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Management Development
"Whenever you see a successful business, someone once made a courageous decision."
-Peter Drucker
Our experience over the past two decades has shown us that management of people has a greater effect on productivity and profitability than the combined effects of strategy, quality, technology, and development
. Studies are commonly performed about why people leave companies. These studies reveal that—aside from family and personal issues—people don't leave companies . .
. they leave managers. Today, managers are expected to be multi-skilled. They must have good “people skills” and team building capabilities that create a productive
environment so everyone can do their best work. Experts know that when coaching principles become a part of management behavior, the full force of people’s performance
potential can be released.
Our Programs:
- Moving from Technical Expert to Manager
Once someone makes the move from individual contributor to managing others, an entirely new set of expectations are forced upon them. It’s common for people who are new to
management to be tempted to work within a known comfort zone versus moving into the unknown world of getting work done through others. Officium provides an eye-opening
look at the complexities involved in being a manager and factors that affect corporate productivity, commitment, creativity, and collegiality.
- Building Healthy Relationships
At Officium, we believe that interpersonal savvy—having a range of interpersonal skills and approaches and knowing when to use what with whom—is the key to respectful action.
The truth is that managers can't manage without the ability to build strong interpersonal relationships. In his book, What Got You Here Won't Get You There: How
Successful People Become Even More Successful, Marshall Goldsmith lists twenty of the most common faults in management behavior. We work with your managers to
identify personal issues that get in the way of how they perceive others, a skill that is vital to managers being able to deal with situations in a professional
manner.
- Emotional Intelligence and What It Means to Your Success
Interpersonal savvy—having a range of interpersonal skills and approaches and knowing when to use what with whom is the essence of emotional intelligence.Harvard PhD,
Daniel Goleman, conducted extensive research in successful companies around the world and documents in his book, Primal Leadership: Realizing the Power of Emotional Intelligence,
that the most successful people in business are not those who graduated from ivy-league schools or even those who graduated at the top of their class. Surprisingly, Goleman states that the primary job of a leader is to manage emotions. The good news is that these crucial skills can be learned. Managers learn the four competencies that distinguish star performers—those whose performance is in the top 10-15 percent. They learn to build on strengths they already possess to create behaviors that fit their own style and work for them.
- Managerial Coaching Skills
Teaching people to be “manager coaches” allows organizations to achieve key business objectives while maintaining people's dignity, retaining top talent, and growing
others' performance. We maintain that if you’re a manager, you’re also a coach. A great coach helps people do their best work! Michael Jordan realized that when he said he
wouldn’t play for any coach except Phil Jackson because Phil brought out the best in him. Managers learn how to handle performance problems in extraordinarily effective
ways and deliver feedback so others can hear it. We’ll give you tools to facilitate individual development and link that development to the organization's overall
objectives.
- Getting to Know Your People’s Strengths
At Officium, we believe that the most effective tool for helping individuals bring their skill set and talent to the team experience is done with the process of
Appreciative Inquiry. This methodology, developed by David Cooperider, PhD, of CaseWestern ReserveUniversity, is based on the insight that human systems grow toward what
they persistently ask questions about. Uncovering these past experiences allows team members to employ self motivation and shine in their roles. Teams can then
achieve optimal results and productivity, stimulate results-oriented thinking, and achieve collective ownership of project nd organizational outcomes.
- Keeping People Informed and Motivated
Lee Iacocca, Chairman of Chrysler Corporation once said, “I have found that being honest is the best technique I can use. Right up front, tell people what you’re
trying to accomplish and what you’re willing to sacrifice to accomplish it.” The key to “doing this right” demands something managers don't do enough of—up front
planning. Lack of knowledge of how to do it and/or erroneously believing they “don't have time” to do it are often the culprits. When people know what results you
expect and what indicators to look for to determine if they're on the right track, they stay motivated. When people are aware of the big picture and kept informed of
details affecting their work, things go better and they stay motivated. Planning ahead has a huge return on investment!
- Bringing Out the Best in Your Team
Anyone who has ever been a part of a winning team knows that a great sense of personal satisfaction and camaraderie happens when individuals collaborate and work for the
good of the whole. These successes don't just happen. They evolve from team members using their individual talents to perform so that team and organizational goals
are met. Team leaders need practical tools that keep the team running at peak performance, high efficiency, and world-class effectiveness. We teach managers
about running productive meetings, facilitating discussions so everyone’s ideas are heard, and resolving group conflict.
- Navigating Change
Stress is high when you’re going through a transition, especially when you’re trying to get off to a strong start in a new job. When people go through transitions,
especially when they have not been part of the decision-making process, productivity can suffer. Most managers know that it's prudent to have the “right attitude”, but
what do the people they manager need from them? Officium supports managers who are interested in learning what works well and what actions should be avoided in
times of transition. Practical advice and tools for dealing with increased stress levels are necessary, especially when dealing with cynics who complain and
criticize.
- Political Savvy –The Unspoken Rules
According to Reardon, politics is an art that involves creating options for yourself. Creating options for yourself helps you with guidelines for when and how to step up and get noticed. It helps you understand what battles to fight and what battles not to fight. Being politically savvy reveals a sensitive way to move forward with a strategy for building your career with insight and integrity. It is often a struggle to understand the unspoken rules about how people “get things done” in the maize of corporate hierarchies. Officium offers individuals the ability to read their organization's political climate and act accordingly.
- Stepping Up to Conflict
Conflict is a part of life and typically evolves because people are trying to get their needs and wants met. Marshall Rosenberg, PhD, in his book, Nonviolent Communication: A Language of Compassion,
offers techniques for hearing each other's needs and returning to a mood of compassion, even when circumstances are tough. Holding on to a “sense of duty” (rather than
fear, guilt, blame, or shame) takes thought and skill when dealing with conflict. Being able to stay connected and create a safe place to discuss issues where we come to a
shared pool of meaning takes personal growth, insight, tenacity, and practice.
- Women as Managers
In her book, Pitch Like a Girl: How a Woman Can Be Herself and Still Succeed, Rona Lichenberg states, “What if you don't have to change who you are to get what you want? What if you can achieve your most desired professional and personal goals by simply tapping more fully and consciously into the power of the woman you already are?” At Officium, we believe that both sexes can capitalize on their strengths by bringing more of who they are to what they do. Among our natural talents is the ability to build and nurture relationships. Learn how use these natural abilities to increase our power and persuade others to share our views and support us.
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