Leadership, Communication, Discipline

Most people become first-line managers because they are good workers. But, as managers, they can't do the job themselves. Instead they need to get other people to do the job as if the manager were doing it himself. To be most effective in this role, the first-line manager must develop a special relationship with his workers as individuals and in groups. He must be able to get each of them to do willingly the things that must be done. He must also get his people to work together in a spirit of cooperation and harmony.

The purpose of this course is to develop the manager's skills as a leader. The program is taught with an orientation toward real-life situations. The topics are presented in a practical way so they can be immediately applied on the job. Participants will learn:

1. Seven attributes for good leadership.

2. The assumptions about people that affect leadership styles.

3. Four styles of leadership and when to use them.

4. The role of communications in effective leadership.

5. Six key elements for giving directions that are clearly understood and followed.

6. Five coaching steps to help develop employee skills.

7. The positive options available to reward good performance.

8. Six counseling guidelines.

9. How to use COBBS feedback to improve employee performance.

10. The EPM formula for giving criticism.

11. The 4-A formula for taking criticism.

12. That the purpose of discipline is to help the employee improve performance and keep his job.

13. Five levels of progressive discipline and when to use them.

14. How to apply course concepts to actual management situations.

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