Making the Transition from Staff Member to Supervisor

New supervisors will feel empowered to hit the ground running with the skills learned in this seminar. Be ready to take on any task, bring their best self to the job, while adopting new habits that will quickly get them up to speed.

In this high-impact, 2-day seminar, the AMA faculty will help students avoid common pitfalls new supervisors encounter and also learn the secrets of managing people. Students also receive all the essentials skills, from motivating direct reports and coaching to conflict resolution and legal compliance. With hands-on practice, students will gain skills they can begin using right away. Plus a game plan that helps them start experiencing the benefits of their new role sooner.

• Create a new game plan for growth
• Let go of your former role and establish your credibility
• Develop legal awareness to act and behave in compliance with workplace laws
• Adjust your behavioral style to give yourself a more winning edge
• Discover the secrets to inspiring and motivating your direct reports
• Use the instant feedback model to build a successful coaching relationship
• Control your emotions and think strategically when dealing with conflicts
• Be definite and decisive in managing and protecting your time

Setting Yourself up for Success

• Understanding your new role as a supervisor
• Making a change or letting go: Working with the three phases of change
• Recognizing common challenges and pitfalls to avoid
• Meeting the expectations of key stakeholders, including your boss, direct reports, senior management, and former peers
• Conducting a gap analysis to determine how to meet critical expectations

Developing Legal Awareness

• Understanding basic equal employment opportunity (EEO) laws
• Gaining legal awareness in all aspects of the performance cycle

Leveraging Your Personal Style

• Understanding your own personal style and the styles of others through an assessment
• Focusing on clues that can help pinpoint an individual’s personal style
• Flexing your personal style to build more effective relationships

Motivating Others

• Conducting an employee motivation analysis
• Creating a motivating work environment based on each employee’s personal style

Managing Employee Performance

• Setting SMART goals for yourself and others
• Using a five-step model to train your employees
• Giving and receiving supportive and corrective feedback

Delegating Work to Your Team

• Creating a plan for delegation and using this process to assign key tasks
• Overcoming your fears of turning over responsibility and authority

Handling Conflict with Ease

• Knowing your conflict-handling styles
• Developing the right conflict approach for each individual and situation

Managing Your Time

• Applying the time priority model to workplace tasks
• Managing and protecting your time to get more of the right things done

LESSON ONE (The Foundation)
Giving Feedback

• Recognize What You Have to Let Go of, What You Have to Learn, and Develop Strategies for Doing So
• Describe Three Phases of the Change Process
• Identify the Greatest Challenges for New Supervisors, and the Pitfalls to Avoid
• Determine What Your Boss, Employees, Peers, and Senior Management Expect from You in Your New Role

Setting Goals for Yourself

• Set SMART Goals for Yourself and Others
• Delegate Tasks with a Focus on Quality Standards
• Assess What Tasks You Can Delegate and How

LESSON TWO (Personal Insights)
Defining Your Personal Behavioral Style

• Identify Your Own Behavioral Style Preferences
• Demonstrate the Best Way to Communicate with Bosses, Employees, or Peers Whose Style Preferences Differ from Yours
• Build Better Working Relationships with Others By Identifying and Adjusting to Their Personal Behavioral Styles

Managing Your Time

• Distinguish Urgent from Important
• Use a Prioritizing Tool to Clarify Your Priorities
• Practice Specific “Quick Hits” for Managing Time Effectively
• Demonstrate Techniques for Protecting Your Time from Infringement By Others

LESSON THREE (Guiding Performance)
Motivating Others

• Explain What Motivates Others
• Create a Motivating Environment

Understanding Adult Learning Styles

• Describe Your Obligation to Train Your Employees
• Meet the Needs of Visual, Auditory, and Kinesthetic Learning Styles
• Demonstrate a Five-Step On-the-Job Training Model

LESSON FOUR (Continuous Growth)
Giving and Receiving Feedback

• Describe the Criteria for Giving Effective Feedback
• Deliver Both Supportive and Corrective Feedback Using the Instant Feedback Method
• Demonstrate How to Receive Feedback Effectively

Developing Legal Awareness

• Identify the Basic Laws Governing All Aspects of the Performance Cycle
• Discuss Your Obligation Under These Laws
• Demonstrate Your Legal Awareness By Participating in an Activity

LESSON ONE (The Foundation)

Giving Feedback

• Recognize What You Have to Let Go of, What You Have to Learn, and Develop Strategies for Doing So
• Describe Three Phases of the Change Process
• Identify the Greatest Challenges for New Supervisors, and the Pitfalls to Avoid
• Determine What Your Boss, Employees, Peers, and Senior Management Expect from You in Your New Role

Setting Goals for Yourself

• Set SMART Goals for Yourself and Others
• Delegate Tasks with a Focus on Quality Standards
• Assess What Tasks You Can Delegate and How

LESSON TWO (Personal Insights)

Defining Your Personal Behavioral Style

• Identify Your Own Behavioral Style Preferences
• Demonstrate the Best Way to Communicate with Bosses, Employees, or Peers Whose Style Preferences Differ from Yours
• Build Better Working Relationships with Others By Identifying and Adjusting to Their Personal Behavioral Styles

Managing Your Time

• Distinguish Urgent from Important
• Use a Prioritizing Tool to Clarify Your Priorities
• Practice Specific “Quick Hits” for Managing Time Effectively
• Demonstrate Techniques for Protecting Your Time from Infringement By Others  

LESSON THREE (Guiding Performance)

• Motivating Others
• Explain What Motivates Others
• Create a Motivating Environment

Understanding Adult Learning Styles

• Describe Your Obligation to Train Your Employees
• Meet the Needs of Visual, Auditory, and Kinesthetic Learning Styles
• Demonstrate a Five-Step On-the-Job Training Model

LESSON FOUR (Continuous Growth)

Giving and Receiving Feedback

• Describe the Criteria for Giving Effective Feedback
• Deliver Both Supportive and Corrective Feedback Using the Instant Feedback Method
• Demonstrate How to Receive Feedback Effectively

 Developing Legal Awareness

• Identify the Basic Laws Governing All Aspects of the Performance Cycle
• Discuss Your Obligation Under These Laws
• Demonstrate Your Legal Awareness By Participating in an Activity