Summary

Competent managers are the lifeblood of high-performance organizations. That said, with the incursions of AI into how things are done, post-pandemic delayering and rightsizing, and today’s seismic shift in the employer/employee relationship, what is the future of middle management? Reflecting these new circumstances and demands, managers are suffering from higher rates of stress, burnout and isolation – mainly because they have neither the necessary skills nor the support needed to adjust and cope with these higher expectations.

After conducting more than three million studies on team excellence, Gallup says that only one in 10 qualifies to be a high-performance manager.

And since over 70% of the variance in all aspects of employee productivity and engagement is determined solely by the manager, that is a big problem for organizations pursuing sustainable competitive advantage.

Who Should Attend

This certificate program is designed primarily for managers ready to lead in the middle and take their game to the next level in today’s volatile, unpredictable and increasingly complicated business environment. It’s also relevant to business owners or leaders concerned about decaying performance practices and the erosion of core leadership capabilities – those who fully understand that every enterprise lives or dies on the quality of its managers. High-performing organizations are both smart and healthy, and driven by an accountable, engaged workforce. Above all, they have managers who know how to identify, nurture and keep high-potentials, address under-performance issues decisively, foster innovation and build an adaptive high-performance culture.

Curriculum

This program was created to accommodate those who seek flexibility in their choice of topics. You can cherry pick only the seminars that are of particular interest or complete all seven to obtain the Managing for High Performance Certificate. Each session is supplemented by pre-course work of relevant readings, diagnostics and compulsory tasks.

Building High Performance Teams

Companies live or die on the quality of their managers. As the stewards of culture, they are the lifeblood of organizations. But much of what they do too often makes it difficult for people to get their work done or even want to stay. Gallup, venerated for decades of credible research on team performance, tells us only one in ten can be a high-performance manager. And metadata says the practice of motivating higher productivity, greater efficiency and accountability hasn’t budged in over 30 years. More than ever before, particularly in the post-COVID era, managers are overwhelmed, confused and under-skilled. And this creates significant risk to performance management, employee well-being and brand reputation.

Dates and Registration for Building High Performance Teams

Correcting Employee Problem Behaviour

Most managers dislike and are therefore uncomfortable, unwilling or incapable of dealing with workplace conflict. So, they tend to overlook minor annoyances and frustrations in the hope that unacceptable behaviours will somehow change on their own. But that never happens – they invariably become chronic, then invasively spread as others see them unaddressed. “Why should I bother if they can get away with it?” is the typical response. Knowing how to initiate timely, constructive conversations, offer candid and beneficial feedback, confront sub-par performance issues and adroitly handle disagreements and pushback is the primary focus of this webinar.

Dates and Registration for Correcting Employee Problem Behaviour

Hire the Best, Keep Them and Fire the Worst

The objective of every smart leader is to surround themselves with a team of bright and committed people. To achieve and then scale sustainable competitive advantage, you need to hire (and keep) those with the potential to grow. That’s always been the indisputable imperative of every successful organization. Talent fuels the mission and makes the vision achievable. Without star performers, you’re destined to perish. Though the principles apply, the course does not focus on junior staff nor C-suite personnel. Rather, it deals with everyone in between – knowledge workers and managers.

Dates and Registration for Hire the Best, Keep Them and Fire the Worst

Managing a Multi-generational Workforce

How employees approach their work is greatly influenced by when they grew up. Almost 60% of managers today experience conflicts between older and younger workers on a frequent basis. Unintentionally, they’re often the cause of it. So, more than ever, they need to managing understand how these generational differences affect workplace productivity, efficiency, accountability and the ability to embrace change. Those socialized in different economic, political and cultural realities acquired opposing beliefs, values and preferences. And these affect their behaviours in the workplace. Job #1 for every manager is knowing how to integrate them into a cohesive and engaged high-performance team.

Dates and Registration for Managing a Multi-generational Workforce

Managing a Multicultural Workforce

Three things drive our workplace behaviour – who we are, when we were born and where. This informative and fascinating webinar focuses on the latter – ethnicity. As a manager in a culturally-diverse workforce, you need to know how ethnic differences affect the way in which your direct reports follow your instructions, assess your competence, function as a team, make decisions, handle disagreements, deal with time pressures, receive feedback, respond to issues of trust, and disagree with each other.

Dates and Registration for Managing a Multicultural Workforce

Understanding the Human Condition

Everything we do in life is a consequence of how the brain works. It determines our success or failure, personally as well as professionally. It’s what makes us human. But our hard-working neurons aren’t always functioning to our advantage. Because the brain has a mind of its own – one that’s beyond our command. It protects us, deceives us and glorifies us. It provides us with unrealistic optimism, moral excuse-making, wishful thinking, excitement, anxiety and depression. All of which distorts reality, saves us from the ego-destroying effects of our mistakes and prevents us from seeing the truth about the world and those around us. It can make us smart, logical and open-minded but also vain, immoral, unscrupulous, unreliable and bigoted. Liberating the former and restraining the latter requires an understanding of what constitutes “the human condition.”

Dates and Registration for Understanding the Human Condition

Why Successful Companies Fail: Forewarned is Forearmed

The data is clear: businesses are disappearing faster than ever. Do they fail because of stubbornness or incompetence or something else? Business success contains the seeds of its extinction. Adherence to the formula that brought market dominance in the past almost guarantees failure in an increasingly volatile, uncertain and complex world. Relying on tried-and-true practices and old modes of thinking won’t get you out of the downward spiral, it only accelerates it.

Dates and Registration for Why Successful Companies Fail: Forewarned is Forearmed