On this page, I want to address the training that happens in your organization. Training that may happen at a conference or convention is on a different page.
There are basically three areas of supervision that organizations build training around. They are: Transition to the Supervisory Role; How to Talk to People Who Work for You About Their Performance; and Ongoing General Personal Supervisory Leadership Skills Development. Personal development plan classes can be coupled with coaching and assessment.
The transition for an individual contributor to supervisor and being responsible for a group is probably the single most difficult transition in organizational life. In every other transitional promotion, there is a need to change by learning new skills or mastering new techniques. In the transition to supervision, however, there is a need to change some basic ways that the newly-promoted person thinks at the same time as the support base and skills that have worked for them for years, change as well. It's not easy, and you should have training to help people get through it.
An ideal transition-training program would involve several sessions, spaced out over several months, along with specific exercises. If possible, connecting the newly promoted person with a more senior person who can act as a guide, would be great as well. Wally can show you how to put this kind of a program together effectively and select materials to make it effective.
Once a person starts doing a supervisory leadership job, he or she usually finds that the most difficult task is talking to people who work for them about their performance. Almost every new supervisor discovers that just barking orders won't get the job done. Almost every supervisor has someone who works for them that simply refuses to do what he or she is supposed to do. The supervisory interview, where you talk to someone who works for you about his or her performance is one of the most difficult and feared tasks there is, and it's even more crucial to do it right in today's litigious society.
This training can be done in a single full-day session or over more than one day. It can be done with or without videotaped role practice exercises.
Wally can help you design the program so that it works well for your organization and makes use of your organizational strengths, especially your good supervisors.
Once a supervisor has learned the basic job, then he or she needs to start looking at developing his or her skills over his or her career. No matter what business industry you're in, you've got to master certain industry-specific or company-specific tasks. But you also have to develop your own supervision, management, and leadership skills. To do that most effectively, you need a personal development plan.
Training in this area generally runs about a day, although it can be followed up with several sessions over time. Participants will use a self-analysis instrument to determine what skills they already have and what they need to develop. They'll look at their strengths and weaknesses. Then, they'll lay out a plan to build on strengths and make weaknesses irrelevant.
As with all the other training here, Wally can help you design something specific for your organization and even help prepare organization-specific materials.
If you're interested in improving the quality of the training in your organization, then consider giving me a call to help you evaluate your situation and develop a solid supervisory leadership skills training program.