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If You Want to Help Supervisors and Protect Your Company From Lawsuits, Read This Immediately ...
This Manager Training Program Rescues Supervisors Who Lack "People Skills" and Leadership "Know-How" . . . And It Could Save You From A Lawsuit
After working with supervisors for more than 20 years, WorkExcel.com designed these short supervisory training Web site video modules to reduce supervisory risk and missteps, help managers deal with troubled employees more effectively, reduce conflicts, stop communication nightmares, and save the human resource managers in companies from the headaches caused by those in charge performing supervisory duties improperly.
From better documentation to acting earlier to preventing mole hills from becoming mountains, you'll never find a better way to transfer knowledge to those in leadership positions.
Who in your organization is training supervisors in these critical manager skills?
If you can't snap back with the answer, we guarantee your organization is at risk for lawsuits, lower productivity, morale problems, and perhaps workplace violence.
Each of these supervisor training modules is punchy, effective, intense, and within 7-8 minutes delivers a fire hose of information to the viewer. Each one uploads to your Web site.
There are no logins, no passwords, no "subscription" costs. You own these manager training program modules in Flash Video (other formats.)
"By the way, Dan, I love the vital skills supervisor training course we purchased. It is comprehensive and will be a great asset for our managers and supervisors who cannot attend on-site training!"
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-- Eileen Crochiere, President
EAP Network, Inc
Taunton, MA
Intense and Essential Information
» Ask yourself ... How many supervisors in your organization are trained to write effective documentation, properly confront employees, resolve conflicts, or prevent workplace violence? What about understanding how to effectively communicate with top management, observe employee performance, or praise and inspire subordinates?
»The answer is probably very few. Most supervisors don't formally learn these things anywhere. They discover them on the job and great risk to the organization and always by making mistakes. But guess what, mistakes are more costly now than they were in the 50's, 60's 70' or even 80's. Today a mistake leads to an out of court settlement! And who can afford this nonsense? You can afford this prevention training.
»Education and prevention are the answer to reducing the risks associated with problematic manager behavior. Needless to say, training supervisors is key to reduced liability.
Here's How This Product Works ...
»There are 14 Flash videos modules available with this product that tackle the most important manager skills. They were jointly authored by management consultants and employee assistance pros.
»Have your webmaster build a page like this one. Upload the files from the CD. Establish a button-link for each skill as shown, and you're in business.
»Once these skills are loaded to your Web site, you are able to email the start link to any manager. For example, e-mail the start link for "How to Document" to a supervisor who needs extra help in constructing documentation.
»These skills are great for new supervisors, training new HR managers, and helping you become a better internal consultant. You will advance the learning curve for your supervisors by light years, and you may head off at the pass a costly employment claim.
»Promote these modules internally to bring supervisors to your Web site. They will be able to visit 24 hours a day and seven days a week--whenever they need the help on the spot. They will love you for the information.
How to Order Your 100% Guaranteed Supervisory Skill Program
1. Print this brochure and FAX back to 1-843-884-0442.
2. Order below with the shopping cart online.
3. Go here to purchase individual skill modules.
Request an online preview by e-mailing the publisher, Daniel Feerst. In your e-mail body, state, "please arrange an online preview of the managers skills modules."
»Remember, you own these supervisor training course modules. There are no required log-ins or subscription charges. No surprises. You pay only
once. And don't forget that several formats are available.
»If you had to create or produce these training modules yourself, it would cost you an arm and a leg, but it would be worth it to reduce the risk and exposure brought on by naive supervisors.
»Each of these Flash video modules is only $70 when purchased as a full set of 14 modules. That saves you $361--essentially four modules for free!
»Any module can also be purchased separately for $97--still an insane value. Remember, if you purchase ten modules,You get them all.
»Questions? Phone me--Daniel Feerst, Publisher, at 1-800-626-4327.
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Start by requesting a free preview the full program. We will send the program in the format you prefer. The program will be ready to purchase.
If you wish to keep it, just honor invoice. Take three months from day you receive the program to pay for it. If you wish to return it, no problem. Use the UPS free shipping label enclosed. It's easy!
Note: You must promise not to copy, retain, or otherwise store the information from the product if you do not make a purchase.
I only permit a few free previews in circulation at one time,
so if you want in on this new product offering, do not delay.
Thanks. Phone 1-800-626-4327 to arrange having this product sent to you
immediately for free preview or arrange purchase. Tight budget? Take up to three months to arrangement payment! No problem.
Daniel Feerst, LISW
Publisher
Request free preview for 60 days.
Fax-back request form
Order now. Pay later.
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Use this shopping cart to purchase or request a preview all 14 modules.
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Manager Skills Training Reduces Risk
The
risk associated with the role of supervisor, especially new supervisors
without honed skills is enormous. More than ever, companies are at risk
for employment practices liability lawsuits of nearly 40 different
types! Without supervisor training, those in charge are easily led to
do the "wrong things for the right reasons." They can easily, though
quite accidentally, put your company at peril. New managrs are
especially prone to risks.
Without supervisor training,
managers can unwittingly contribute to sexual
harassment charges and violence in the workplace, absenteeism,
inappropriate dismissal, theft, delayed returns after workers'
compensation injuries, charges of wrongful discipline and wrongful
discharge, and increased conflicts, disrespect, lost customers, and
reduced productivity.
Manager Skills Training for Supervisors is Practical and Meaningful
Training
for managers should be short, intense, and filled with "how-to",
"what to say", "how to say it", and checklists, and examples of
precisely how to do the job correctly so the information is absorbed
quickly. Four to seven minutes worth of training for supervisors is all
that is needed to boost their skills.
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Online, Flash Videos, PPT , DVD ...
This program reduces organizational risk and headaches in human resources management from the complaints, grievances, and missteps that managers make due to their lack of supervisory training
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Manager Skills Training In Minutes. Give Any Manager The Vital Skills They Need. Use the Program FREE For 60 Days With Free Preview and Return Shipping
An Arsenal Of Four-to-Seven Minute Manager Skills Training for Your Web Site, or Train with PowerPoint, DVD, or Self-playing CDs.
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See Our 14 Vital Managers Skills Training Program These manager skills programs and supervisory training education modules answer key manager and supervisor questions, such as: "How do I document effectively?" "How do I resolve employee conflict?" "How do I prevent violence at work?" "How should I communicate with upper management so I have good relationships with them?" "How do I confront my employees effectively?" "How do I evaluate properly?", and many more
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Managers Skills 3: Resolving Coworker Conflicts
Pick your battles and focus on shared goals to referee disputes effectively.
As much as you want to supervise people who get along well all the time, the harsh truth is conflicts will erupt. And when they do, it’s not necessarily your job to intervene.
In many cases, the best manager skills for dealing with bickering employees is to adopt a hands-off policy. Keep your distance. Let them resolve their own issues.
If you rush to referee every conflict, you may wind up breeding more conflicts. Employees may figure that they can get your attention by butting heads with a coworker, so conflicts can multiply. What’s worse, your quick intervention to settle conflicts teaches employees that they need not take responsibility for getting along on their own.
Apply this test to determine whether to intervene in an employee conflict:
Does the conflict threaten the ability of employees to perform their jobs?
Are the combatants prone to violence?
Does the conflict involve serious allegations relating to, say, harassment, prejudice or major theft?
If you answered “yes” to any of these questions, then you need to resolve the dispute.
Defusing conflict requires manager skills of diplomacy, in part because your interest and your employees’ interests often clash. Your goal is to reach a positive outcome so that the employees in conflict learn to get along (or at least stay out of each other’s way). But many employees want you to play judge and jury--to study the cause of the conflict and assign blame to their adversary. In short, they are more intent on defending themselves while you simply want them to work together with civility.
Here are some guidelines to resolve conflicts effectively:
Hear both sides--together. Call a meeting and require both employees to attend. Tell them in advance that you’ll ask them to summarize the conflict, their role in it and their suggestions for resolving it. Begin the meeting by establishing ground rules: no interrupting, bickering or other outbursts. There’s a reason for gathering everyone in the same room to air out grievances: You don’t want to referee based on information you collect piecemeal from each employee behind closed doors. Exception: If you’re investigating highly sensitive allegations that raise privacy concerns, you may need to meet privately with each individual.
Control the conversation. Make sure the employees talk to you at all times, not each other. If they violate that rule, interrupt immediately so that they don’t start arguing.
Position yourself as mediator. Direct employees’ eye contact to you, not each other. Sit between them so that they can’t visually ignore you and engage in a hostile “stare down” with each other. By having them sit at a 45 degree angle to your right and left—with you in the center—you lower the odds they’ll lapse into a screaming match. Keep the area between each of you clear; don’t use a table. That way, they cannot slam things or pound their fists on the desk.
Listen without reacting. Maintain a dispassionate, focused expression while employees talk to you. Keep your opinions to yourself. Resist the urge to nod sympathetically, shake your head in dismay or otherwise indicate that you agree or disagree with what you hear. Combatants will scrutinize your body language and facial expression to determine whom you believe or whose side you’re taking.
Tap the power of silence. Resolving employee disputes often means knowing when to keep quiet. If you ask a question and do not get a prompt answer, wait for a reply. Don’t rush to fill the silence by asking another question or changing the subject. Your patience shows that you expect honest disclosure from both of them—and you will wait until they open up.
Withhold your suggestions. An idea might pop into your head as you listen to employees characterize their side of the dispute. Wait to come to the rescue with your proposed solution. Individuals who are angry or hurt often need time to blow off steam before they’re receptive to making peace or solving problems.
WARNING: If tempers flare, radiate calm. Don’t mirror the rising tension in the room. If employees see that you’re joining the fray, they will unleash even more venom to make themselves heard.
TIP: Draft a “contract” that codifies all the steps both employees promise to take to resolve the conflict. Write clearly and specifically so that everyone knows what’s expected. Invite both employees to edit your first draft. Give copies of the final contract to both participants so they can hold themselves—and each other—accountable based on measurable outcomes. Have them sign the contract and shake hands as a peace-making gesture, and then hold employees responsible for implementing the plan.
IT’S TRUE: The faster you establish common ground, the sooner you’ll resolve the conflict. Look for openings to ask, “So you can both agree that…?” If that’s impossible, identify shared interests such as their eagerness to earn promotions or more job responsibilities. When they see that their destinies are intertwined, they’re more apt to engage in meaningful conflict resolution.
TRUE OR FALSE: When I discover employees in conflict, I wait to see if they work out their differences. If conflict continues, I ask them what they are planning to do to resolve the matter and hold them accountable for results.
Answer if True: Congratulations, you are helping employees take responsibility for resolving conflict. You are proactive in encouraging conflict resolution. Remember, your employee assistance program has experience in helping employees resolve interpersonal conflict. You can refer your employees to the EAP or consult with the EAP concerning your role in conflict resolution.
Answer if False: You could benefit from learning more about helping employees resolve interpersonal conflict. Remember, your employee assistance program has experience in helping employees resolve interpersonal conflict. You can refer your employees to the EAP or consult with the EAP concerning your role in conflict resolution.
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Phone me, Dan Feerst -- the publisher at 1-800-626-4327 for questions.
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Here's How These Modules Can Help:
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Help managers brush-up on key skills and learn new ones
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On your Web site, train managers 24/7 "on the fly"
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On your Web site, e-mail the "launch link" to one manager who needs help, or every manager in your organization who needs training.
- Train struggling managers with performance issues and problematic supervision styles
- Reduce stress and fear among managers due to inadequate training or experience, especial new supervisors
- Improve employee productivity because of better trained managers
- Train new managers faster--get them up to speed and meet your training goals fast
- Improve your HR skills and ability to coach supervisors—and improve your own value as an internal consultant with value-added capability
- Reduce risk of employment practices liability from the missteps and ignorance characteristic of many managers, especially new managers
- Improve your EAP, HR department, or OD department's ability to help managers by broadening your capability to serve them better
- Improve the productivity of supervisors and managers--period
- Experience fewer headaches from grievances and complaints employees bring to you because of their problematic relationships with those they supervise
- Encourage development of managers interpersonal skills and reducing the risk of employment claims, wrongful termination, and wrongful discipline
- Improve your managers' ability to act earlier when problems emerge, consult properly your department or the EAP, and keep top management informed of critical issues
- Demonstrate that managers were trained and that your organization exercised due diligence in matters concerning how employees are treated in case "something goes wrong" in the future
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