In accordance with the desires of most Senior Management, ModernManagers offers a program to help ensure the quality of the work of your supervisory staff and foster employee satisfaction, growth and development, and to minimize the legal, financial, and physical risks posed by insufficient leadership training.

  The Business Opportunity –

Select and Develop the High Performance Workforce.

The three essential skills for supervisors, are problem-solving, customer focus and communication. “If they don’t have those top three strengths, you’re going to have to work very hard with them, or you’ll be putting them in a no-success situation.”  Every third supervisor hire should be someone from outside the company with different experience.  Otherwise, you fall into the trap of, “We’ve always done it this way. We’ve tried that before and it didn’t work.”

Employee and employer costs such as payroll and benefits etc. typically make up as much as 60% of a company’s expenses.  Research show that if people related costs make up more than 50% of expenses, the business is going to struggle to succeed financially.  Leadership skills training becomes essential.

Passion - People - Products   

Training Employees is important.  As the marketplace becomes more competitive, hiring and management training for the right people willl be critical to business success.  If your company doesn't have a knowledgeable work force, your goals will be hard to accomplish.

Front-line supervisors play a key role in business success.  Supervisors are the companies unsung heroes, and are the glue that holds it all together.  They could not do it without the infrastructure of the organization, but the organization could not function without them either.

Leadership Cycle:  Grooming supervisors to be more business savvy can take a lot of strain out of organization-wide communication and free valuable time by streamlining problem-solving in the center, as well as the analytical process for upper management.  Without training development of our leaders, we end up doing more and more of what does not work and we destroy the business.  We can avoid this by flowing through the Leadership Cycle.

1.  Vision:  In many organizatons, the hiring and training processes (or lack of) are hindering new supervisors chances for success.  Many managers have reasons to hire from within the company because they want to create advancement opportunies for their workers.  However, often-times, the preference to hire from within comes from a desire to maintain status quo.  "A lot of managers don't want to sit down and talk.  They don't hire supervisors who are good leaders; they hire "yes" people - the worker who everybody likes.  And generally they are likeable because they have a hard time challenging management.  Savvy managers and executives realize the true value of the supervisors' role, and invest in it in a most effiecient and meaningful way.  Supervisor training that goes beyond industry recognized skill sets is going to be more important as productivity takes on a more prominent role in contributing to a company's bottom line. 

2.  Values:  As more and more organizations realize the value of the team has on the bottom line, they should also look at how they are investing in one of the most valuable cogs in the machinery.  Training Development values are both personal and organizational for alignment and are hierachical.  It is a platform that empowers people to make decisions.  The move to supervision is not one that everyone can make successfully - at least not without the right type of support.  Offering Supervisor Training and Development is a good start.  Many are green; a lot of them are first-time managers.  It's a high pressure job, and without executive leadership's willingness to look at the position and conduct a job analysis, it's not realistic to assume that you'll get better results from training.

3.  Planning: Planning and executing have always been a core part of management training.  However, if we just plan and execute, plan and execute, without review of the execution, we get caught in the Tsunami Zone. Without proper planning your new supervisors may build their team around the wrong values, a cohesiveness built on negativity.  They are pushed to meet stats and answer calls, and don't have a perspective on the bigger picture which leads to cynicism and a sense of being overburdened.

4.  Tsunami Zone:  Most supervisors who are promoted from within tend to identify much more strongly with frontline workers than with management.  "One day you're a worker; the next day, you're a supervisor.  Nothing really changes except they move the supervisors cube and they have a different set of responsibilities.  Newly promoted supervisors often find themselves in a veritable no-man's land; no longer belonging to the frontline ranks, but not welcomed into the management community.  This causes stress for supervisors, which is often exacerbated by management's insentivity to frontline staff in their implemenation of policies and procedures.  "In many cases, it creates loose cannons; supervisors who don't agree with company policies or values, and who contradict them to the team.    

5.  Execution:  Pull Supervisors into the fold.  To combat a downward spiral in the Tsunami Zone, managers and executives have to escalate the value of the supervisor within the organization. This is the person who is at the table with your customes every day, if marketing wants to know what the issues are or how to sell something, if sales wants to know what products are needed, or senior management wants to know why they're losing customers, ask your team supervisors, that's what they are working with every day.  Failing to tap into supervisors' hands-on knowledge of the customer base costs upper management a lot of valuable insight.

6.  Review:  In any training program you ask the questions.  What did you set out to do?  What actually happened?  Why did it happen?  What are we going to do next time?  In your training seminars by reviewing the planning and execution to avoid the Tsunami Zone, we create the learning moment.

7.  Learning Moment:  From leadership training skills training in the review we discover the learning moment's point of realization-that can be positive or negative but never bad!  A learning moment culture allows "mistakes" based on value that a mistake is a learning moment from which a positive outcome can make us a better company, a learning moment culture is rigorous as well as respectful.

8.  Learning:  Learning is the final outcome.  A learning organization is one that is renewing itself on a daily basis.  We beat the competition and make ourselves more competent by embracing the learning moment, which creates a learning culture.  With the right produts, the right people that are passionate, and the leadership training cycle, (which creates a culture where passion is enhanced) you have a MAGNIFICIENT organization that is applauded by "Profits!"