Course Description

Supervision - Part II can be taken separately or in conjunction with Supervision - Part I.

This class covers performance evaluation issues (and offers a revolutionary idea); disciplinary techniques (and gives key reminders); terminations ( the workplace's equivalent of capital punishment); decision making and problem solving (those swamps!); and, of course, time management which, among other subjects, includes guidance on how to get the most out of meetings as well as delegation and avoiding procrastination.

You'll get details on the dangers of performance evaluations, the do's and don'ts of evaluations, ways to tailor disciplinary actions, factors to consider in progressive discipline, a termination checklist, steps in decision making and problem solving, conducting meaningful meetings, and avoiding the trap of open door policies. You'll also receive important ways to get things done even when your workplace is chaotic.

As always, this is practical information gleaned from years of interacting with leaders in a wide range of organizations. You'll find field-tested guidance -not ivory tower theory - on how to handle some of the most prominent issues facing supervisors. New supervisors will be given a quick education and even seasoned supervisors will gain perspectives on new or forgotten techniques.

A Highly Experienced Instructor

Michael Wade

Michael Wade, a partner with Sanders Wade Rodarte Consulting Inc., knows the challenges faced by individuals at all levels of the workplace. He has been helping organizations with sensitive management issues for over 30 years and continues to coach executives, managers, and employees on how they can get from "very good" to "extraordinary." He has advised corporate executives, police and fire chiefs, city managers, Army generals, professional basketball players, and entry-level employees. Michael is an insightful, often humorous, and lively instructor who has conducted management workshops in 48 states and Puerto Rico. He holds a Juris Doctorate from the University of Arizona College of Law and is the author of five books: The Bitter Issue: The Right to Work Law in Arizona; Leadership's Adversary: Winning the War between Leadership and Management; How to Make Presentations to Councils and Boards; All I Said Was: What Every Supervisor, Employee, and Team Should Know to Avoid Insults, Lawsuits, and the Six O'Clock News; and EEO Management: How to Advance Equal Opportunity without Using Quotas or Singing Kumbaya.

Course curriculum

  • 1

    CHAPTER ONE: INTRODUCTION AND BACKGROUND

    • A Class with Variety

    • A Quick Technical Tip for Taking This Class
  • 2

    CHAPTER TWO: PERFORMANCE EVALUATION ISSUES

    • Performance Evaluations Make Book on You and the Employee

    • The Do's of Evaluations

    • The Don'ts of Evaluations

    • A Revolutionary Idea

    • That Which is Rewarded

    • Test Your Knowledge
  • 3

    CHAPTER THREE: DISCIPLINARY TECHNIQUES

    • Most People Want to Do a Good Job

    • Don't Be a Disciplinary Robot

    • Factors in Progressive Discipline

    • The Termination Checklist

    • Handling a Termination

    • Test Your Knowledge
  • 4

    CHAPTER FOUR: DECISION MAKING AND PROBLEM SOLVING

    • Identifying the Problem

    • Identifying the Options

    • Analyzing the Options
  • 5

    CHAPTER FIVE: GETTING THINGS DONE

    • Focusing on the Right Efforts to Achieve the Right Results
  • 6

    CHAPTER SIX: TIME MANAGEMENT

    • Finding More Time

    • Meaningful Meetings

    • Delegation

    • Fighting Procrastination

    • Test Your Knowledge

    • A Few Additional Thoughts

    • A Final Word
  • 7

    CHAPTER SEVEN: RESOURCES AND READING

    • Books, Blogs, and More