................................................................................102
Diabetes/Weight Management ..............................................102
Blood Pressure/Sleep ................................................................102
Healthy Eating on a Budget ....................................................102
Portion Distortion ........................................................................102
Shop Smart – Virtual Supermarket Tour .............................102
Health/Wellness ...........................................................................102
Walk Well ........................................................................................102
Emotional and Social Wellness .................................................103
Improving Your Emotional Intelligence Skills:
Self-Awareness and Self-Management ...............................103
Blame Backfires – Conquer Negative Thinking ................103
The Holiday Survival Guide ......................................................103
Today’s Economy: Maintaining Personal Balance ...........103
Wellness Events ...................................................................................103
Personal Finance ..............................................................................104
Forging Your Financial Future ..................................................105
Investing Basics – 20 Tips for Becoming a
Smart Investor ................................................................................105
Choosing the Right Insurance for Every Stage of
Your Life ...........................................................................................105
Real World Retirement Planning ..............................................105
Estate Planning for Busy People ..............................................105
Preparing Yourself for Retirement ..........................................106
Session I: Budgeting Your Needs ..........................................106
Session II: Different Retirement Savings Choices
– Which is best for you? .........................................................106
Session III: Picking Your Investment .....................................106
Session IV: Wrapping Up: Completing an Analysis ........106
Estate Planning Workshop Series ............................................107
Estate Planning – What Everyone Needs to Know .........107
Parenting Parents – Asset Protection Governmental
Benefits .........................................................................................107
Advanced Estate Planning – Planned Giving ....................107
Advanced Tax Planning – The Social Capital Concept .107
The Leadership Library ....................................................................109
Course Index .........................................................................................114

6
In July 2010, Valencia launched the Performance
Development Process (PDP) and planner (tool) as
the new performance review system to be used for all
full-time career and professional staff. The new tool
replaced all previous forms of evaluation.
As a part of the new process, the PDP focuses on development and is designed to
foster ongoing conversation. The PDP planner is designed to be collaboratively
constructed between the supervisor and employee, where expectations are clearly
communicated, goals and objectives are established, and conversations about
performance are documented.
The PDP planner provides a structured framework for assessing the needs of the
organization, department and individual. It allows employees and supervisors to
identify developmental needs that address essential performance objectives, values
and competencies, and areas of individual development. A complete listing of all
PDP-related training sessions are included in this catalog and are available in Atlas
on the My Development tab.
Information on the PDP, including the planner and a video
tutorial are accessible in Atlas on the My Development tab.
For additional information, contact Brent Nakagama at
bnakagama@valenciacollege.edu or call 407-582-8256.
PERFORMANCE
DEVELOPMENT PROCESS

77
Gary Lessord
Adjunct Professor,
Art and Humanities

PDP
Timeline
8
January February March April May June
Pre-planning End/Beginning
of Cycle
January–April (Pre-planning)
• Review department budgets
• Review department goals
Review and align college-wide and departmental
goals in preparation for collaboratively setting
individual goals.
Supporting Courses Offered:
• Setting Performance Expectations
• Writing SMART Goals and Objectives
• PDP Manager/Supervisor Training
• PDP Employee Training
May–July (End/Beginning of Cycle)
• Review established individual objectives
• Discuss and set new individual objectives
This can be done in the same meeting,
if desired.
Note: All PDP plans should be completed and
submitted to Human Resources, mail code 3-33,
no later than June 30. A new PDP planner should
be in place for the next PDP cycle no later than
August 30.
• Setting Performance Expectations
• Writing SMART Goals and Objectives
• Coaching for Success
• Coaching for Improvement
• Managing Performance Problems

99
July August September October November December
Mid-Year
Check In
November–January (Mid-year Check In)
• Review the completion status of
established objectives
• Ensure employee is on track to
complete objectives
This occurs approximately six months
after the PDP planner is established
• Reviewing for Performance Progress
• Coaching for Success
• Coaching for Improvement
• Managing Performance Problems

10
All Valencia employees have 24/7 access to the new learning
management system, SkillPort, that houses and tracks all
professional development workshops and resources. With this new
system, you can browse workshop offerings, register for courses,
build a customized learning plan, and track your training progress.
For step-by-step instructions on how to register for
workshops, visit the My Development tab in Atlas or
see page 24.
Online courses offered as a part of Valencia EDGE are provided through SkillSoft, a leading global
provider of e-learning and performance support solutions. E-learning courses, e-books, and job aids
can be accessed from your desk, home or anywhere with an Internet connection. Once logged in to
the system, you will see a variety of online courses in the Course Curricula folder covering topics such
as technology, diversity, communication, compliance and career planning, leadership and more.
Remember to discuss your development plans with your supervisor and make arrangements to
complete specific courses that are tied to your development objectives. You can choose from a variety
of online or instructor-led workshops based on your individual goals.
Workshop Registration
For Technical HELP
Customer Support
http://support.skillsoft.com
Customer Support for all SkillSoft
questions is available 24/7.
Department Training
Contact Janice Swanson to schedule
training on the new system at your
next staff meeting.
Janice Swanson
jswanson5@valenciacollege.edu
407-582-8232
Getting Started

1111
1. First, begin by reviewing your
performance development planner.
2. Review the competency library and
the development activities offered
in the catalog.
3. Meet with your supervisor to select
job-related training and personal
enrichment courses that support the
objectives in your performance
development planner.
4. To learn how to register for workshops,
visit the My Development tab in Atlas.
Easy steps to get Started:
Katie Korell
Adjunct Professor,
Mathematics

12
Competencies are critical success factors needed to perform in
any role at the college. They provide a set of knowledge, attitudes,
behaviors and skills that correlate with successful job performance.
1. COMMUNICATION
Communication is our primary work engine and includes effectively
conveying ideas, listening carefully, understanding differing points of
view and choosing the appropriate medium for a message.
Observable Behaviors
• Shares ideas and information as appropriate
• Practices attentive and active listening
• Ensures that regular, consistent communication takes place
• Expresses ideas clearly and concisely in writing
• Expresses oneself clearly in conversation and interaction with others
2. ADAPTABILITY
Adaptability for our purposes is the ability to be flexible and
responsive to new requirements as they emerge. Remaining open-
minded and changing course on the basis of new information is an
integral part of effective job performance.
• Performs a wide variety of tasks and changes focus quickly
as demands change
• Manages transitions from task to task effectively
• Adapts to varying organizational needs
• Approaches change positively and adjusts behavior accordingly
The Competency Library
Core Competencies The core competencies outlined below are a foundational set of
knowledge and skills necessary for successful performance in all positions.

1313
3. SELF-MANAGEMENT AND AWARENESS
Self-management and awareness include making effective judgments,
taking responsibility for one’s performance, the ability to self-direct toward
the accomplishment of goals and specific work assignments, and the ability
to effectively plan and organize work to achieve required results.
• Clarifies expectations with supervisor about what will be done and how
• Enlists supervisor’s support in obtaining the information, resources
and training needed to accomplish work effectively
• Seeks performance feedback from supervisor and from others as
appropriate
• Notifies supervisor promptly about any problems that affect the
accomplishment of planned goals
• Takes significant action to develop skills needed for effectiveness
in current or future job
4. ALIGNMENT
Alignment personifies our “one story, one voice” perspective at Valencia,
where we effectively balance the interests and needs of each department
with those of the strategic plan.
• Demonstrates awareness of Valencia’s goals and makes requests
or decisions to support this awareness
• Knows how to use the college’s formal and informal systems to get
things done
• Works to build a sense of common purpose across all work groups,
avoiding a “we versus them” attitude
Jonathan Hernandez
Student Services Specialist,
Student Affairs

14
1. COMMUNICATION
As one of our core competencies, communication for supervisors
includes listening, choosing an appropriate medium for a message,
presenting information clearly and concisely, and giving and receiving
feedback.
• Actively listens and tries to understand what others have to say
• Gives and encourages constructive feedback
• Encourages expression of ideas and opinions
• Understands the impact of communication and shapes
communication accordingly
• Demonstrates understanding of campus communication
channels and uses the appropriate medium for each message
• Communicates information so that it is timely and relevant
to the audience
2. COLLABORATION
Collaboration is a cornerstone in our infrastructure and includes
partnering, building alliances, looking for win-win situations and
promoting a participative process.
• Creates and facilitates cooperation among diverse groups and
individuals
• Demonstrates willingness to place the collective interests of a
department or team before self-interest
• Gains cooperation and support through influence and persuasion
• Actively contributes as a member of working teams to achieve results
Supervisory Competencies

1515
3. MANAGE PERFORMANCE
Managing performance is a critical factor of supervisory success. Effective
performance management requires a focus on developing staff by
providing timely feedback and performance assessment, fair and equitable
policy administration, training and other opportunities for learning.
• Creates development plans with employees that include training
and other ways to learn
• Clarifies and communicates performance expectations, objectives,
roles and responsibilities
• Gives employees ongoing behavioral feedback and annual
performance appraisals
• Manages and effectively resolves conflict
• Demonstrates knowledge of policies and procedures that affect
employees and applies them fairly
Deanne Abrams
Coordinator,
Student Development

16
4. CREATING A CULTURE FOR
EMPLOYEE SUCCESS
Creating a culture for employee success allows employees to provide
the quality of service essential to high performance, and enables
them to acquire the tools and support they need to perform well.
By cultivating a rich growth environment, supervisors can positively
influence employees toward a spirit of service and meaningful
contribution.
• Recruits and hires the best person for the job
• Gives and encourages constructive feedback
• Demonstrates an understanding of diversity and values differences
• Recognizes employees for their contributions to the success of the
unit/department
• Supports employees’ efforts to develop skills, knowledge and
abilities that contribute to department goals and the development
of their careers
• Provides a safe and healthy work environment
5. PLANNING
Planning is a broad term that involves assessing situations, setting
and monitoring goals, delegating, managing project implementation
and evaluating outcomes. In this competency, supervisors align goals
and supporting actions with the organization’s stated vision, mission,
values, resources and priorities.
• Assesses needs of the organization and assigned area
• Establishes and measures goals of own unit or department, teams,
and individuals
• Delegates responsibility and accountability along with work
• Stays abreast of potential issues and situations that might affect
goals and plans
• Establishes review process for evaluation of goals, processes
and systems
• Creates and reshapes planning to support organizational goals
Supervisory Competencies (Cont.)

1717
Francisco Quintero
Library Assistant,
East Campus Library

18
Always bear in mind that
your own resolution to
succeed is more important
than any other one thing.
—Abraham Lincoln

1919
Professional
Development
Milton Scott
Custodian,
Plant Operations

20
Communication
The greatest discovery of my generation is
that human beings can alter their lives by
altering their attitudes of mind.
—William James
Samanta Matadin
Administrative Technical Support Specialist,
Provost Office

21
Business Writing: How to Write
Clearly and Concisely
Competency: Communication
1 Hour CRN comm_19_a02_bs_enus
People who have no problem communicating clearly
when they speak sometimes struggle to make
themselves understood when they write. That’s
because the ability to write clearly and concisely
is a skill that requires effort to master. This course
describes ways to make your writing more clear.
Specifically, it covers the importance of using short,
familiar words, appropriate connotations, concrete
and specific language, and transitional words and
phrases.
Learning Objectives:
• Recognize sentences that reflect the techniques of
clear writing
• Recognize how to apply the techniques of concise
writing to a given sample of business writing
• Identify ways to organize content to increase reader
understanding
Crucial Conversations
16 Hours CRN ilt_comm_0515_cc
In an effort to strengthen our culture of collaboration,
conflict transformation skills are essential to our
success. Join colleagues from across the college
as we learn to handle difficult conversations and
situations in the workplace, as well as our personal
lives. Through the sixteen-hour Crucial Conversations
training, we will learn to share information safely,
get ideas and feelings out in the open, and maintain
high levels of respect—all without causing resistance
or resentment. Discover a model that truly helps
individuals, teams and organizations get unstuck and
strengthen relationships.
• Identify and improve your communication
weaknesses
• Gain control of your emotional responses
• Speak persuasively, not abrasively, no matter the
topic
Listening Essentials: The Basics of
Listening
Do you feel the need to better understand the
basic meaning of a conversation, or a presentation
given at the workplace? What about the need to
identify what is being said to you in a more effective
manner? Although relatively straightforward in
theory, the process that transforms effective listening
into successful communication requires great skill,
awareness and practice. This course will review the
various types of listeners and the benefits of being
able to listen effectively when communicating. Active
listening techniques for improving your listening and
maximizing your understanding are also covered.
• Review examples of types of listeners
• Recognize examples of the techniques for active
listening
• Apply the techniques for active listening
Phone Email Etiquette
2 HOURS CRN ilt_comm_0515_pee
First impressions are conveyed through telephone
conversations and emails, and you have only one
chance to create a positive impression. This two-
hour course focuses on the importance of creating a
positive and professional impression through good
telephone and email skills. It expounds on the skills
needed to communicate effectively in today’s work
environment via telephone, voicemail, fax and email.
• Learn tips on phone and email etiquette
• Discover how phone and Outlook features can assist
you
Using Email and Instant Messaging
Effectively
In today’s fast-paced world, information is sent and
received more rapidly than ever before. How do
you ensure that the messages you are sending are
effective, acceptable and will be taken seriously?
The use of proper email etiquette is the cornerstone
for ensuring your message gets across quickly and
concisely. This course covers the basic requirements
for using email to communicate effectively.
Specifically, you will be introduced to tried-and-true
guidelines for emailing, fundamental elements every
email should contain and the importance of keeping
emails concise. The course also covers the etiquette
associated with using instant messaging programs as
an extension of email.
• Recognize appropriate usage of basic rules of
etiquette for writing email and instant messaging
• Recognize various ways each element of an email
message might be handled for a given scenario and
which guidelines to use to keep email concise
Workplace Conflict: Strategies
for Resolving Conflicts
COMPETENCY: Communication
1 HOUR CRN m_22_a02_bs_enus
Whether you like it or not, conflict is an inevitable
part of life. Learning to deal with conflict effectively
is a key skill. The more quickly and effectively you
can resolve a conflict, the sooner you can get on with
more productive activities in your day. Additionally,
each successfully resolved conflict will lead to more
confidence and knowledge about how to approach
other conflicts you may face in the future. This course
describes techniques you can use to deal effectively
with a conflict situation.
• Recognize how to clarify the issues in a conflict
• Learn how to collaborate effectively and talk
constructively in a conflict situation
COMMUNICATION
ONLINE CLASSROOM BLENDED INSTRUCTION ON DEMAND

22 ONLINE CLASSROOM BLENDED INSTRUCTION ON DEMAND
Conversational Portuguese (Beginner)
Competency: COMMUNICATION
21 hours
This course is designed for low-beginner students.
It begins with a Language Learning Orientation and
practice of the clarification of vocabulary and phrases
students need to communicate in the classroom.
Participants will learn some basic vocabulary,
questions and key phrases in a number of contexts
and situations to communicate in a limited capacity
with Portuguese speakers.
• Identify and state the Brazilian alphabet
• Spell your name and other words using the Brazilian
alphabet
• Greet someone and introduce yourself according to
Brazilian customs
• Recognize and respond to classroom commands
• Ask and answer questions concerning origins
• Ask and describe family members
• Identify time expressions
Conversational Spanish (Beginner)
21 hours
The Conversational Spanish program is a series of
four 21-hour courses designed for beginner level
students. In this series, participants will practice all
four skills of communication: speaking, listening,
reading and writing. Grammar will also be a program
component. Prior to registration, an oral evaluation
must be completed to place you at this level.
• Practice the language objectives, grammar,
vocabulary and pronunciation needed to
communicate in Spanish
• Explore the Hispanic belief and value system
English as a Second Language
32 hours
English as a Second Language is a nine level program
designed to increase proficiency in speaking,
listening, reading and writing in English for non-
native English speakers. Each level contains a series
of 32-hour courses, which can be taken in any order
as each course covers new vocabulary and grammar.
All courses within a level must be completed before
moving up to the next level. Prior to registration, an
oral evaluation must be completed to place you in a
level.
• Learn to communicate in English in real world
situations
• Become proficient in speaking, listening, reading
and writing English
• Learn about American culture, customs and sayings
COMMUNICATION
SECOND LANGUAGE ACQUISITION courses are offered through Valencia’s Continuing Education
division. All courses in this section have been approved for use of SPD funds. There are four simple
steps for employees to register for the following continuing education courses:
1. Contact the Client Service Center at 407-582-6688 for information on completing the oral evaluation and for important
course information
2. Complete an SPD registration form found in Atlas under “Valencia Forms”
3. Send SPD registration form to the Client Service Center at mail code 8-1
4. The Client Service Center will email a confirmation form for the course

23
English Pronunciation
16 hours
The English Pronunciation program consists of a
series of four 16-hour courses for intermediate and
advanced English speakers who want to improve
their overall pronunciation to be better understood
by native speakers. In this course, an experienced
instructor will work closely with students to address
listening comprehension and clarity of speech with
a concentration on rhythm, stress and intonation as
they pertain to vowel sounds. Prior to registration, an
oral evaluation must be completed to place you in a
level.
• Refine basic syllable pronunciation
• Learn vowel rules, word stress and patterns, vowel
length and clarity
• Use proper reductions and contractions to convey
meaning
Spanish Conversation Club
(Intermediate to Advanced)
16 hours
This course is designed for individuals who can
already communicate at an intermediate or advanced
level of proficiency in Spanish. Each week, the
facilitator will highlight a different Spanish-speaking
country with a subtopic selected by club participants.
The first 60 to 90 minutes will be spent practicing
high-level language functions related to the topic
and subtopic of the class. The last portion of class
will be dedicated to grammar instruction based on
participants’ needs. Participants will practice the
language in groups and paired activities. Facilitation
will include practice in all four language skills:
speaking, listening, reading and writing. Prior to
registration, an oral evaluation must be completed to
place you at this level.
• Practice language functions including: discussing
topics; describing in the present, past, and future
tenses; asking questions; hypothesizing with
support reasons; debating; expressing sentences
with probability and possibility.
• Participate in group activities that practice
researching and reporting information; expressing
views, perspectives, preferences and feelings;
comparing and contrasting; identifying the pros and
cons of a topic; expressing necessity and proposing
a course of action.
Visit valenciacollege.edu/continuinged or call 407-582-6688
for current course schedules and pricing.

24
How to Register for Valencia EDGE Workshops
Step-by-Step Instructions
1. Log in to ATLAS using your username and password.
2. Go to the “My Development” tab and click on the Valencia EDGE Graphic (on the left
side of the screen).

• Full-Time Employees—You will be logged in directly.
• Part-Time Employees—You will be prompted to log in to the system using the
credentials you received via email. If you do not have your login credentials, please
click on the PT Employee Registration link and complete the form.
For additional information, contact Janice Swanson at 407-582-8232.
3. Valencia EDGE’s SkillPort site will open. Click on the “Catalog” tab.
4. The Course Curricula folder contains all online courses and the Instructor-led Training
folder contains all face-to-face workshops. Select the course you wish to register for
from the list within the folder.
5. Click the blue arrow button to see a list of available sessions. Choose a session that
best fits your schedule.
6. Another screen will appear with workshop details, go to the bottom and click on the
“Enroll me” button. You will receive an email confirming your enrollment along with an
Outlook calendar appointment.

2525
Michelle Paswaters
Counselor,
Collegiate Academy
Department-
Specific
Training
Pleasure in the job puts
perfection in the work.
—Aristotle

26
Banner Refresh – Registration
Competency: Alignment
4 Hours CRN ilt_sptc_2542_brr
Banner Refresh training will be offered for staff
members that manually register students using
SFAREGS. Training topics will include adjusting max
registration hours for a student, registration eligibility,
registration status codes for CRNs (registration, drop
and withdrawal), grading modes, available course
search, fee assessment, holds, provide prerequisite
override and overriding academic status. Hands-
on participation is limited to staff that have access
privileges to update student registration in Banner.
Banner Refresh – Reviewing General
Student Information
Competency: ALIGNMENT
4 Hours CRN ilt_sptc_2542_rgsi
Banner Refresh training for staff that access student
information. Training topics will include accessing a
student’s admissions information, general student,
holds, test scores, academic status and current
enrollment/registration information. Hands-on
participation is limited to staff who have access
privileges to query student information in the General
Person, General Student and Registration modules of
Banner.
Banner Refresh – Reviewing Transfer
Articulation and Reviewing Student
Academic History
4 Hours CRN ilt_sptc_2542_rta
Do you feel the need to better understand the
Banner Refresh training for staff that review
student academic history and transfer articulation
information? Training topics include reviewing course
history, grade change information, transcript events,
student degree/graduation status, transfer work and
how EDI works. Hands on participation is limited to
staff that have access privileges to query student
academic history and transfer articulation forms in
Banner.
Bridges to Success: New Applicant
Processing and Selection
4 Hours CRN ilt_sptc_4541_bts
This workshop is intended to provide updates to the
answer center, financial aid and advising staff on the
procedures for collecting and processing Bridges to
Success applications.
• Increase communication and understanding
between the Bridges to Success program and
student support services
• Articulate to parents and students the summer
program admission deadlines and due dates
• Enhance understanding of the support services
that are offered through the Bridges to Success
department
DEPARTMENT-SPECIFIC TRAINING

27
Peace and
Justice Initiative
The Peace and Justice Initiative is a faculty and staff led initiative
that aims to transform the culture at Valencia into one where
peace and justice for all are valued, and conflict is viewed as an
opportunity for growth and transformation.
The work of the initiative is guided by its mission:
All People, All Voices, All Matter: Making a difference by
intentionally engaging in practices and principles that explore,
advocate and honor the dignity of self, others and the earth.
For more information about the Peace and Justice Initiative and
the scheduled events, visit valenciacollege.edu/PJI

28
Marta Schmucke
Manager,
Science Laboratory
DIVERSITY
Whatever the circumstances of your life,
the understanding of type can make your
perceptions clearer, your judgment sounder,
and your life closer to your heart’s desire.
—Isabel Briggs Myers

29ONLINE CLASSROOM BLENDED INSTRUCTION ON DEMAND
Circles of Belonging
Competency: Adaptability, Creating a Culture for
Employee Success
3 Hours CRN ilt_dvst_0524_cb
Ever wonder what makes a person tick? Individual
experiences play a huge part in shaping the way in
which we interact with others and view the world
around us. This in-depth, interactive workshop will
examine how diversity of experience impacts our
interpersonal communications and relationships.
• Examine how diversity of experience impacts our
interpersonal communications and relationships
• Learn more about yourself and the people around
you
• Increase understanding and appreciation for
similarities and differences
DiSC
Competency: Self-Management and Awareness
3 Hours CRN ilt_dvst_1535_disc
The DiSC behavioral system is a simple four-factor
cognitive map for understanding behavior. Using
a simple and easy to apply system, you will gain
insight into behavioral preferences, learn a common
language to understand and discuss behaviors, and
relate better to others.
• Learn to understand and identify the four primary
DiSC behavioral patterns to help understand
yourself and others
• Increase your interpersonal success through more
effective communication, understanding and
tolerance
DiSC Time Management Mastery
7 hours CNB 5542
In the day-to-day shuffle of trying to finish all the
projects you have loaded into your schedule you
need to take a moment to stop and reflect. Time
management depends on your strengths and
weaknesses in regards to attitudes, goals, priorities,
analyzing, planning, scheduling, interruptions,
meetings, paperwork, delegation, participation and
teamwork. Proper time management will allow the
days to run more smoothly and take away much of
the stress associated with the clutter of the daily
schedule.
This program is offered through Valencia’s
Continuing Education division. Courses have been
approved for use of SPD funds. There are four simple
steps for employees to register for this continuing
education course:
1. Complete an SPD registration form found in Atlas
under “Valencia Forms”
2. Send SPD registration form to the Client Service
Center at mail code 8-1
3. The Client Service Center will email a confirmation
form for the workshop
Visit valenciacollege.edu/continuinged or call
407-582-6688 for current course schedules and
pricing.
• Recognize the importance of setting priorities
• Identify and apply principles of good time
management
• Develop and implement individual action plans for
changing behavior
• Learn how to be more successful and effective in
managing time
• Eliminate time wasting habits and learn how to form
time saving habits
Diversity on the Job: The Importance
of Diversity and the Changing
Workplace
1 Hour CRN pd_07_a01_bs_enus
Without diversity in the workplace, organizations run
the risk of becoming monocultural and only viewing
things from a very limited perspective. This course
focuses on how to leverage the diversity that exists
within the organization. It defines diversity and
dispels some common myths that surround the topic
of diversity. The importance of diversity within the
ever-changing workplace is described, including the
impact of globalization. This course also discusses
the barriers and challenges that must be overcome in
order to create a diversified working environment.
• Identify key concepts related to diversity in the
workplace
• Identify the benefits enjoyed by companies that
value diversity as a desirable characteristic of their
organization
• Recognize the implications of the principal barriers
to diversity in the workplace
Diversity Representative Training
Competency: Adaptability
3 Hours CRN ilt_dvst_0523_drt
Interested in being a diversity representative? Attend
this annual training provided by Human Resources
to review roles and responsibilities for diversity
representatives at Valencia, while learning appropriate
interview procedures and techniques.
• Learn the legal and statutory requirements for
Equal Employment Opportunity which support
diversity at Valencia
• Increase employee understanding of how diversity
contributes to richness in the organization by
having a variety of views, approaches and actions
to use in the hiring and selection process
• Learn how to prevent illegal discrimination or
harassment in the hiring and selection process
DIVERSITY

30
I’m Not Crazy, I’m Just Not You:
Myers-Briggs in the Workplace
2 Hours CRN ilt_dvst_0535_mbiw
Through the use of the Myers-Briggs personality
assessment, team members will come to understand
their own personality types and those of others. This
workshop will include a murder mystery and lots of
fun.
• Increase self-awareness and understanding of
others
• Develop respect for different work styles
• Create a high-quality work environment
StrengthsQuest
2 Hours CRN ilt_dvst_0535_sq
People of all ages continually face the challenges
of gaining direction, making decisions and building
self-confidence. Fortunately, the keys to successfully
meeting these challenges—your own natural talents
—already exist within you. In the StrengthsQuest
program, you will discover your talents and learn how
to build on them to achieve success in your career
and beyond.
• Become more aware of your talents and your
potential strengths
• Learn to apply your talents in other settings, such
as on projects, teams and in leadership
Strengths Revisited
2 Hours CRN ilt_dvst_0535_sr
Already know your strengths? Have you taken the
Strengths finder? Do you want to be with others who
know theirs? If so, join us for a roundtable discussion
about your strengths. Participants should come
prepared to engage in dynamic conversations.
• Effectively apply strengths-based leadership in your
daily work
tolerance
True Colors
2 Hours CRN ilt_dvst_0535_tc
Are you true blue or good as gold? Discover your
true colors and how they can become useful tools
to discovering yours and others distinct preferences.
Join this True Colors session for a fun, easy way to
begin to understand yourself and others.
• Foster self-awareness of temperaments
tolerance
James C. Adamski
Professor,
Geology, Science
ONLINE CLASSROOM BLENDED INSTRUCTION ON DEMAND30

3131
Finance
AND Budget
Self-reliance is the only
road to true freedom, and
being one’s own person is
its ultimate reward.
—Patrica Sampson
Liza Schellpfeffer
Professor,
Speech, Communications

32
Banner Finance for Beginners
Competency: Alignment
8 Hours CRN ilt_fbgt_1542_bfb
Banner is a comprehensive and integrated information
system comprised of finance, human resources and
student modules. Banner Finance provides real-time
access to the data you need from procurement to
accounts payable. In this session, you will review the
basic elements of the Banner Finance system.
• Learn how to use queries to find information
• Learn about navigation techniques and shortcuts
• Understand how to access finance forms
Budget Development Training
2 Hours CRN ilt_fbgt_1542_bdt
Everything you ever wanted to know and more on
the fiscal year budget. This is a budget development
training and information session for employees who
are responsible for their departmental or campus
budget. There will be a presentation of the budget,
followed by a question and answer session with the
Budget and Auxiliary team.
• Learn how to look up your budget
• Create budget transfers and requisitions
• Research your budget spending
Procurement Card Training
1.5 Hours CRN ilt_fbgt_1542_pcut
This training is for procurement card (P-Card) users
and will address the college’s policies and processes
pertaining to the use of the P-Card. Recent changes
in the P-Card procedures guidelines manual will also
be reviewed.
• Review the P-Card procedures and policies
• Follow correct procedures for P-Card purchases
FINANCE AND BUDGET

3333
Leadership
and Change
Management
Change is inevitable,
growth is intentional.
—Glenda Cloud
Jeffrey W. Goltz
Director,
Criminal Justice Institute

34 ONLINE CLASSROOM BLENDED INSTRUCTION ON DEMAND
Leadership and Change Management
THE LEADERSHIP ACADEMY: Valencia recognizes the importance of professional development,
leadership training and networking opportunities for its employees. The Leadership Academy, founded
by AAWCC in 2009, is designed to develop strong leadership and self-management skills that focus on
transferable leadership skills, rather than specific job responsibilities. This program is ideal for individuals
who wish to further develop their leadership competencies, no matter what position they currently hold.
The Leadership Academy is comprised of 11 individual seminars and meets one full-day per month,
for 11 months. There is an application process for acceptance into the academy (a supervisor/manager’s
approval is required), and attendance at each session is required of all academy participants. Visit the
My Development tab in Atlas for more information and to apply to the Leadership Academy program.
Competency: Alignment, Communication, Creating a Culture for Employee Success
6 Hours CRN ilt_lead_0154_cel
The focus of this introductory workshop is three-fold. First, participants will be welcomed and “inducted” into the cohort
through a variety of activities and discussions designed to reduce barriers and open communication. Ground rules for the
cohort will be discussed, established and formally agreed upon. Second, participants will be introduced to the Cornerstones
of Excellent Leadership. These Cornerstones include: Introspection and Reflection, Creating a Trusting Environment, Creating
Support Systems, Building Strategic Relationships, Effective Communication for Leaders, Fundamentals of College Governance,
Developing Conversation and Conflict Management Skills, and Embracing Change. Finally, participants will examine top
leadership theories and create a personal reading list for the academy.
6 Hours CRN ilt_lead_0135_ir1
Although attributed to numerous ancient scholars, the adage to “Know thyself” has long been held as an essential practice
of leadership and understanding others. It is understood that in order to know or understand others’ behaviors, thoughts and
ideas, an individual must first understand himself or herself. And thus, the “Introspection and Reflection” workshop will focus
on understanding oneself as a leader and member of the college community. In the first of the two-part series, participants will
create an action plan for further self-discovery and leadership development.
Workshop 1: building our Leadership team
Workshop 2: Introspection and Reflection

35
6 Hours CRN ilt_lead_0135_ir2
The study of self is continued in this third workshop setting. Before attending the workshop, participants will experience both
the DiSC assessment and the StrengthsFinder assessment. In the workshop setting, the group will dive deep into the meaning
and relevance of these assessments for the individual and for relationships with colleagues. Through focused conversation
and activities, participants will finalize an action plan for personal and professional development, including the qualities and
qualifications for mentor selection.
Competency: COLlABORATION
6 Hours CRN ilt_lead_0161_css
The workplace has evolved to include unprecedented expressions of diversity, complexity and opportunity. Navigating
these challenges is made easier through developing a strong support structure. In this workshop, participants will examine
generational, gender and cultural differences, and consider the impact of these differences on the college community. Finally,
the workshop will conclude with a Mentor/Mentee Mixer where participants will introduce their mentor to the group.
Competency: Creating a Culture for Employee Success
6 Hours CRN ilt_lead_0186_dte
Trust is the fundamental underpinning by which all leaders (regardless of title or position) are able to affect change and sustain
strong performance. Participants will explore the nature of trust and will engage in a thorough discussion of the assigned text.
Additionally, the group will explore trust breakers, trust builders and the importance of authentic and honest discussions of trust
with others.
Workshop 3: Introspection and Reflection, Part II
Workshop 4: Creating a Support Structure
Workshop 5: Developing a Trusting Environment
6 Hours CRN ilt_lead_0154_ecl
Excellent leaders communicate clearly, concisely and consistently with their colleagues. In this workshop, participants will
focus on effective communication behaviors and strategies. They will receive an overview of the importance of communication,
understanding communication styles, uncovering “hidden” messages and nonverbal communication. Additionally, participants
will engage in a videotaped interview and will be coached as they examine their interview tape to improve specific
communication behaviors.
Workshop 6: Effective Communication for Leaders

36
Leadership and Change Management THE Leadership ACADEMY (Cont.)
Competency: Alignment, Planning
6 Hours CRN ilt_lead_0196_nvf
Effective leaders understand the formal and informal decision-making structures inherent in their organization. This module
will expand participants’ knowledge of the college governance process, budget process and communication structures. The
workshop will be held on the same day as a District Board of Trustees meeting which attendees will visit together. Additionally,
participants will be asked to visit at least two other college governance meetings (a list of options will be provided) in the
months preceding this workshop. After the board meeting, the group will convene to discuss the governance structures and
have a presentation on fund accounting and budgeting from a member of the finance team.
6 Hours CRN ilt_lead_0154_dcc
As The Leadership Academy nears conclusion, participants will be ready to experience through first-hand practice several
models of communication, conversation and conflict management. In this workshop, participants will be exposed to discussion
planners, AID, GROW, Crucial Conversations, plus influencing and persuasive communication behaviors. The workshop will
explore communication and conflict strategies in light of DiSC, StrengthsQuest and other inventories, and participants will also
develop concrete plans for future conversations. The workshop will feature extensive role playing and practice opportunities.
Workshop 8: Navigating Valencia—Fundamentals of College
Governance
Workshop 9: Developing Conversation and Conflict
Management Skills
Competency: Collaboration
6 Hours CRN ilt_lead_0161_bswr
Valencia operates on the premise that collaboration improves organizational functioning and decision-making. However,
building, sustaining and managing working relationships can be a challenge for individuals throughout the organization. In
this workshop, participants will examine principles of collaboration and team work. The group will explore Patrick Lencioni’s
book, “The Five Dysfunctions of a Team.” Additionally, the participants will experience a team simulation exercise designed to
emphasize the need for effective team work.
Workshop 7: Building Strategic Working Relationships

37
Competency: Adaptability
6 Hours CRN ilt_lead_0124_ec
Change is one of the constant “hot topics” in leadership development. Understanding, embracing and facilitating change
is a requirement for any leader, regardless of organizational position. In this workshop, participants will explore the nature
of change, potential pitfalls and strategies for implementing change effectively. Participants will examine a matrix for
understanding the notion of control in the change process and will learn strategies to be change agents in a collaborative
college culture. The workshop will feature a “World Café” conversation model for examining the readings.
Workshop 10: Embracing Change
6 Hours CRN ilt_lead_0154_lbp
In this final and culminating seminar, participants are given the assignment to select a leadership biography on someone
who inspires them or whose life has meaning for them. They then have the task of putting together a presentation to share
with the group, that combines elements from that biography that relate to their own personal journey of going through The
Leadership Academy.
Workshop 11: Leadership Biography Presentations and Academy
Wrap-up

38
SkillSoft Leadership Advantage: This leadership development program is
comprised of a collection of assets thoughtfully selected and organized by leadership experts.
Targeted at mid-to-upper level managers, aspiring administrators, leaders and other high
potential employees, each learning track offers a combination of learning assets providing
multiple modes of instruction, including text, video and interactive practice activities to keep
the learning quick and easy, as well as engaging. Each SkillSoft Leadership Advantage learning
track targets a key leadership or management competency like innovation and creativity,
collaboration, negotiation, finance, teamwork or strategic thinking.
Building and Leading Teams
Self-paced CRN sla_02_a23_sla_enus
Team leadership is a competency that most
managers continually seek to improve. Because the
work environment is so complex, teamwork is often
required to achieve key corporate goals. Employees
participate in work teams, temporary teams, virtual
teams and on-site teams. They work interdependently
and often cross-functionally to meet goals and
objectives together. As a team leader, you can help
build teams that are grounded in a solid foundation
for teamwork and performance. Teams require special
leadership through the building and forming stage,
and once trust is developed the team can really “take
off.”
• Appreciate the benefits, qualities, and challenges of
teams
• Build teams with shared objectives, goals, and
practices
• Create a trusting environment that facilitates
teamwork and team performance
• Provide leadership to obtain commitment and
participation, communication and healthy conflict,
and accountability and results
Leading Change
Competency: Planning
Some say that workplace change has become so
common that it is the “norm” and we should all know
how to do it by now. Not true! Change is a complex
phenomenon that occurs in the midst of a multitude
of priorities and relationships which require skillful
leadership of process and people.
• Set the stage for change in your organization
• Follow steps to make change happen in your
organization
• Lead people in the change process
Leader as Motivator
Competency: MANAGE PERFORMANCE
Motivation is a complex and multi-faceted topic.
While motivation is solely individual in nature,
your organization’s workplace and leaders create
environments where individual motivations can be
met. Unmet needs and demotivators lead to a lack of
performance and decreased productivity that today’s
businesses can’t afford. Our ever-changing workplace
may seem fraught with motivational challenges,
especially when financial rewards may not be plentiful
or when generational differences collide. But one
thing is true across all years and business situations
(as long as people perform the work): Personal
motivations and desires will move people to action.
When you appeal to these motivations, you will reap
the benefits of both performance and satisfaction.
• Recognize the value of motivation in the workplace
and distinguish different motivations
• Use motivational approaches when playing a
leadership role
• Manage motivational challenges
Leadership and Change Management

39
Leading Innovation
When you lead innovation, you are balancing a
unique dynamic. On one hand, you must be willing to
challenge your conventions and abandon old ways of
doing things, even when the future is unfolding and
uncertain. You must decide what to focus on and to
what intensity. You must also execute innovation—
strategically—anticipating and dealing with obstacles
that, when properly managed, may even further your
innovation quests.
• Define the mindset and culture for innovation in
your organization
• Recognize innovation opportunities across a variety
of types
• Use a strategic process to execute innovation
Strategic Thinking
No business can grow and succeed without a
strategy. It is not enough to simply tackle problems
and react to day-to-day demands. Strategic thinking
requires scanning the environment and understanding
what is changing in relation to what you know about
your company. It requires envisioning what could
be possible and how those possibilities interrelate
in a system. Patterns and relationships emerge that
help to formulate ideas for planning, innovating
and decision making. When you are thinking
strategically, you are also involving others, building
on ideas, reframing perceptions and making sense of
complexity in the face of change. Strategic thought is
not only creative and adaptive but also incorporates
logic and practical knowledge to create a balanced
approach.
• Appreciate the value of strategic thinking in the
workplace
• Recognize the attributes that comprise strategic
thinking
• Develop competencies to become a strategic
thinker
• Participate in strategic thinking activities
• Incorporate strategic thinking into your leadership
role and activities
Leading Organizational Vision
Competency: Communication, Creating a Culture for
Employee Success
If you want to execute change, get the best talent,
and be viewed by customers as innovative and
responsive, you must have a vision. A vision is much
more than just a motto or a tagline; it’s a beacon and
a catalyst for action and direction. Without a vision,
you have no sense or hope of the possibility for the
future. It’s the leader’s role to ensure the organization
has a realistic, powerful and shared vision. But
that’s not enough. The leader must also ensure the
communication of the vision is effective enough to
energize and mobilize people to be a part of making
the vision come true.
• Recognize vision as a powerful catalyst for success
• Create a realistic and powerful vision that can be
taken into action
• Use communication skills and techniques to create
a shared vision
Managing Performance
Competency: Manage Performance
Performance management is both a process and a
strategic catalyst. As a process, it ensures employee
goals are linked to company vision and direction,
and that employees receive guidance and direction
in meeting those goals. It provides a mechanism for
evaluating progress and giving timely, constructive
feedback. It’s a way of ensuring individual results and
recognition. While performance management requires
scheduled steps and reviews, it need not be tedious if
you truly engage people in the process of doing their
part and doing their best.
As a strategic catalyst, performance management
sparks the skills and talents of a company’s workforce
and focuses that energy in very specific and tangible
ways. It activates a company’s vision through the
engagement of the efforts of people.
• Apply the five components of an effective
performance management process
• Use effective practices in managing various levels of
performance
• Recognize the effective use of feedback when
managing performance

40
Developing People
Competency: Creating a Culture for Employee Success,
Manage Performance
Developing people is a key responsibility for leaders.
It’s also a productivity tool. When your organization
consists of motivated, competent people, you can
devote your time to continued development and
performance—of your people and of your business.
Developing people is dynamic. Business is continually
changing and people bring different motivations
and skill sets to the table. As a leader, you have the
opportunity to make a difference in how effectively
people’s talents align and grow to meet your
company’s future success.
• Play a leadership role in developing people
• Motivate people through engagement,
encouragement and empowerment
• Focus the work efforts of people to enhance
performance
• Meet challenges associated with generational
differences, top performers and poor performers
Delegation
Competency: Manage Performance, Planning
When your workload reaches a point where it seems
to take more time to delegate than it does to “do it
yourself,” you know you are on shaky ground. Leaders
and managers must delegate in order to execute
strategies and build strong teams. When you create
a delegation-ready work environment, you make the
important matches between people and assignments,
building their confidence as well as freeing up your
time to perform in your leadership role.
• Apply the five components of an effective
performance management process
• Use effective practices in managing various levels of
performance
• Recognize the effective use of feedback when
managing performance
Coaching
As the practice of coaching grows within
organizations, managers and leaders must rise to the
challenge to adopt coaching roles. This means being
able to identify the purpose and context for each
coaching intervention. Building a solid foundation
for coaching also requires establishing rapport and a
positive relationship that will support the challenges
associated with growth and change. Setting goals
is a requirement for coaching, but facilitating the
achievement of those goals is even more essential.
This requires skill in delegation, feedback, motivation
and the ability to sustain commitment and
momentum through the process.
• Recognize the benefits of coaching to your
company and your employees
• Build a foundation for coaching success through
purpose, assessment and rapport
• Facilitate coaching activities using delegation,
feedback and motivation
• Face coaching challenges with confidence and
resources
Goal Setting
Goals do more than just help get tasks accomplished.
Goals help you perform at your best and develop new
and different capabilities. Without goals, mediocrity
can settle in and prevent personal and professional
achievement.
Having goals isn’t enough, however. You have to make
them SMART so that they’re specific, measurable,
achievable, relevant and time-bound. You’ll also want
your goals to be strategically aligned, so that your
hard work is continually serving your organization’s
vision, mission and strategies. Setting goals is a
process and a set of skills that can be applied to
numerous work activities, including performance
management, coaching and personal mastery. When
you learn how to set goals effectively and make them
work for you, the possibilities for applying them will
multiply.
• Recognize the types of goals and what makes them
attainable
• Position goals in a strategic, intentional framework
• Make goals work for you by assessing risk, priorities
and the need for flexibility
• Apply goal setting to performance management,
coaching and personal mastery
Leadership and Change Management SkillSoft Leadership Advantage (Cont.)

4141
Eva Alipieva
Career Advisor,
Student Services

42
Hiring New Employees
Planning
The opportunity to hire a new employee is a chance
to contribute to your organization’s success. It’s an
opportunity to add to the talent of your team and
to increase your effectiveness as a leader. Don’t
take the hiring process lightly. Most managers
know the pain of making a “bad hire” that creates
stress and decreases—rather than increases—your
productivity. The conscientious effort of hiring is only
the beginning for your newly hired employee, who
will look to you for guidance and direction in the
fulfillment of all you’ve discussed and explored in the
hiring process.
• Adopt a leadership role in hiring new employees
• Identify job requirements and competencies to
assist in searching for and screening potential
employees
• Plan questions and approaches for effective
interviewing
• Evaluate candidates based on relevant data and
information
New Managers Transitions
Competency: Communication, Manage Performance
Transitioning into a management role might be one
of the most challenging organizational changes.
As an individual contributor, you’re responsible for
meeting your goals and supporting your department
and company. The same is true for managers, but
the expectations are larger and the nature of the
work is more complex. As a manager, you must align
the work of your team with the expectations of the
organization, and take a genuine interest in helping
the people on your team meet those expectations.
This requires organizing work and setting and
managing SMART goals at the team and individual
level.
• Adopt a positive and productive frame of mind for
managing
• Set the stage for managing performance of a work
group and its members
• Model effective communication skills and use
appropriate communication methods
• Face challenges of building trust, decision making
and dealing with difficult situations
Giving and Receiving Feedback
Competency: Communication, Manage Performance
Feedback is both a gift and a critical business
practice. When given with purpose, focus and logic,
it can help us see what others see and what we
cannot see ourselves. In this Leadership Advantage
course, authors and business leaders talk about
the importance of asking for, giving and receiving
feedback. Even as the business world continues to
change and become more virtual, global, diverse
and multigenerational, the feedback process must
retain integrity. As a manager, it’s your job to ensure
feedback is positive and productive.
• Understand and appreciate the business,
communication and personal growth purposes of
feedback
• Give and receive different types of feedback
• Use a logical process to deliver feedback
• Consider special circumstances associated with
feedback
Managing Diversity
Manage Performance
A diverse workforce is a reflection of our changing
world and marketplace. In the past, the concept of
diversity was quite narrow—people thought that
diversity applied to gender and race only. While these
are certainly two key dimensions of diversity, they
are only part of what constitutes today’s perspective
on diversity. Today, diversity means differences and
similarities across internal, external and organizational
levels. As a leader, your diversity management efforts
will take place on many levels—in your own self-
awareness, how you listen to and respect others, and
in your ability to meet strategic needs with diversity.
• Recognize the business drivers and benefits of
diversity
• View diversity from a perspective of learning and
effectiveness
• Play a leadership role in meeting diversity
challenges

43
Attracting and Retaining Talent
Competency: Creating a Culture of Employee Success,
Planning
To attract talent from today’s multigenerational
pool, organizations must use both traditional and
novel approaches. The Internet and social media
have made recruitment as wide open as any web
search. Organizations must define their jobs and
competencies and showcase their abilities to
demonstrate alignment, engagement, flexibility and
opportunity. Attracting and hiring talented employees
is only the beginning. Retaining talent requires
organizations to have an engagement strategy that
ensures talent investments are protected. In today’s
diverse and changing world, flexibility and the
opportunity to learn and develop are highly valued.
Make the efforts to attract and retain talent and you
may become not only an employer of choice, but also
a stronger organization on all fronts.
• Recognize the need for strategic talent
management
• Develop characteristics representative of employers
of choice
• Use various approaches to attract talent in a
multigenerational workforce
• Retain talent through alignment, engagement,
flexibility and opportunity
Dismissing an Employee
Even if you’ve hired someone you thought was
the right person for the job, and worked with the
employee to establish goals and expectations,
problems with performance or misconduct can
occur. Efforts to remedy the problems may fail
and, when they do, you may face the possibility of
dismissing an employee. Whether your company
uses a traditional progressive discipline approach or
a positive discipline approach, you’re responsible for
playing an active role in executing and documenting
improvement efforts.
• Be proactive in preventing and preparing for
dismissals
• Recognize approaches to discipline
• Use a process for dismissing an employee for
reasons of performance, misconduct or reductions
in force
• Appreciate the perspectives of the employee,
manager and remaining team members
Managing Conflict
Competency: Communication, Manage Performance,
Creating a Culture for Employee Success
While there is no “one size fits all” approach to
managing conflict, one thing is certain: conflict will
occur. Despite the inevitability of conflict, many
managers are ill-prepared to handle it effectively.
Managing conflict is more than resolving conflict.
It is a management practice, not just a reaction
to a dispute. Because conflict exists on a wide
continuum—from potentially very positive to very
negative—it is up to you to create a work environment
with an optimal level of conflict. Whether you are
coaching others to resolve their conflicts, engaging
or confronting directly, the goal is to seek win-win
resolutions whenever possible.
• Understand causes and perspectives related to
workplace conflict
• Establish and use conflict as a positive and
productive force in the workplace
• Use a consistent process to facilitate conflict
resolution
• Actively engage with others to manage conflict and
resolve issues

44
The Emotionally Intelligent Leader
The demands, changes and challenges presented to
you and your coworkers every day create a multitude
of opportunities to react emotionally. Just think of
the many isolated—and related—events that quickly
trigger an emotion, spark an interpretation, create
a feeling and pave the way for a response. As a
leader, people are watching you, and they will take
your cues for how you use emotions intelligently and
competently. In developing emotional competence,
you inevitably increase your leadership competence.
Remember that the “differentiator” between a good
leader and a great leader is the emotional quotient—
your awareness of yourself and others, which opens
the door to good decisions and productive business
relationships.
• Recognize the basic elements of emotional
intelligence and appreciate the value of it in the
workplace
• Identify the skills and behaviors associated with
emotional competence
• Create a development plan to increase emotional
competence
Influence and Persuasion
Competency: Collaboration, Communication
You don’t have to be in a position of power to
influence and persuade. Even if you are, it’s not
enough. If you want to be a skilled influencer and
persuader, you must first set the stage. This means
having credibility and getting to know those whom
you want to influence. Appealing to individual
interests as well as organizational needs will open
the door for you to be able to make your case. When
you have effectively set the stage, appealed to your
audience and made your case, you are in a good
position to ask for agreement and commitment. Use a
plan of action and some closing statements to get the
commitment you need.
• Recognize the role of influence and persuasion in
organizations
• Use a process for influencing and persuading that
sets a stage, appeals to your audience, makes your
case, and gets commitment
• Apply persuasive techniques to advance your
efforts to influence and persuade
Listening
Leadership actually starts with listening. You need
to listen to your customers, your senior team
members and your employees in order to develop
strategies. As you execute strategies, you must
stay motivated and disciplined to listen to how
your team is progressing, and be interested in their
accomplishments and developments. Listening
requires more than just motivation, however. It’s a skill
that requires concentration, using the active listening
process. Good listeners go beyond active listening by
making sure they fully understand the message and
let the speaker know they do. This is comprehension
—the art of using feedback and questions to ensure
understanding.
• Recognize the challenges and benefits of being a
listening leader
• Use motivation, concentration, and comprehension
to facilitate the listening process
• Overcome listening challenges with confidence and
skill
Leading Effective Meetings
Planning
If meetings are problematic for you and your co-
workers, make them better! Consider whether your
objectives need a meeting or some other form of
communication or action. If a meeting is needed, take
the time to plan and prepare. Invite the right people
and craft an engaging agenda that will meet your
objectives. Your meeting agenda should include a
strong beginning, a period of work where discussions,
solutions and decisions occur, and sufficient time
to close the meeting with actions and agreements.
Effective meetings require more than just well-crafted
agendas. Facilitation skills are essential in order to
move the meeting process along and deal with the
inevitable “people issues” that arise. As you practice
meeting leadership skills, you serve as a role model
for others. In time, you can change the meeting
culture in your organization to be efficient, motivating
and productive.
• Recognize the challenges and benefits of having
effective meetings
• Prepare yourself and your participants for a positive
meeting experience
• Facilitate people and process issues to achieve
meeting objectives
• Conclude meetings on time and with appropriate
action and evaluation

45
Negotiating
Competency: Communication, Collaboration
Because it’s almost impossible to accomplish work
alone, negotiation is an essential business reality.
It not only helps you get what you want and need,
but it sharpens your focus and builds relationships.
Negotiation is, however, not without its challenges,
unintentional errors and possible traps. To use
negotiation to your advantage, you must follow a
process that begins with being fully prepared before
sitting down at the bargaining table and reaching
agreement. Preparation is the key to successful
negotiation, as it helps you define your own goals
and those of others. Collaborating is favorable to
achieving “win-win” outcomes, but there are times
when you must use persuasion or compromise to
reach an agreeable outcome.
• Recognize the benefits and challenges of
negotiating
• Follow a process for negotiating that includes
preparation, bargaining and agreement
• Use negotiation styles and skills to meet
opportunities, face challenges and avoid traps
Communicating Bad News
Competency: Communication, Creating a Culture for
Employee Success
Leaders and managers are responsible for learning
how to communicate bad news and are often the
primary conduits of this type of news. Whether the
news is performance-related or more situational
bad news, following a process helps to ensure your
communication is prepared, delivered and monitored
in a manner that demonstrates leadership. When you
use a process combined with assertive, authentic and
emotionally intelligent behavior—you have a recipe
for a successful communication of bad news.
• Recognize the leader’s role in communicating bad
news
• Create a work environment that facilitates the
delivery of bad news
• Follow a process to deliver bad news related to
performance and everyday situations
Managing Upward Relationships
Competency: Communication, Planning
“Managing up” doesn’t mean putting on airs or
manipulating others. As a manager, it’s part of your
job to build positive upward relationships. After all,
work is accomplished through people, and building
strong, trusting relationships makes everyone’s job
more productive and enjoyable. Whether you’re
developing relationships up, down or across the
organization, you’ll benefit by perfecting the skills of
being accountable, authentic, respectful and polite.
These are skills you can learn and polish throughout
your career.
• Take responsibility to establish mutual expectations
with your manager
• Understand how trust, power, politics and work
styles influence upward relationships
• Demonstrate authenticity, accountability and
respect when managing “up”
Ethics, Integrity and Trust
Trust is vital in all aspects of our lives—relationships,
work, home, community—but trust is not established
overnight. Trust at work means people can conduct
business together in safe and productive ways. Trust
in the workplace promotes teamwork and sharing
of ideas. It allows for mistakes and forgiveness, and
for the fostering of learning. Trust can make strategy
and execution come alive. Lack of trust can put a
damper on even a well-crafted strategy and plan
for execution. There are economic outcomes based
on trust. When trust is up, speed is up and costs are
down. When trust is down, speed is down and costs
are up.
• Recognize the business value of ethics, integrity
and trust
• Apply ethical practices to business challenges and
decisions
• Develop behaviors to build trust at organizational
and personal levels
Accountability
The desire for accountability in the workplace has
grown alongside the expectations for business
performance. Accountability is essential, especially
in today’s business environment where people are
working in virtual teams on multiple, fast-moving
projects.
• Differentiate between accountability and
responsibility
• Recognize the value of accountability in the
workforce
• Increase personal accountability
• Manage accountability challenges

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