Last updated 2/2022
MP4 | Video: h264, 1280x720 | Audio: AAC, 44.1 KHz
Language: English | Size: 21.86 GB | Duration: 12h 1m
Management Skills Certification in Developing People, Leading Teams & Process Improvement in the New Hybrid Work Culture
What you'll learn
Motivate your employees and create high engagement and empowerment.
Provide specific job training for your team members..
Lead teams to become high performing teams engaged in continuous improvement.
Understand and develop "lean management" problem-solving and process improvement.
Resolve conflicts with others and among team members.
There are no requirements for this course other than the desire to become a highly successful manager.
The Challenge:Most new managers have the technical skills to succeed. What they often lack is the skill of managing, motivating and developing their employees. This course will provide those skills that are essential to your success as a manager.This course is organized around three critical blocks of skills: First, managing and motivating individuals; second, leading high performing teams; and third, engaging their people in the continuous improvement of work processes. If a you can master these skills your success is virtually guaranteed. These skills are important for EVERY level of management. It is a good refresher for middle and senior managers as well as new managers. The lessons in this course are strongly influenced by the instructor's extensivebackground in lean management and in developing high performing teams. The course is ideally suited for new managers incompanies wanting to develop lean culture. It is also perfect for young entrepreneurs who are just beginning their journey as managers. The instructor has 45 years of experience training managers and building a culture of teamwork at companies like Honda, Shell Oil, Corning, Honeywell and many others. Action-Learning:Thiscourse is structured to facilitate the relationship between the new manager and a coach. There are thirteenexercises that ask the student to put the lessons to work with their team or practice with their coach. The instructor employs an"action-learning" model, recognizing that the best learning occurs from applying the lessons to the student's real work situation, and from receiving feedbackfrom a coach. It is intended as a comprehensive model and curriculum for new managers.Recognition and Celebration:When you complete this course, you will receive a certificate of completion from Udemy. However, this is a demanding course and you are asked to demonstrate competence in managing people, teams and processes. The instructorbelieves thatyou deserve more recognition. If you complete the assignments and send a portfolio of completed assignments to the instructor you will be recognized with a Green Belt certification by the Institute for Leadership Excellence; and, the author will send you ebook copies of his three most recent books on coaching, team leadership, and developing lean organization and culture. You deserve it!In this course the instructor speaks to the needs and experience of newly promoted managers and entrepreneurs.I recently received the following message from one of my students who just completed this course:"Good morning Larry. I just finished your course and I did leave
a review but just wanted to message you, to tell you, thank you for the course.
I mentioned on the review but the company I work for went from a complete zoo
to a respectable place to work in just under 2 months and it was mainly because
of this course and your info. People have complemented me on the great job I
have been doing and I do owe it to you so thank you! I will be doing your other
course and you should continue doing more courses because you are a great
teacher!" Kevin Mohammed
Section 1: Introduction to the Essential Skills
Lecture 1 Developing People, Leading Teams & Managing Processes
Lecture 2 What is Management, Leadership and Process?
Lecture 3 Two Self-Assessments
Lecture 4 The Heart of the Matter: Values and Culture
Lecture 5 Values Worth Considering
Lecture 6 Management Essentials - Exercise 1
Section 2: The Changing World of Work 2022
Lecture 7 Managing in the New Hybrid World of Work
Lecture 8 Research Results from Microsoft - Effects on Collaboration
Lecture 9 The Competitive Advantage of Community
Lecture 10 The Hybrid Responsibility Matrix
Lecture 11 Management Responsibilities in the Hybrid Organization
Lecture 12 Team Member's Responsibilities in the Hybrid Organization
Lecture 13 Transitions
Lecture 14 Summary of Key Learnings
Section 3: Responsibilities: Communication, Boundaries and Delegation
Lecture 15 Essential Horizontal Communication
Lecture 16 Essential Vertical Communication
Lecture 17 Delegation and Assigning Tasks
Lecture 18 Stay Safe! Stay in Bounds!
Lecture 19 Exercise 2: Build a Communication Matrix
Section 4: Developing Employee Skills
Lecture 20 Improving Human Performance
Lecture 21 A Model for Basic Skills Training
Lecture 22 An Example of Skill Training
Lecture 23 Exercise 3: Create a Skill Development Plan
Section 5: Motivating Your Team Members
Lecture 24 The Hierarchy of Motivation
Lecture 25 The Power of Purpose
Lecture 26 Social Motivation and Creating The Bonds of Trust
Lecture 27 Motivation and Organization Life Cycles
Lecture 28 Situational Motivation
Lecture 29 Stimulus Control - The Power of the Environment
Lecture 30 Keys to Effectiveness
Lecture 31 Keys to Intrinsic Motivation
Lecture 32 Exercise 4: Develop a Plan to Improve Situational Motivation
Section 6: Coaching and Communication Skills
Lecture 33 The Manager's Role as "Coach"
Lecture 34 Coaching and Self-Awareness - Are You "Stu?"
Lecture 35 Body Language - Attending
Lecture 36 Asking Open-Ended Questions
Lecture 37 Reflecting or Rephrasing
Lecture 38 Expressing Empathy
Lecture 39 Acknowledging
Lecture 40 Using Silence
Lecture 41 Brainstorming Together
Lecture 42 Exercise 5: Coaching and Communication Skills
Section 7: Difficult Conversations - Giving and Receiving Feedback
Lecture 43 Giving Feedback
Lecture 44 Receiving Feedback
Lecture 45 Feedback Exercise Exercise 6
Section 8: Discipline - Justice, Discipline and Self-Control
Lecture 46 Justice and the Meaning of Discipline
Lecture 47 The Process of Discipline
Lecture 48 Solving Behavior Problems
Lecture 49 Standard Work
Lecture 50 Leader Standard Work - Setting the Example
Lecture 51 Exercise 7: Discipline and Self-Control
Section 9: Team Formation and Organization
Lecture 52 Teams - The Foundation of Organization
Lecture 53 Defining Your Team Structure
Lecture 54 Stages of Team Development
Lecture 55 Writing A Team Charter
Lecture 56 Roles and Responsibilities on A Team
Lecture 57 The Agenda
Lecture 58 Exercise 8: Team Formation and Organizaton
Section 10: Team Facilitation & Decision Making
Lecture 59 Team Facilitation - Why It Matters!
Lecture 60 Team Facilitation Skills - 1
Lecture 61 Team Facilitation Skills 2
Lecture 62 The Enron Story and the Abilene Paradox
Lecture 63 Clarifying Decision Styles
Lecture 64 How To Gain Consensus
Section 11: Conflict Resolution
Lecture 65 Principles of Conflict Resolution
Lecture 66 A Model of Conflict Resolution
Lecture 67 Conflict Resolution: Debate or Dialogue?
Lecture 68 Conflict Resolution: Behavioral Characteristics of Debate or Dialogue
Lecture 69 Exercise 9: Conflict Resolution
Section 12: Keeping Score and Goal Setting
Lecture 70 Developing Your Team Scorecard
Lecture 71 The Balanced Scorecard
Lecture 72 Targets, Goals and Objectives
Lecture 73 MBO & Self-Control
Lecture 74 Exercise 10: Keeping Score and Goal Setting
Section 13: Problem Solving Process Improvement
Lecture 75 Attitudes of Problem Solving
Lecture 76 Root Cause Analysis
Lecture 77 Plan-Do-Check-Act Problem Solving Model
Lecture 78 A3 - Lean Problem Solving
Lecture 79 The Skills of Brainstorming
Lecture 80 Exercise 11: Solving Problems
Section 14: Improving Your Work Process
Lecture 81 What Are Processes and Capabilities?
Lecture 82 Listening to Your Customer
Lecture 83 Exercise 12: Know Your Customer's Requirements
Lecture 84 Defining Your Process
Lecture 85 Mapping Your Work Process
Lecture 86 Eliminating Waste from Your Process
Lecture 87 Eliminating Management Waste
Lecture 88 Reducing Variances and Variability
Lecture 89 Exercise 13: Eliminating Waste
Lecture 90 Summary, Certification and Celebration!
New managers or recently promoted managers who want to learn the basic skills of managing people, leading teams and improving work processes.,Any manager wanting to improve their people management skills.,Technical or other employees seeking future leadership positions.
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What kind of skills should be trained for new manager? ›
New managers need to be able to communicate effectively with their employees. This includes being able to give clear instructions, provide feedback, and listen to concerns. Employees need to feel that their manager is approachable and that their concerns are heard.
- What are Management Skills? ...
- Management Skills #1: Relationship Management. ...
- Management Skills #2: Planning. ...
- Management Skills #3: Prioritisation. ...
- Management Skills #4: Critical Thinking. ...
- Management Skills #5: Industry Knowledge.
A good Manager must figure out how to motivate their employees and keep them energized, engaged, and productive. Whether it's positive affirmation, helpful criticism, perks, or rewards, identify what factors best motivate your team and use them to keep your employees consistently inspired to succeed.How do you become a manager in 2022? ›
- Protect work-life balance. Good managers protect work-life balance both for themselves and for members of their team. ...
- Celebrate victories. Constructive criticism isn't the only type of feedback you should be giving your direct reports. ...
- Excel at communication.
- Technical skills.
- Conceptual skills.
- Human or interpersonal management skills.