(ALM-20-hrs) Making the Transition from Buddy to Boss: 4-PART Management Series -- (ON-DEMAND)
Ask anyone on the management team and they will tell you the most challenging experience of their career was their first promotion to leadership. It can be overwhelming to deal with the change and uncertainty that come with the promotion from peer to leader. It is an adjustment for everyone, and it can create tension, resentment, and resistance. This webinar can help you manage the difficult transition more effectively and create the kinds of relationships with your employees that guarantee your success as a leader and that of your team. The session will also focus on achieving a better understanding of your new role, how to handle challenges such as absenteeism, employees with performance or attitude issues, how to juggle multiple tasks, and building a rewarding relationship with employees, co-workers, and your supervisor.
PART 1 -- So, You’re Moving on Up. What Now?: Understanding Your New Role
A promotion is a great thing—new title, new responsibilities, unlimited power (well, maybe not that last one). But when a career boost moves you to a position in which you’re managing your former peers, things can get tricky.
The transition to a leadership role can be overwhelming. And if you are being promoted to a leadership position for the first time, you deal with the challenges of change and insecurity. Learn how to understand and define your new role as an effective leader.
All novice leaders should know that management skills can be acquired over time through patience, humility, and commitment to learning. It is essential to adopt a mindset of a leader who is adaptable to change and is willing to develop skills in communication and coaching. And they need to promote a collaborative work environment of accountability.
- Understanding the leadership role
- Redefining relationships
- Keys to successful leadership
- How to make the transition from buddy to boss
PART 2 -- Communication Skills of Successful Supervisors
Communication is the process by which people create and share information and ideas with one another in order to reach mutual understanding and get things done. Effective communication is the foundation of positive and cooperative working relationships. Managers and supervisors have positions as leaders in their workplace and need to be able to communicate effectively with employees, colleagues, and upper management.
Communication skills – whether verbal or written – are core competencies expected in virtually any position within the workplace. The ability to communicate with employees at every level in the organization is especially important for supervisors who want to improve department operations and the performance and productivity of the employees under their supervision.
The objective of this training session is to help managers and supervisors build more effective communication skills. At the end of the training session, trainees will be able to:
- Learning effective communication, being persuasive and assertive
- How to effectively Communicate with different people
- Effective listening skills
PART 3 -- Delegation and Empowerment
Managers have some tasks that they need to do, but their primary job is to make sure that others are doing what they have been assigned to accomplish the mission and goals of the organization. Effective managers know what responsibilities to delegate to allow themselves time to plan, to collaborate with others in the organization, and to monitor the performance of their employees, making sure to give them adequate feedback and development opportunities. Delegation and Empowerment are both very useful management tools and techniques.
Empowering team members is really the process of delegating decision-making authority and responsibility to them. Empowerment is a way to give employees greater authority and responsibility to take care of the needs of the customer and to provide employees with the means for making influential decisions.
Delegating, as a coaching tool, is the act of assigning and entrusting assignments and responsibilities to others. When leaders empower their employees, those employees are able to take on greater responsibility and authority. In order to do so, employees must be given the resources to make this happen.
- Ways to prepare for delegating
- When and what tasks should you delegate or not delegate
- Empowering your employees to be ready for new or increase responsibility
- Engaging others in goal setting and team building
PART 4 -- Implementing Accountability Guidelines & Performance Standards
Driving and holding people accountable for their job responsibilities, goals, and projects, it’s most likely the most difficult managerial responsibility across the board. Some managers are good at it; most however are not. It’s the one area of every manager’s performance that if he or she could do it really well, the rest of the job would become much more enjoyable.
As managers, dealing with employees is where the most time and effort is spent. This is why so many managers work late or come in early, because they seek that “quiet time” when they can actually get work done. Managers can’t get work done during the normal business hours because they are constantly fighting fires — perhaps dealing with employees who don’t show up on time, can’t effectively deal with each other, or are under-delivering on job responsibilities. As a result, managers constantly find themselves troubleshooting, looking for solutions, or just plain doing their work for them.
If you were to leverage one management capability — the ability to drive and hold people accountable — a targeted lift here can produce the most significant improvement to the company, business results, and workplace culture. If there is one place to spend your training dollars this year, this is the one manager need most. With just a few critical skills, you can effectively leverage dramatic performance improvement across the board.
- Clarifying job responsibilities and expectations.
- Developing employee capabilities to their fullest extent through effective feedback and coaching.
- Provide performance feedback early and often and make consequences and rewards clear
- Establish collective values and objectives
- Employees who have been promoted or transitioned to a leadership role, with limited management experience.
CEU- 7.0 (Total)
- Assisted Living Manager
Fees are per person
LifeSpan Member: $130.00
This program is sponsored by The Beacon Institute. This course is approved for 7.0 (Total) continuing education.
This program is approved by the Office of Health Care Quality for continuing education for assisted living managers.
To obtain a certificate, participants are required to pass a short quiz after each session. Number of questions and points to pass vary per session | Unlimited attempts
Please disregard the "Attendance Code" at the end of the recording. Attendance Codes are used to obtain certificates after live webinars
There is no refund for On-Demand programs.
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