Development Plan Guide Submission For Review


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Development Plan Guide Submission For Review

  1. 1. REF Act h * MERGEFORMAT Development Plan Guide<br />To assist you as you create and implement developmental action plans for your teams, a list of HVHC’s values where development may be needed is provided by competency. Each value is then subdivided to help you target the specific area where growth is needed. Go to page number listed for specifics. Exercises, which can be added to action plans or performance reviews, are available for each listing. These include practical steps that help the associate take an active role in their development; however, some scenarios may need to be modified to fit specific developmental needs. Work with your Human Resources Manager to find the best exercise, e-learning, seminar, and/or book option. He/she is able to find options beyond those listed which meet your specific needs. Leadership Coach and Develop Others PAGEREF Coach p h on page 4Build Talent PAGEREF Build p h on page 4Speak with Impact PAGEREF Speak p h on page 27Listen Actively PAGEREF Listen p h on page 6Write Effectively PAGEREF Write p h on page 7Learn Continuously PAGEREF Learn p h on page 8Manage Conflict PAGEREF Conflict p h on page 9 Lead Courageously PAGEREF Lead p h on page 10Manage Change PAGEREF Lead p h on page 10Analyze Issues PAGEREF Analyze p h on page 12Show Adaptability PAGEREF Show p h on page 12AccountabilityManage Execution PAGEREF Focus p h on page 23Act Strategically PAGEREF Act p h on page 21Build Realistic Plans PAGEREF Realistic p h on page 7Employ Financial Acumen PAGEREF Employ p h on page 23Make Sound Decisions PAGEREF Make p h on page 8PeopleEngage and Inspire PAGEREF Engage p h on page 25Establish Relationships PAGEREF Establish p h on page 15Influence Others PAGEREF Influence p h on page 27CultureIncrease Cultural Competence PAGEREF Increase p h on page 14Promote Collaboration and Teamwork on page 15Foster Open Communication PAGEREF Foster p h on page 25Innovation & CreativityLeverage Innovation PAGEREF Leverage p h on page 28Show Drive and Initiative PAGEREF Drive p h on page 29IntegrityEstablish Trust PAGEREF Trust p h on page 14e-Learning OptionsComputer based, self directed learning. Approximately $100/course.QualityFocus on Customers PAGEREF Focus p h on page 23Manage and Improve Processes PAGEREF Focus p h on page 23Seminar OptionsSeminars options in most major cities. Prices start at $100.Book Options Relevant books which may be used for individual or group reading.<br />Leadership Coach and Develop OthersFollow all steps of COACH and SKILL Assess your coaching skills and styleBuild trusting coaching relationshipsGet associates excited about developmentAccurately identify strengths and development needsHelp people assess their skillsUse GAPS to identify top priority objectives Goals/values, Abilities, Perceptions and Success Factors Help people create effective development plans using SMART goalsTeach people an effective development processCreate an effective learning environmentBe a strong role model for developmentTailor coaching to each individualDiscuss relevant feedback with othersUse 360-degree or multi-rater feedback tools Provide developmental assignmentsShow interest in associates’ careersAddress performance concernsRecommend training programs, readings, and other resourcesHelp team members help each other with developmentExercise ExamplesWhen you are coaching, show consistency between your words and your actions by asking for realistic commitments from associates and demonstrating follow-through. Encourage associates to network to find others who have the skills or knowledge they wish to learn. Pair stronger associates with associates that have developmental needs. Build mentor or role model relationships between individuals at different stores.Encourage associates to talk to each other about what they learned from their mistakes. Back up your words with willingness to talk openly about your own mistakes.Ask other trusted coworkers and/or your supervisor to evaluate your coaching style. Do you seem friendly and approachable, or do you seem intimidating and gruff? Do you ask open-ended questions or do you tell associates how to do things? List specific behaviors that people use to describe you.Seek associate input throughout the coaching and development process. Whenever possible, use ASK, LEAD, TELL to help the associate self discover opportunities and ways to improve.Seminar OptionsTrain Up – http://www.trainup.comHow to Excel at Managing and Supervising PeopleThe Conference on Leadership Development and TeambuildingLeadership: Be the Leader Others Want to Follow!Team-Building, Mentoring, and Coaching Skills for Managers & SupervisorsCoaching and Teambuilding Skills for Managers and SupervisorsFind a Seminar – http://www.findaseminar.comGeneral Management – People ManagementGeneral Management – Coaching/Mentoring/Counselinge-LearningCreating a Strong Leadership Team (Second Edition) Developing and Leading an Effective Team (Includes Simulation) Providing Effective Feedback (Second Edition) Effective Management: Cultivating Great Teams Performance Management (Includes Simulation) Setting Performance Goals and Expectations (Second Edition) BooksCoaching for PerformanceCoaching for Commitment: Interpersonal Strategies for Obtaining Superior Performance Action Coaching: How to Leverage Individual Performance<br />Leadership Build TalentPromote the organization externally as an attractive place to workUtilize a variety of recruiting resources and strategiesImprove the interview processUse multiple interviewsIncrease your interviewing effectivenessWork and follow up with new associates to ensure their success Apply knowledge of what motivates associates to create a retention strategyIdentify and develop associates who are ready for promotionAddress issues and concerns of the current and future workforceMake promotional and reward decisions based upon performance Shape roles and assignments in ways that leverage capabilitiesUse performance management to develop and improve performanceEnsure effective processes are in place to evaluate capabilitiesIdentify required capabilities and skill gaps within teamProvide feedback, coaching, and guidancePromote sharing of expertise and free flow of learningHold subordinate managers accountable for associate development Exercise ExamplesUse each interaction with potential associates as an opportunity to recruit them and get them excited about working with the company.Ensure that each interaction shows you and the team in a positive light: return phone calls timely, put candidates at ease when they arrive, clearly describe the interview process.Talk with associates that were recently hired to get feedback on the recruiting, interviewing, and entry process. Listen carefully as they describe their experiences and reactions, and look for ways to improve the process.Ensure consistency between the image of your store, what you are trying to promote externally, and the experience of associates and customers by seeking feedback from applicants, associates and peers. Listen carefully for feedback that indicates a need for changes within the store before you work on building its external reputation.Seminar OptionsTrain Up – http://www.trainup.comThe Conference on Leadership Development and TeambuildingThe Talent Dilemma – Strategies to Win the Talent WarTeam-Building, Mentoring, and Coaching Skills for Managers & SupervisorsFind a Seminar – http://www.findaseminar.comGeneral Management – People ManagementTalent Managemente-LearningCreating a Strong Leadership Team (Second Edition) Effective Management: Cultivating Great Teams BooksWinning the Talent Wars: How to Build a Lean, Flexible, High-Performance WorkplaceTalent Force: A New Manifesto for the Human Side of Business<br />LeadershipSpeak with ImpactPrepare and deliver clear, well-organized presentationsAdapt content and level of detail to your audience Speak effectively in front of a groupDemonstrate poise in front of a groupUse a smooth, polished delivery styleSpeak with enthusiasm and expressivenessSpeak clearly and conciselyGet your point across when you’re speaking Actively engage the audience’s interests Gauge audience reaction and make appropriate adjustments Use nonverbal behavior to emphasize key pointsUse audiovisual aids smoothly and effectivelyUse humor effectively in group discussion and presentationsAnswer questions clearly and conciselyExercise ExamplesWrite down situations in which you believe you do a poor, adequate, or excellent job of speaking. Ask your coworkers, manager, and/or friends to rate you in those categories. Compare their perceptions to your assessment. Are there similarities? What are your strengths? What would you like to improve?Before you have a store meeting, make a list of how associates will benefit from what you are going to share with them. Show how it connects to other initiatives, both present and future. If you can, tie your idea or solution to an already acknowledged problem.Be concise about your key messages when speaking at a meeting. Prepare by writing each message in a sentence of five to eight words. Then elaborate on it with two or three sentences. Use your notes at the meeting.Once you have made your point at a meeting, ask listeners for their reactions. Are they talking about your main point? Was it clear? This will give an opportunity to restate your point more clearly if necessary.When speaking to a group, if you sense that your audience is lost, pause after you finish your point. Briefly recap what you have said so far, using simpler language or less detail.Seminar OptionsTrain Up – http://www.trainup.comHow to Become a Better CommunicatorHow to Communicate with Tact & ProfessionalismFind a Seminar – http://www.findaseminar.comCommunication –Speaking Skillse-LearningBasics of Effective Communication (Second Edition) Presentation Skills (Second Edition) Communicating Clearly (Includes Simulation) Effective Management: Communicating Successfully Presenting Your Ideas Effectively (Includes Simulation) BooksPowerful Conversations: Howe High Impact Leaders CommunicateSpeak Up with Confidence: How to Prepare, Learn, and Deliver Effective Speeches <br />Leadership Listen ActivelyEvaluate your current listening skillsListen willingly to other associates’ concernsDemonstrate genuine interest and empathy when you listenExhibit appropriate nonverbal behavior to show receptivityListen carefully to inputAsk questions to clarify other’s point of viewListen actively, reflect, and summarize other’s commentsInterpret nonverbal messages Listen patiently to others without interruptingListen well in groupsExercise ExamplesAssess your typical behavior when you listen to associates or customers. Do you frequently interrupt the speaker; show impatience; suggest a solution before the problem is fully explained; or spend more time talking than listening? Practice listening actively – allowing the speaker to finish their thought before contributing your ideas.Solicit feedback on your listening skills from coworkers, your manger, and/or friends. Choose people who will give you the unvarnished truth. Find out how effectively you listen to individuals both one-on-one and group settings. Review the feedback you received. What patterns do you see?Identify people who are skilled listeners and watch them in action. Take note of how they convey interest and empathy. What are their nonverbal actions? What questions do they ask? How do people respond to them?Seminar OptionsTrain Up – http://www.trainup.comManagement and Leadership Skills for New Managers Team-Building, Mentoring, and Coaching Skills for Managers & SupervisorsMaking the Transition from Staff to SupervisorFind a Seminar – http://www.findaseminar.comCommunications - Listening SkillsGeneral Management – Interpersonal Skillse-LearningBasics of Effective Communication (Second Edition) Communicating Clearly (Includes Simulation)Effective Management - CommunicationBooksListen Up! How to Communicate Effectively at WorkShut Up and Listen: The Truth About How to Communicate at Work<br />LeadershipWrite EffectivelyDefine the purpose of your document/memoPrepare persuasive written materials that provide a solid rationale for your positionAdapt written communication to the audienceUse the appropriate format for your messageClearly express ideas and concepts in writingWrite in a constructive and professional mannerPrepare written materials in a timely and efficient wayUse style effectivelyFollow the basic rules of grammarBe familiar with the parts of speechAvoid common mistakes in writingEdit your documentsReview and constructively edit written works of others Write compelling e-mails that people want to readExercise ExamplesPinpoint precisely what you are trying to persuade people to think or do. State your topic in a single word or a phrase. Find your purpose by asking “What about (your topic)?” Write your purpose in a complete sentence. Be concise and focus on the issue. If you have a hard time deciding what to include, make two columns on a page. On one side, list the necessary information; on the other side, list information that would be “nice to have”. This will help you identify the critical points.Ask several experienced coworkers for feedback on how clearly you write. Are you too wordy? Do you include unnecessary information? Determine the top two things you could do to improve your writing and start practicing them.Start with a simple outline. Write your topic, your purpose, and your key messages. Seminar OptionsTrain Up – http://www.trainup.comBusiness Writing and Grammar Skills Made Easy and FunBusiness Writing Basics for ProfessionalsFind a Seminar – http://www.findaseminar.comCommunications - Writing Skillse-LearningPersuasive Business Writing (Includes Simulation) BooksBusiness Grammar, Style & Usage10 Steps to Successful Business Writing<br />LeadershipLearn Continuously Identify your core values and motivatorsConvey a clear sense of your core values and motivators Lead with values such that others will respect and follow youKeep current on changing work experiencesSet development prioritiesPursue ways to develop and apply specific skillsMake your learning more efficientGet the most out of readings and seminarsView mistakes as learning opportunitiesAnticipate roadblocks that could sidetrack your development Involve others in your development effortsSeek out and learn from others who are different from youSeek honest feedback and respond openly as it’s givenWork to understand and resolve conflicting feedback from sourcesWork to understand feedback that conflicts with your self-perceptionDemonstrate willingness to try new things, even at risk of failureWillingly accept challenging assignments and new career opportunitiesIncrease your knowledge in specific areas or processes Increase your knowledge of functional areasExercise ExamplesShare your values and motivators with people you trust, and who have opportunities to see your behavior in a range of situations. Discuss whether your behavior is consistent or inconsistent with your values and beliefs. You may find that your intentions are not translating into actions.Regularly assess how much time you are spending on issues and activities that support your most important values and priorities, both at work and outside of work. Plan how to close up inconsistencies between your actions and your values.Note which individuals are most valued and respected in your territory/department. Determine the skills and characteristics that they bring to their jobs and the organization.Identify your goals and values. What opportunities or experiences do you want to have in your career? What are your career goals? What are your most important goals, values and interests?Seminar OptionsTrain Up – http://www.trainup.comExcelling as a Highly Effective Team LeaderEssential Skills for the First Time ManagerThe Getting Things Done Certification Program: A Path to Personal ProductivityMaking the Transition from Staff to SupervisorFind a Seminar – http://www.findaseminar.comPersonal Developmente-LearningEffective Management: Developing as a Manager BooksWhat Got You Here Won't Get You There: How Successful People Become Even More SuccessfulPrimal Leadership: Learning to Lead with Emotional Intelligence<br />LeadershipManage Conflict Analyze your conflict management styleAddress your reluctance to manage conflictUnderstand how others react to conflictEncourage people with opposing viewpoints to express their concerns and interestsAddress and resolve conflict directly and constructively, focusing on issues rather than people Facilitate the discussion and resolution of conflicts or disagreementsExpress disagreements tactfully and sensitivelyUse active listening to reduce conflictPreserve relationships in heated or difficult situationsNegotiate effectively to achieve win-win outcomes that meet the interests of all partiesMinimize recurrent conflictResolve conflict among your associatesExercise ExamplesAsk others to give you feedback on your current approach to conflict. Also, ask for ideas on what you could do differently. Identify factors that make you reluctant to manage conflict. Write down what they might be. Use you problem-solving skills to determine what you need to do to reduce the probability of those factors occurring. Determine what the consequences might be if you allow this conflict to continue.Talk with coworkers who address conflict well. Ask how they assess a situation, what they do to make themselves address the issues, and how they keep discussion focused on a win-win solution.Each time you sense that an argument is about to begin, switch from a defensive position to a listening mode. Listen carefully to what the speaker is saying. Give the speaker your full attention, without judging the speakers statements. Use nonverbal behavior – lean forward, nod your head. Avoid yes or no questions. Periodically paraphrase what the speaker said. As the discussion progresses, determine whether your interpretations are accurate.Seminar OptionsTrain Up – http://www.trainup.comManaging Emotions and Thriving Under PressureEffective Communication Skills for Managing Conflict & ConfrontationConflict in the Workplace: Managing Relationships, Interactions and Conflicts How to Manage Employees with Bad Attitudes & Poor People SkillsFind a Seminar – http://www.findaseminar.comGeneral Management – Assertiveness TrainingGeneral Management – Conflict / Change Managemente-LearningConflict Intervention (Second Edition) (Includes Simulation)Recognizing and Managing Anger (Second Edition)Working With Difficult People (Includes Simulation) Books Crisp: Conflict Management, Third Edition: Resolving Disagreements in the WorkplaceThe Cowards Guide to Conflict: Empowering Solutions for Those Who Would Rather Run Than Fight<br />LeadershipLead CourageouslyClarify what is important to youDemonstrate the courage to do what is right despite personal risk or discomfortBe assertiveSay no when necessaryTake well reasoned stands to resolve important issuesLead others to follow through on difficult actions or initiativesChampion new ideas and initiatives Be willing to make bold yet well reasoned movesDemonstrate inspiring leadership and courage such that others want to follow youExercise ExamplesList leaders and others you admire and your reason for admiring them. Then look over your list and identify recurring themes and values. Identify which of these values you find important for your career.Practice stating assertive messages before delivering them to others. Role-play them in your mind, practice saying them to a coworker or rehearse in front of a mirror. Clarify in your own mind the difference between assertive and aggressive behavior. Observe coworkers whom you believe fall into each category. Notice how assertive coworkers look for ways both people can “win”. They listen as much as they talk. They consistently show respect for others, even when they disagree.Seminar OptionsTrain Up – http://www.trainup.comManaging Emotions and Thriving Under PressureEffective Communication Skills for Managing Conflict & ConfrontationFind a Seminar – http://www.findaseminar.comGeneral Management – Assertiveness TrainingGeneral Management – Conflict / Change Managemente-LearningWorking With Difficult People (Includes Simulation) Managing Conflict (Includes Simulation) Books First, Break All The RulesReady, Begin! Practical Strategies for Cultivating Courage<br />LeadershipManage ChangeView change as a way of lifeUnderstand how individuals and organizations react to changeUnderstand and address resistance to change Identify your role in the change process and execute it wellInvolve people in decisions that affect themLeverage the involvement of key stakeholders and opinion leadersCommunicate to help people understand the change processBe specific about the implementation processIncrease awareness of the benefits of the new initiativeMotivate others to welcome changeClarify new behaviors and what constitutes successful implementation Create opportunities to learn and practice the new behaviorsEstablish roles and structure to support changeAllow the opportunities for flexible implementation Manage the change process while maintaining operating effectivenessEstablish and use feedback processes to monitor implementation of key events and their impactExercise ExamplesIdentify what the vision or change means for your store/department. Create a clear picture of the importance and relevance of the change. Ensure that you understand the vision, rationale, and need for change so that you can effectively communicate it to your team.Ask yourself who you need to get on board to support a specific change. For each person ask yourself why is their support needed? Differentiate between support that is essential and just nice to have.Ask coworkers and/or your supervisor how they see you in relation to accepting change, managing it, and leading it. Engage them in a dialogue in order to understand their perspective.When presenting change, emphasize its benefits. When you are approaching individuals, support the change based on what you know is important to them. Identify the potential negative consequences or perceptions of the change. Determine what can be done to mitigate these perceptions or consequences. Address these concerns and offer your solutions when you communicate the change.Seminar OptionsTrain Up – http://www.trainup.comChange ManagementFind a Seminar – http://www.findaseminar.comGeneral Management – Conflict / Change Managemente-LearningAssessing Change for Managers (Includes Simulation) Implementing Change for Managers (Includes Simulation) Managing Company Change (Second Edition) Change Management for Employees (Includes Simulation) BooksLeading ChangeOur Iceberg Is Melting: Changing and Succeeding Under Any Conditions<br />LeadershipAnalyze IssuesEvaluate your analytical skillsBreak down problems into manageable partsFocus on the most critical information you need in order to understand the problemProbe and look past symptoms to determine the underlying causes of problems and issuesBecome more open to ideas and perspectivesAnalyze issues from different points of viewApply accurate logic and reasoning Recognize the broad implications of issuesIntegrate information from a variety of sources to arrive at optimal solutionsDefine reasonable alternatives to resolve problems or make decisions Exercise ExamplesWhen attempting to solve a problem, list what information or facts you would like to know in order to analyze and resolve the issue. Rank the items on your list according to how critical they are to resolving the issue.When you face an issue or opportunity, ask yourself: What is the issue or problem? When does it occur? Who is involved? What is the root cause? Build on existing knowledge to avoid reinventing the wheel. Ask coworkers: Has the organization faced a similar issue in the past? If so, who was involved and how was it handled?Ask coworkers for feedback on how well you demonstrate critical thinking skills, conceptual thinking skills, creative thinking, and intuitive thinking. In instances when you don’ demonstrate them, determine why you are being less open, flexible or positive than you want to be.Seminar OptionsTrain Up – http://www.trainup.comCritical Thinking, Problem Solving and Decision MakingBusiness Problem SolvingFind a Seminar – http://www.findaseminar.comGeneral Management – Problem Solving/Initiativee-LearningInvestigating the Problem (Includes Simulation) Defining the Issue of a Problem (Includes Simulation) Selecting the Solution for a Problem (Includes Simulation) Solving Problems Logically (Includes Simulation) BooksBusiness & Competitive Analysis: Effective Application of New and Classic MethodsRapid Problem Solving with Post-it Notes<br />LeadershipShow AdaptabilityAdapt readily to different ways of doing thingsBe flexible when you’re working with othersAdapt appropriately to completing demands and shifting prioritiesShow versatility in response to a wide range of situationsAdapt your leadership style to fit situational needsProject an appropriate degree of self-confidenceMaintain a positive outlook and sense of humor in difficult situationsDemonstrate an appropriate level of composure and patience under trying circumstancesWork effectively in ambiguous situationsDeal constructively to rejection or frustrationsLive according to your preferred life balanceUse a support network to cope with life’s changesHandle stress effectivelyExercise ExamplesAsk trusted coworkers how you typically react to shifting or competing priorities. Compare their perceptions to your own assessment of you adaptability. This will point out areas in which you could improve.When you face competing priorities, do two things: clarify what is expected of you by asking your manager and clarify what you can accomplish within the time frame. This will help you understand the parameters.Determine the business reason for being versatile in your area and identify the driving force behind the new demand or priority. Explain this to your team at a store/department meeting. Your team members will be more likely to adapt if they understand the business need for a new approach and if they can see a bottom-line benefit.Seminar OptionsTrain Up – http://www.trainup.comManagerial LeadershipManagement and Leadership Skills for New Managers Effective Time ManagementTime ManagementFind a Seminar – http://www.findaseminar.comGeneral Management – People ManagementGeneral Management – LeadershipGeneral Management – Conflict/Change ManagementGeneral Management – Time/Stress Managemente-LearningTime Management (Second Edition) BooksThe Problem Solving Journey: Your Guide for Making Decisions and Getting Results Self Leadership and the One Minute Manager : Increasing Effectiveness Through Situational Self Leadership<br />Culture Increase Cultural CompetenceAccess your beliefs about valuing diversity Increase your sensitivity to issues of culture and diversityAddress prejudice or cultural bias in yourself Seek out culturally diverse ideas and points of viewHelp people from diverse cultural background succeed Seek out opportunities to involve or integrate all associatesRecruit for and promote workforce diversityAdapt to cultural norms and expectationsRelate well to a variety of people regardless of backgroundHelp others feel accepted regardless of background Accommodate the needs of a diverse workforceFocus on the goal of valuing the individual Address prejudice and intolerant behaviors of others Exercise ExamplesIdentify the influences in your life that have affected who you are and what you believe: your nationality, ethnic origin, gender and religion: places you have lived, your education and your experiences with people from other cultures. How do these factors influence you?Ask trusted coworkers or your manager to describe how they see your culture affecting you and the decisions you make. Also ask them how their own background influences them; this could help you recognize influences in your own life.Do not let people get away with disrespectful behavior toward coworkers. Pay attention to the words and tone they use and the attitudes they indicate. Partner with HR to help you resolve these conflicts. Seminar OptionsTrain Up – http://www.trainup.comMulticultural Communication TrainingLeading Across Organizational Boundaries: Finding Common GroundHow to Excel at Managing and Supervising PeopleFind a Seminar – http://www.findaseminar.comHR Mgmt - EEO/Employee Rights/Culture Awarenesse-LearningDiversity AwarenessBooks Cultural Diversity in the WorkplaceMaking Diversity Work<br />Culture Promote Collaboration and TeamworkLink the store’s/department’s mission to that of the broader organizationFoster the development of a common visionMake the store’s/department’s mission and strategies clear to others Build collaboration by establishing, communicating, and reinforcing shared valuesPromote teamwork among groups; discourage “us versus them” thinkingProvide clear direction and define priorities for the teamClarify roles and responsibilities of team members Decide when to use a team approach for problem solvingAppropriately involve others in decisions and plans that affect themInvite and build upon the ideas and input of othersValue the contributions of all team membersCredit others for their contributions and accomplishmentsAcknowledge and celebrate team accomplishments Exercise ExamplesHold a store/department meeting to discuss the organization’s vision, goals, and strategy with your team. Ensure that your team knows and understands them. Spend time discussing the logic behind the direction and why the choices were made.Ensure that each associate has a clear set of objectives and expectations that clarify the role he/she plays in achieving team goals. It usually works best for associates to identify their perceptions of their roles and set their own goals with input from you. You as the leader can then review those, modify or add to them when necessary.Make a list of all the key decisions you made in the past month. Assess the quality and the acceptance of your decision. Would your outcome have benefited from a team approach? Look for trends, such as avoiding team involvement on certain kinds of problems or decisions.Seminar OptionsTrain Up – http://www.trainup.comThe Conference on Leadership Development and TeambuildingExcelling as a Highly Effective Team LeaderTeam-Building, Mentoring, and Coaching Skills for Managers & SupervisorsFind a Seminar – http://www.findaseminar.comGeneral Management – Team Building e-LearningSucceeding Through Teamwork in Business (Includes Simulation) Developing and Leading an Effective Team (Includes Simulation) Effective Management: Cultivating Great Teams Books Teamwork: What Must Go Right/What Can Go WrongTeamwork from Start to Finish <br />Culture Foster Open CommunicationEstablish effective communication systems and processesEncourage open exchange of information and viewpoints Provide others with access to informationUse communication methods that are appropriate to the situationShare timely updates and information with relevant parties Facilitate discussions to ensure everyone’s viewpoint is heardStructure creative ways to obtain input from othersCommunicate the message that every idea is worthy of considerationEncourage others to express their views, even contrary ones Watch the reactions of others to ensure you are communicating without intimidating othersExercise ExamplesEncourage associates to contribute ideas. When they do, listen carefully and reward them. Use their ideas or information whenever possible.Ask other trusted coworkers and/or your supervisor to evaluate your communication style. Are you open to feedback and ideas from others? Do you cut off others when they share ideas? List specific behaviors that people use to describe you.Analyze your typical reaction to outspoken associates in your area. Do you look forward to hearing their views or do you dread their presence at a meeting because you think they will slow things down or create conflict? Your reactions will determine how associates interact with you and the quality of information you receive.Seminar OptionsTrain Up – http://www.trainup.comHow to Become a Better CommunicatorLeading Through Communication: The Linkage Communication ClinicFind a Seminar – http://www.findaseminar.comCommunication –Speaking Skillse-LearningBasics of Effective Communication (Second Edition) Communicating Clearly (Includes Simulation) BooksLeadership, Feedback and the Open Communication Gap Communication Skills Profile<br />Integrity Establish TrustModel and inspire high levels of integrityEvaluate other’s perceptions of your integrityShow consistency with your principals and values Live up to commitmentsDo not undermine others for your own gainAccept responsibility for mistakesDo not distort facts with your own biases or agendas Protect confidential informationCommunicate across groups without compromising message integrityAddress questionable business practices Confront actions which are or border the unethicalAddress ethical considerations as you make decisionsAlign organizational systems and process to ethical standardsExercise ExamplesWhen asked by your team about situations, changes in policy, or other issues, give full and honest answers to tough questions. If you cannot share details, explain why. Your team will appreciate your candor.Do not make commitments you cannot keep. Make realistic time and resource estimates. If you have not had experience in an area, ask a more experienced colleague to give you estimates, and then add time to accommodate your learning curve.Identify what prevents you from keeping your commitments. For example, you might procrastinate, or perhaps you are a perfectionist. Plan a series of small steps that will help you be more consistent.When you make a mistake, figure out what you can learn from the situation. Talk to a coworkers or write it down. Try to get past merely saying, “I’ll never do it again.” Increase you understanding of the situation. For example, why did it happen, what factors led to it, and what could you do differently in a similar situation?Seminar OptionsTrain Up – http://www.trainup.comExcelling as a First-Time Manager or SupervisorExcelling as a Highly Effective Team LeaderGetting Results with out AuthorityFind a Seminar – http://www.findaseminar.comGeneral Management – Interpersonal e-LearningApplying leadership basicsBooksBuilding Trust: How to Get It! How to Keep It! The Speed of Trust: The One Thing That Changes Everything<br />QualityFocus on CustomersIdentify and anticipate customer requirements and needsRespond to customer feedback Consistently search for ways to improve customer serviceEnsure a level of customer service that differentiates you from your coworkers or competitors Provide value to customers beyond their expectationsEnsure that customer issues are resolvedDeliver on commitments to customers Hire the right people to meet customer needsTrain for customer focusSet high standards for customer serviceMeasure customer focus performance Motivate and reward excellence in customer focus Develop and provide a unified approach to servicing the customerRemove barriers so you can provide exceptional customer service Exercise ExamplesCoach your associates to use SERVE for every customer interaction.Reflect on customer service you have received at other businesses. What delighted you as a customer and what disappointed you? Apply this awareness to your own organization.At a store meeting, share customer service success stories with your team. Talk about how being flexible helps your store meet customer needs and solidify relationships.Talk with someone on your team who is known for an ability to uncover customer needs. Find out what questions this person asks, how he or she gathers information, and how you can use the same tactics.Act on the feedback/complaints you receive from your customers. Close the feedback loop by telling customers what you have done.Seminar OptionsTrain Up – http://www.trainup.comCustomer Relationship ManagementFundamentals of Customer ServiceCritical SellingFind a Seminar – http://www.findaseminar.comSales/Customer Service – Customer Relationse-LearningCustomer Service Skills (Includes Simulation) Building Strong Customer Relationships (Second Edition)Books Raving FansCustomer Mania!<br />QualityManage and Improve ProcessesDefine and communicate expectations for quality outcomesDevelop common process management tools and methodsDesignate process owners who are accountable for successful executionHelp others understand their work from a process perspective Help others understand the impact of variation and how to manage itIdentify and implement the appropriate work structures and processes to accomplish goalsIntegrate input from stakeholders to prioritize process improvementEnsure currency of process standards and process documentationIdentify ways to streamline or improve efficiency of workManage quality by using data to identify trends and track progressAnalyze process breakdowns to ensure lessons are learnedInvestigate and adopt best practices and lessons learnedExercise ExamplesWhen a problem occurs, determine whether it has occurred before and if it is likely to happen again. If the answer is “yes” or “maybe”, write down why you believe it may happen again. Solicit feedback from members of your team. Focus on three to five levels of “why” to clearly identify the steps in the evolution of the problem. Determine an improvement plan or process that addresses each possible cause. Put plans into place.Inefficient work processes lead to wasted time and effort. When evaluating if there is a smarter way to do something, start by identify duplication of efforts. Note places where the formal process is often circumvented. Highlight internal and external customer service problems. Include what is working well and examine why. Determine if steps can be eliminated or combined to save time.Seminar OptionsTrain Up – http://www.trainup.comManaging Multiple Projects, Objectives and DeadlinesThe Getting Things Done Certification Program: A Path to Personal ProductivityBasics of Effective Selling (Second Edition) Find a Seminar – http://www.findaseminar.comGeneral Management – Fundamentalse-LearningManaging Organizational Goals (Includes Simulation)Managing Projects (Second Edition) Setting Performance Goals and Expectations (Second Edition) Leading Your Team to Business Results (Includes Simulation)BooksExecution: The Discipline of Getting Things DoneReady for Anything: 52 Productivity Principles for Work and Life<br />AccountabilityManage ExecutionIncrease your impact by driving execution of strategy through and with others Develop thorough operational plans that achieve business goalsRemove obstacles in order to move the work forward and/or get efforts back on track Establish high standards of performanceHandle underperformance in productive waysIncrease the amount and scope of the work you delegateDelegate responsibility to the appropriate individualsConvey clear expectations for assignments Give people the latitude to manage their responsibilitiesHold people accountable for achieving their goalsBe accessible to provide assistance and supportMonitor progress of others and redirect effort when goals change or are not metPlan and facilitate meetings effectively to ensure objectives are metEnsure that clear guidelines agendas and desired outcomes are established for meetingsPerform process checks during meetings and redirect discussion as appropriateIdentify and address unproductive debate in meetings in order to move issues aheadFollow up after meetingsExercise ExamplesChange the definition of your work from that of an individual contributor to that of a manager. Think about or list your daily, weekly and monthly tasks. Which activities should you be completing as a manager and what is individual contributor work?Create a list of your assigned tasks/projects. Start with the deliverables (end result) and work backward. What needs to happen so you can deliver what is expected? Identify the issue/work task that interferes most with you highest-priority work. Quantify the extent to which it affects your work. Identify five ways to remove that restraint.Increase your willingness to delegate. Select an associate to do the task by appropriately matching skills to assignments. Observe the associate, including giving them latitude, monitoring their progress and coaching when necessary. Support the associate by taking action to ensure that they have what they need to complete the assignment.If others have told you that you do not delegate enough, ask what tasks they believe you should delegate. If you are unsure whether the amount you delegate is appropriate, ask others for feedback. Sometimes it is not the amount you delegate, but what tasks you delegate.Be sure that meetings have a clear purpose (to exchange information, arrive at a decision, communicate plans, etc) and agenda. You and your team need to know the purpose and expected outcome of the meeting.Seminar OptionsTrain Up – http://www.trainup.comBasics of Effective Selling (Second Edition) Find a Seminar – http://www.findaseminar.comGeneral Management – Delegatione-LearningSetting Performance Goals and Expectations (Second Edition) Book Execution: The Discipline of Getting Things Done Getting Things Done: The Art Of Stress-Free Productivity<br />Accountability Act StrategicallyGain a historical perspective about company and industryUnderstand current and future customer needsUnderstand of your competitors’ strengths and weaknessesStay abreast of key competitor actions and their implicationsIdentify competitive differentiatorsUnderstand the organization’s vision, goals, and strategiesUnderstand the role you and your area play in the business’ successConvey a thorough understanding of your area’s strengths, weaknesses, opportunities, and threats (SWOT analysis)Develop a vision and strategy for your group consistent with organizational values and goalsIntegrate organizational strategies to achieve and sustain advantagePursue initiatives to capitalize on strengths and market opportunities Identify the business processes that are key to strategy successEnsure that initiatives and priorities are integrated with one another and aligned with direction and strategic priorities of the companyCreate measures which accurately reflect the success of the strategy and execution of the processes needed to drive it Balance short term requirements with long range business plansExercise ExamplesSuccessful managers understand the role they play in the success of the business. Ensure that you thoroughly understand the vision, goals and strategies of the organization. Ask questions. Seek to understand how your department/store goals fit with the organizations goals.Be able to answer the following questions: What is the company’s strategy? Why was it chosen? How will it create a competitive advantage? What is needed for the strategy to succeed? What does my store/department need to accomplish to contribute to that success?Ask your supervisor for his or her views of what is working well in your department/store. Also, ask about opportunities for improvement. Determine the specific actions that should be taken and create a timeline for completion. Define opportunities and threats for your store/department. Analyze how you view them. Ask yourself when you should you take action?Identify the strengths and weaknesses of your team/department. Work with your HR Manager to identify the experience, skills, knowledge, and attributes necessary for success in critical roles. Identify competitors in your market. Identify how your competitors distinguish themselves. Compare your store/organization to the competitors. Identify what your store does better. Seminar OptionsTrain Up – http://www.trainup.comStrategic Planning SkillsStrategic ThinkingFind a Seminar – http://www.findaseminar.comPlanning: Strategic Planninge-LearningDeveloping and Implementing a Strategic PlanBooksStrategic Planning for DummiesStrategic Thinking: A Four Piece Puzzle<br />AccountabilityBuild Realistic PlansUnderstand your organization’s strategic visionTranslate strategic goals into specific tactics and objectives to support the organization’s visionIdentify action steps needed to accomplish team objectivesIdentify and obtain resources needed to accomplish team objectivesInvolve others in planningCoordinate planning efforts with other work unitsEstablish clear, realistic time lines for accomplish goals Identify risks and assumptions in plans, anticipate problems, and plan for contingenciesExercise ExamplesClarify the role you and your team play in achieving the organization’s goals by identifying what part of the goal your team is accountable for. Determine what you and your team need to do to achieve this goal. Create action plans that detail the steps needed to accomplish the goal. Ask yourself:What needs to be accomplished?What are the main tasks?What specific action must be taken?Who will be responsible?How will we measure success?Seminar OptionsTrain Up – http://www.trainup.comExcelling as a Highly Effective Team LeaderManaging Multiple Projects, Objectives and DeadlinesManagerial LeadershipFind a Seminar – http://www.findaseminar.comPLANNING - Strategic planninge-LearningSetting Performance Goals and Expectations (Second Edition)Managing Organizational Goals (Includes Simulation) Books Creating A Business PlanStaying Focused on Goals and Priorities<br />AccountabilityEmploy Financial AcumenUnderstand the organization’s financial environmentIdentify key financial indicators and metrics necessary to measure business performanceDemonstrate understanding of how your store/department performance contributes to the overall organization’s financial resultsConduct regular reviews of financial performanceIdentify levers to improve financial performance Develop an early warning system to spot unusual trendsLearn to read and interpret financial reportsDraw accurate conclusions from financial reports and analyses to support decision makingUse reporting formats that track key metrics and financial indicatorsCommunicate financial information so that others understand itMake prudent decisions regarding significant expendituresIdentify and document decision making criteria up frontReview assumptions underlying financial analysesConduct post audits of previous decisionsExercise ExamplesReview your flash report. Determine what part of your stores performance needs to be improved. Next, examine the constraints to improvement in that area. For example, if you need to increase sales of a lens or other new products, look at what is constraining the sales. Do customers know about the products? Do they trust that the product adds value? Are the sales associates comfortable selling the product and using selling tools?Identify indicators that your company uses to help everyone in the organization understand how the goals will be achieved. Review internal financial reports and talk to your manager to learn about these indicators.Successful managers understand the business model or models of the organization. Ask your manager to explain the business model to you. Note where the organization makes money. Understand whether the business is based on selling a lot of product at a low margin or selling less at a high margin. Seminar OptionsTrain Up – http://www.trainup.comFinance and Accounting for Non-financial ManagersManaging Business RiskFind a Seminar – http://www.findaseminar.comGeneral Management – Fundamentalse-LearningPlanning and Controlling Budgets (Includes Simulation) Financial Basics for Non-Financial Managers (Second Edition) Leading Your Team to Business Results (Includes Simulation) Books Finance for the Non-Financial ManagerWhat the CEO Wants You to Know<br />AccountabilityMake Sound DecisionsEstablish clear goals for decisionsDetermine criteria for decision makingGather the information you need to make decisionsAnalyze information in relation to decision making criteriaBring to bear the appropriate knowledge, information, and experience in making decisionsConsider strategic issues in making decisionsBase decision on sound logic and rationaleAdvance problems towards resolution despite ambiguity or uncertaintyCurb impulsiveness in making decisionsTake responsibility for your decisionsAct decisivelyChoose the best alternative based on consideration of pros, cons, tradeoffs, timing, and available resourcesMake timely decisions on issues that require immediate attentionMake sound decisions on complex functional issuesCollaborate with others in making decisionsClarify decision-making responsibility and methodsTest the practicality of decisionsExercise ExamplesAssociates typically want to be involved in decisions that affect them. Even though you may be able to make a logical and sound decision yourself, whenever possible, involve those who believe they need to be involved in the decision making process.Carefully identify, define and review the issue you are experiencing. Ask yourself what is the problem or issue? Describe it in one sentence. What important, critical facts are known? What is unknown? Who knows that information? How can it be gathered or determined? What assumptions – about associates, technology, and systems – have been made that might need to be challenged?When considering different alternatives for a decision, if you have difficulty determining which of several alternatives is best, do not go to others for a decision. Instead, challenge yourself to choose one of the options and develop a rationale for why that alternative is best. Then seek input: describe the alternatives you have identified and your recommendation and ask for opinions.Seminar OptionsTrain Up – http://www.trainup.comCritical Thinking, Problem Solving and Decision MakingFind a Seminar – http://www.findaseminar.comGeneral Management – Decision Making / Prioritizatione-LearningMaking Group Decisions (Includes Simulation) Making Team Decisions (Includes Simulation)BooksSmart Choices: A Practical Guide to Making Better DecisionsDecisions, Decisions: The Art of Effective Decision Making<br />People Engage and InspireCreate an environment in which people do their best workInspire people to excelFoster a sense of energy , ownership, and personal commitment Encourage others to define new opportunities and improve Adapt your approach to motivate each individualConvey trust in people’s competence to do their jobsInspire action without relying only on authorityCelebrate and reward significant achievement of othersPositively address work environment and life balance issues Exercise ExamplesHold a store meeting. At the meeting talk about expectations for performance (both store and individual) and arrive at a mutually agreeable goal that associates feel good about.Ask your associates what tasks they believe are blocking or hindering them from meeting their individual performance goals (CSATs, SPH, etc.). Work together with your associates to find ways to remove the barriers.Understand that recognition can play a positive role in inspiring work commitment. Associates will perform at a high level so that they receive recognition for their contributions. Make a list of the types of recognition that you currently have in your store/department. Ask other managers who have successful stores/departments how they reward and recognize their associates. Compare their list to your own. Choose one new recognition process to implement in your store.Seminar OptionsTrain Up – http://www.trainup.comEnhancing Your Management Skills: How to Gain Alignment, Build Motivation, and Drive Committed ActionThe Conference on Leadership Development and TeambuildingFind a Seminar – http://www.findaseminar.comGeneral Management – DelegationGeneral Management – Power/Persuasion Influencee-LearningMotivating Employees (Second Edition) Recognizing and Avoiding Burnout (Second Edition) Recognizing Employee Performance (Second Edition) Motivating Your Employees (Includes Simulation) Effective Management: Empowering Your Workgroup Delegating (Second Edition) (Includes Simulation)Getting The Results Without The Authority (Includes Simulation)BooksInspire, Persuade, Lead: Communication Secrets of Excellent Leaders The Leader's Voice: How Communication Can Inspire Action and get results<br />People Establish RelationshipsBe open and friendly to put people at ease Show genuine interest in the needs and concerns of othersRelate to others in an accepting and respectful mannerCreate an environment that makes work enjoyableAdjust interpersonal style and communication to a variety of people Respond appropriately to subtle or nonverbal cues from othersDevelop effective working relationships with your associatesTreat people with respectTreat people fairlyBuild relationships with associates in other locationsDevelop effective working relationships with your peersDevelop an effective working relationship with your managerDevelop effective working relationships with higher managementCultivate networks of people across a variety of functions / locationsLeverage networks to get things doneExercise ExamplesAsk trusted coworkers or friends about their first impressions of you. Do you seem friendly and approachable, or do you seem intimidating and gruff? Do your gestures and speech patterns make associates uncomfortable? List specific behaviors that people use to describe you.Consider your body language. If your presence seems to make others uncomfortable, ask a coach for feedback about your body language and find out how you could be more approachable.At a store/department meeting, generate several concrete suggestions from your associates on how to make the environment more enjoyable. Chose some suggestions to implement immediately. Implement a few at a time so you can measure their effectiveness.Be visible to your team. Frequently walk around your area, check in with associates, and talk to them about their work. This will make associates feel more at ease with you, and they will feel more confident that you understand their issues.Seminar OptionsTrain Up – http://www.trainup.comThe Conference on Leadership Development and TeambuildingAdvanced Interpersonal CommunicationsHigh Impact Relationships: Enhancing Your Emotional Intelligence to Drive PerformanceFind a Seminar – http://www.findaseminar.comGeneral Management – Interpersonal Skillse-LearningDeveloping and Leading an Effective Team (Includes Simulation) Effective Management: Cultivating Great Teams BooksGetting Along With People at Work: A Guide to Building Better Relationships on the Job People Styles at Work: Making Bad Relationships Good and Good Relationships Better<br />People Influence OthersBuild give and take relationshipsExercise good judgment and timing Readily command attention and respect in groupsKnow which battles are worth fightingIdentify the agendas, concerns, and motivation of othersAnticipate reactions or positions of other involved peopleGenerate enthusiasm for ideas by seeking shared valuesKnow whom to involve and when, build strong working relationshipsDevelop and articulate a compelling position when communicatingEnsure your positions address others’ needs and prioritiesPrepare appropriate influence strategiesConfidently promote your own positions and ideasHold firm to your own position when necessaryNegotiate persuasivelyWin support from others; get them to take actionInfluence decisions from higher level stakeholdersExercise ExamplesPrepare for meetings. Knowing the key points you want to make, and how to state them will make you more confident and persuasive. Before the meeting, ask yourself: How will others feel if I say that? or What would others think of me if I say this?Before presenting your ideas, study your audience. What is important to your audience? What are their main concerns about your message? How will your message benefit them?Build positive relationships with your peers. Do not wait until you need something from them to show an interest in their ideas, goals and concerns. Take a genuine interest in them now.When you propose an idea or action to upper management be clear about how it will benefit the organization. Ask yourself: How will it help solve a problem, cut costs, increase return on investment, or decrease turnover.Seminar OptionsTrain Up – http://www.trainup.comMaximizing Your Influence: A Program designed Especially for Women LeadersEffective Negotiation: Beyond Win-WinFind a Seminar – http://www.findaseminar.comGeneral Management – Power/Persuasion Influencee-LearningFinding Resolution Through Negotiation (Includes Simulation) Negotiating Skills In Action (Includes Simulation)BooksHow to Win Friends & Influence People Influencer: The Power to Change Anything<br />Innovation & CreativityLeverage InnovationDetermine when to use creative thinkingUse logical and intuitive approachesApproach problems with curiosity and an open mind Generate innovative ideas, solutions, and opportunitiesStimulate creative ideas and experimentation in othersChallenge the way things have always been doneLook at problems, processes, and solutions in new waysIdentify novel solutions to old problems Use brainstorming to generate innovative ideasRoutinely try out new ideas, methods, and technologiesLeverage fresh perspectives, breakthrough ideas, and new paradigms Find ways to extend and apply innovative ideas to enhance business resultsIdentify significant cost savings or revenue opportunities Exercise ExamplesApply creativity to many phases of the problem solving process. Look at different ways to view a problem. Think about whom, beyond the obvious, should be involved in defining a problem, generating alternatives, or designing solutions. Generate different options. Think creatively about how to decide what you will do.Identify reluctance to challenge “the way it has always been done.” Common concerns include: It's working, so why change? It will be too disruptive or costly. Then identify how to remove obstacles by demonstrating why a change is important; demonstrating the cost of not changing; and/or challenge the idea that it is working.Choose an issue for which you need new, fresh ideas. Hold a brainstorming session with other creative members of your team. Set a time limit – no more than 20 minutes. Write down all ideas without criticizing others ideas. Choose ideas that you want on explore further. Seminar OptionsTrain Up – http://www.trainup.comHow to Excel at Managing and Supervising PeopleCreative Leadership Workshop for Managers, Supervisors and Team LeadersFind a Seminar – http://www.findaseminar.comGeneral Management – Problem Solving/Innovatione-LearningManaging Innovation and Creativity (Includes Simulation) BooksManaging Creativity and Innovation Creativity @ Work<br />Innovation & CreativityShow Drive and Initiative Commit to your organizationAggressively pursue organizational successDrive hard on the right issuesDemonstrate a strong drive to achieve meaningful results Foster a sense of urgency in others for achieving goalsTake action to resolve issues or problems when they arriveBring issues to closure Set high standards of performanceSeek out new work challengesTake on additional responsibilities when you’re asked Maintain a consistent, high level of productivityPut in extra effort and work to accomplish critical or difficult tasksDo not give up easily in the face of obstaclesOvercome procrastinationHandle multiple demands and competing prioritiesMake efficient use of your timeExercise ExamplesTalk to your manager. Clarify the results you need to achieve. Make sure your expectations match those of your manager and senior leaders. Emphasize the need for results, not just activities or long hours to your team. Find out if your team tries to look busy by spending a lot of time on low-priority issues. When you ask for project updates, focus on results, not on a long list of activities.Seek feedback from others on your ability to balance processes with getting results. If you tend to be overly focused on how tasks are accomplished, others may view you as not focused enough on achieving results.Seek feedback from your team about how you communicate urgency. Solicit specific information about when you display appropriate urgency, when you show inappropriate urgency and any patterns you seem to follow.Seminar OptionsTrain Up – http://www.trainup.comManaging Multiple Priorities, Projects and DeadlinesThe Getting Things Done Certification ProgramThe Ultimate SupervisorFind a Seminar – http://www.findaseminar.comGeneral Management – Managing Multiple Prioritiese-LearningGetting the Most Out of Your Day (Includes Simulation) Realistic Time Management GoalsBooksA Sense of Urgency1001 Ways to Take Initiative at Work<br />