Developing Great Managers

“The essence of leadership is to hold your people to the highest possible standards while taking the best possible care of them.” General Colin Powell

Have you been paying attention to what people have been writing about leadership lately? If so, you’ve undoubtedly come across the term engagement. While business leaders frequently acknowledge that keeping their employees happy is an important organizational goal, far fewer understand that it takes more than satisfied employees to drive financial growth and profitability. Studies indicate that less than 50% of an organization’s employees come to work engaged (compelling, active, passionate interest in their work). These studies also support that 70% of an employee’s level of engagement is based on the manager who leads their work group, department, and team. Here’s the formula: Great Managers = Engaged Employees = High Performance.

This program focuses on helping managers develop the three core elements that are essential to creating engaged employees. Participants will receive practical tools and ideas that they can immediately apply with their work groups and individual employees. This program can be presented as either a full-day program or a series of three half-day programs. The three half-days format allows participants to complete application assignments between programs.

What Participants Will Learn

  • What’s employee engagement?
  • Satisfied vs. engaged – what’s the difference?
  • How engagement impacts performance
  • The top three elements that engage employees & create high performing work groups
  • Creating & communicating clear performance expectations
  • The primary role of a Great Manager – transforming talent into performance
  • CliftonStrengths Assessment – understanding your results
  • What’s a talent? What’s a strength?
  • The key to connecting strengths to day-to-day work performance
  • Putting strengths to work to create an environment that motivates & engages
  • What about weaknesses?
  • How to use strengths when coaching employees
  • Why recognition?
  • Recognition vs. reward
  • Why recognition efforts often fail
  • The keys to effective recognition