TypeOnsite Course
DateJan 6, 2020 - Dec 12, 2020
PlaceHouston, TX
Buy NowBook Now


Look around you. The true leaders in your organization are the people who share a particular skill: the ability to communicate effectively.

Coincidence? Hardly. Experts now agree that the movers and shakers who climb the corporate ladder fastest are the ones who can relate easily to

everyone … present their ideas with conviction (and charisma!) … and emerge from almost every personal interaction on a high note.

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▼    Becoming an exceptional listener

  • How to grasp what is not being said — but implied
  • The advantages of withholding judgment until the end of a situation
  • Easy-to-use reminders that fix your attention on the speaker
  • How and when to use open-ended, closed-ended, curiosity and clarifying questions
  • “Charging Rhinos” – how to stop them from dominating conversations
  • Specific techniques to reach poor listeners

▼    Tailoring a message to fit your audience

  • How to break up your message into manageable pieces for maximum impact
  • Different strategies for different audiences (staff members, peers and supervisors)
  • Specific language that prevents mixed messages
  • Why you must anticipate what your audience wants — and know how to provide it

▼    Using nonverbal communication

  • How to complement your message with nonverbal communication
  • Ways to interpret nonverbal behaviors for a deeper understanding of what’s being said
  • How to make sure your verbal message is consistent with your nonverbal message

▼    Maintaining emotional control

  • How to complement your message with nonverbal communication
  • Ways to interpret nonverbal behaviors for a deeper understanding of what’s being said
  • How to make sure your verbal message is consistent with your nonverbal message

▼    Staying focused on the present

  • How to move any conversation out of the past and into the here and now
  • Positive language to steer a conversation in the right direction
  • The one must do to get others to join in and build on your ideas
  • Techniques to move past “would-haves” and “should-haves” to discuss what’s really happening

▼    Understanding how your behavior influences others

  • How to fix situations — not people
  • The value of challenging familiar routines and behaviors
  • How to uncover hidden agendas, influence outcomes and overcome conflicts

▼    Giving and receiving feedback

  • How to evaluate criticism — what to take to heart, what you can safely ignore
  • Ways to handle unjust criticism and rejection
  • The kind of feedback to use for the fastest results


▼    Writing for impact and clarity

  • How to enhance your credibility through well-crafted memos, letters and emails
  • The art of delivering a reader-centered message (instead of a writer-centered one)
  • The best way to convey rejection and other bad news and still come out looking good
  • Powerful writing techniques to persuade people and affect outcomes
  • Final edits to add prestige to all your documents

▼    Connecting with different types of people

  • How to interact more effectively with your supervisors — especially your immediate boss
  • How to successfully handle a tirade
  • Ways to deal with bullies, liars and other difficult people

▼    Communicating in a diverse environment

  • A look at diversity in the workplace — how to keep differences in age, sex, race and culture from hindering communication
  • The key to staying focused on outcomes instead of stylistic differences
  • Advantages of considering out-of-the-box ideas
  • Tips to help you overcome strong emotional responses to cultural collisions
  • Basic business etiquette: how old-fashioned manners can often solve workplace differences

▼    Boosting your power of persuasion

  • The first deadly sin of communication — how to resist the temptation
  • How to get the support you need for your projects and proposals
  • The best way to use stories, case studies and other anecdotal information
  • Tips to achieve complete buy-in
  • How to sell the benefits
  • Dynamic openers and closers
  • Why you should build a trust account — and when to draw on it
  • Stealth communication techniques that go unnoticed but get results

▼    Framing your message in the positive

  • The best way to frame an unwelcome message
  • How to say “no” without feeling guilty or upsetting the other person
  • The infectious synergy of positive thinking




Make the move from employee to supervisor a seamless transition with this comprehensive supervisor training curriculum

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 Skyler Development 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.

How You Will Benefit

  • 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

What You Will Cover

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

Who Should Attend?

Newly-promoted supervisors with less than one year of experience in this position; process and production supervisors who want to enhance their effectiveness through supervisor training.

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 Your 

 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

  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


The 7 Habits for Managers: Essential Skills and tools for leading teams


National surveys* of thousands of employees disclosed that while many people work hard, they are worried about their lack of effectiveness. Survey results indicate:

  1. Less than 50% of your team’s time is spent on the company’s most important objectivesOnly 14% of employees feel they are contributing to company success3. Less than half of your team know company’s goals

    The problems are not limited to one industry, one geographic location, one economic group or even one age group.

They are common to all. Workers have too many assigned tasks and too many competing priorities.

People can’t identify key goals and, therefore, can’t deliver excellent results.

Individuals, even entire departments, lack open communication.

Crises are often reacted to with fast, less-than-effective decisions.

The good news is that changing ineffective behaviors to effective behaviors will benefit everyone in your organization.

The 7 Habits® can not only help you to better manage yourself,

but learn to lead others and unleash team potential.

Attend this powerful 2-day workshop and discover the same principles that have led the world’s foremost business

leaders to the professional and business success they dreamed of.

How You Will Benefit

  • Define the contribution you want to make and what you want to accomplish as a manager
  • Enhance your leadership abilities and reach your full potential
  • Judge the goals your efforts should be focused on using daily and weekly planning
  • Communicate effectively and raise the levels of trust and fulfillment within your team

What You Will Cover

  • Habit 1: Be Proactive—Become a resourceful, innovative manager who quickly accomplishes goals and motivates team members to get things done
  • Habit 2: Begin with the End in Mind—Have a clear vision of what you want your contribution as a manager to be and shape your own future
  • Habit 3: Put First Things First—Focus on top priorities and be regarded for follow-through and organizational skills; eliminate the unimportant
  • Habit 4: Think Win-Win—Cultivate enthusiasm with performance measurements that satisfy both employee and employer goals; share recognition and success
  • Habit 5: Seek First to Understand, Then Be Understood—Give honest, accurate feedback that develops trust and understand the physical components of communication and how they impact the message
  • Habit 6: Synergize—Understand how differences can contribute to innovative solutions; maximize opinions, perspectives and backgrounds
  • Habit 7: Sharpen the Saw—Maintain and increase effectiveness by renewing yourself mentally and physically



Managers who are seeking to become more effective, build better relationships and help their organization succeed.




  Identify and Analyze Unique Challenges and Opportunities Managers Face

 Explain the Maturity Continuum as a Way to Envision Growth Toward Excellent Managerial Capability

 Recognize the Importance of Moving from Dependence to Independence to Interdependence to Become Truly Effective Managers

 Define the 7 Habits of Effective Managers


Managing Yourself

  Realize the Importance of Managing “from the Inside Out”—of Examining Personal Character

 Recognize That Only Managers Who Manage Themselves Will Earn the Trust of Their Teams

 Appreciate That Habits 1, 2, and 3 Are Key to Effective Self-Management


Habit 1: Be Proactive®

  Overcome the Reactive Mindset That Hampers Productivity and Effectiveness

 Enlarge the Circle of Influence® So You Can Accomplish Your Goals

 Exercise Ingenuity in Coping with the Universal Managerial Challenge of Limited Resources


Habit 2: Begin with the End in Mind®

 Define the Unique Contributions You Can Make in Your Role as Manager

 Develop an “Outcome-Oriented” Mindset in Every Activity You Engage in— Projects, Meetings, Presentations, Etc.


Habit 3: Put First Things First®

 Eliminate the Energy- and Time-Wasting Tendency to Focus on Crises and Emergencies, and Develop a Long-Term View

 Allocate Appropriate Time to Planning, Preparation, and Crisis Prevention

 Define a Few Specific, Measurable Goals That Are Critical to Your Contribution as Manager

 Make Progress on Goals by Translating Them into Manageable Objectives and Tasks on a Weekly and Daily Basis


 Leading Others

 Understand That Effective Self-Management Precedes Effective Leadership

 Recognize the Importance of Helping Team Members Gain Confidence in Their Own Capabilities

 Appreciate That Habits 4, 5, and 6 Are Key to Motivating and Leading High-Performance Teams


Habit 4: Think Win-Win®

 Balance the Interests of the Team and the Organization with the Interests of the Individual Team Member

 Motivate Team Members to Superb Performance by Helping Them Manage Themselves Against Shared Goals

 Empower Team Members to Manage and Evaluate Performance Through the Use of the Win-Win Performance Agreement Tool

 Build Trust Within Teams by Acknowledging Good Performance and Addressing the Emotional Needs of Each Team Member


Habit 5: Seek First to Understand, Then to Be Understood® 

  Develop an Accurate Understanding of Issues Relevant to Team Performance by Practicing Empathic Listening

 Give Feedback Honestly and Accurately to Improve Individual and Team Performance


Habit 6: Synergize®   

 Seek Out and Value Divergent Perspectives in Dealing with Team Challenges

 Practice a Collaborative Prototyping Approach to Maximize Creativity in Solving Problems and Making Decisions


Unleashing Potential

  Unleash the Full Potential of Team Members by Treating Them as “Whole People”


Habit 7: Sharpen the Saw® 

  Tap into the Multidimensional Capabilities of Team Members to Achieve Team Goals

 Develop the “Whole Person”



Recruitment Workshop

People are any organization’s most valuable and most expensive asset and it is therefore vital that to ensure high performance the most talented and able people are employed.

Recruiting staff is a very costly exercise but when organizations choose the right people for the job, train them well and treat them appropriately,

these people not only produce good results but also tend to stay with the organization longer.

An organization may have all of the latest technology and the best physical resources, but if it does not have the right people it will struggle to achieve the results it requires.

Poor choices at the recruitment stage can prove expensive and this 2-day Skyler Development Recruitment & Selection Workshop will guide delegates in attracting and selecting the ‘right’ people. 

Skyler Development workshop will feature:

  • The Importance of Writing Effective People Specifications
  • Reaching the Active and Passive Job Seekers
  • Selection Techniques
  • Interview Skills
  • Decision Making


By the end of Skyler Development workshop, participants will be able to:

  • Identify the key skills of a job
  • Use social media and conventional advertising
  • Choose appropriate shortlisting and selection techniques
  • Prepare and conduct effective interviews
  • Make selections based on evidence

Training Methodology

Skyler Development Recruitment & Selection Workshop will utilize a variety of proven adult learning techniques to ensure maximum understanding, comprehension and retention of the information presented.

This includes a range of practical exercises and simulated interview situations, group discussions and self-report questionnaires.

Who Should Attend?

Skyler Development Recruitment & Selection Workshop will be invaluable to newly promoted line managers who are key to the process and to less experienced HR Professionals.

This workshop is suitable to a wide range of professionals but will greatly benefit:

  • HR Business Partners
  • Supervisors and Team Leaders
  • Line Managers interested in updating and refreshing their skills

Workshop Outline

Attracting Talented Candidates

  • Understanding the Market and Operating Environment
  • Job Analysis and Person Specifications
  • Using Social Media
  • Employer of Choice Strategy
  • Employees as Ambassadors
  • The Website as Recruitment Medium

Selection Methods and Decisions 

  • Shortlisting and Self- selection
  • Reading beyond the C.V.
  • Psychometric Testing
  • Interview Preparation
  • Interview Skills
  • Objective and Bias-free Decision Making

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