• Adapting to shifts in team membership
• Managing team members, including those from outside the organization (clients, collaborators)
• Managing workers on multiple teams
• Communicating with and managing workers who are widely distributed both organizationally and geographically
• Handling formation of teams and continuous team reform
• Dealing with teams that have multiple reporting relationships with different parts of the organization at different times

• The business case for excelling in customer service
• Aspirations around customer excellence
• The role and types of customer service (inbound, outbound and others)
• Customer service as a commodity or differentiator
• A walk in the customer's shoes
• Identifying and addressing the customer's moments of truth
• Differentiating customer behavior, satisfaction and loyalty
• Small steps that yield big results
• Using the customer compass
• The benefits and use of CRM systems

• Understanding the changing competitive landscape
• Defining new sources of market differentiation
• Core capabilities needed for delivering the ultimate customer experience
• Redefining and creating real customer value
• Customer value mapping and individual roles
• Customer service is a mindset, not a department
• Moving from service provider/supplier to business partner
• Collaborating across internal and external boundaries
• Balancing customer advocacy with customer profitability
• Measuring and improving customer satisfaction and loyalty

• Obstacles to time management
• Creating a personal vision
• Weekly time assessment
• PIE exercise
• Striking a balance
• Prioritizing using the priority matrix
• Planners (electronic and paper)
• From master list to planner
• Conducting effective meetings
• Successful delegation
• Project management

• The business case for diversity
• The diversity continuum—tolerance, acceptance, inclusion and leverage
• The legal parameters of diversity
• Recognizing and appreciating differences
• Diversity support groups and similar venues or support mechanisms
• Dealing with boomers, gen X'ers, gen Y'ers and others
• Harassment issues
• Managing personal relationships and conflict
• Individual and organizational liability

• The communication process and management
• Types of communication
• Communication vehicles and techniques at our company
• Personal communication styles—assessment and interpretation
• "Answer first" verbal communications model
• Non-verbal communications
• Listening assessment
• Critical and selective listening skills
• Barriers to effective verbal communications
• Written communication skills

• The definition of conflict
• Traditional vs contemporary view of conflict
• When conflict is constructive and when it's destructive
• Effects of unresolved conflict
• Conflict as an opportunity
• Personal conflict assessment
• Conflict resolution modes and their use
• How best-practice organizations use conflict

• Key changes in American business and work environments
• Change as an obstacle or opportunity
• Creating your business case for change
• Understanding and managing the stages of change
• Recognizing your current state of change (strategic and tactical)
• The head, heart and hands approach to change management
• ACHIEVE model for individual change
• Seven-step model for organizational change
• Defining your role in change management
• Leading change internally and externally

The legal aspects of management:

• Title VII of the Civil Rights Act of 1964
• Fair Labor Standards Act of 1937
• Age Discrimination in the Employment Act of 1964
• Americans with Disabilities Act of 1990
• Family and Medical Leave Act of 1993
• Application of policies and legal requirements to management areas such as recruitment, selection, promotion and termination
• Discrimination, harassment and retaliation in the workplace
• Progressive discipline and documentation
• Effective termination decisions and process
• Privacy and confidentiality issues

• Preventive employee relations practices (can include union avoidance)
• Employee satisfaction vs employee engagement
• Today's manager as coach
• Performance improvement—tips and tools
• Designing and applying internal complaint processes
• Use of surveys, focus groups and self-directed work teams
• Key employment laws and the supervisor's role in each
• Overview of relevant policies and procedures
• Creating a culture of inclusion and respect in the workplace
• Understanding and leveraging interpersonal differences (DiSC, conflict or similar assessment)

• Defining and becoming an employer of choice
• Developing your employment brand and EVP
• Employee engagement vs employee satisfaction
• Defining and communicating the different dimensions of employee growth
• The role of performance management in growing your talent
• Career planning and individual development plans
• Succession planning—the business case and how to do it
• Addressing soft and hard skills in employee challenge and growth
• About tests and assessments—what's so good and not so good
• Addressing the negative and rewarding the positive

• Using performance management as a business process
• Planning (team and individual levels) for superior performance
• Quantifying performance standards and critical success factors
• Converting KPIs into SMART objectives
• Tips for effectively applying performance appraisal tools and process
• Effective use of self-assessments and upward reviews
• Monitoring and evaluating employee performance
• Preparing for and conducting an effective performance appraisal
• Coaching and resolving below-standard performance and behavior problems
• Creating and reinforcing individual accountability
• Dealing with high-potential employees, and other career planning and development needs

• Heroes vs teams
• Characteristics and competencies of HPTs
• Selecting team members—styles and skills
• Sorting out individual investment and membership
• Recognizing informal roles and use of authority and influence
• Understanding the stages of team development
• Addressing specific barriers to peak performance
• Situational leadership and team S.U.C.C.E.S.S.
• Assessing the current and desired state of the team's performance
• Ten keys for effectively leading HPTs

• What is key talent and why does it need a special focus?
• The talent circle (select, retain, remove and realign key talent)
• Understanding performance vs potential
• Buying vs building your talent base
• How to recognize or identify high potential performers
• The different types of development—redefining growth
• Evaluating your level of key talent loyalty and risk
• Early warning signs of derailment and/or defection
• Nuances in motivating and developing key talent
• Ten nonfinancial tools for retaining key talent

• Preparing and reviewing job specifications
• Analyzing departmental staff
• Identifying recruitment sources
• Evaluating resumes and/or applications
• Utilizing behavioral interviewing techniques
• Selecting the best candidate
• Checking references
• Offering the job
• Creating an orientation checklist

• Constants of the effective leader
• Professionalism defined
• Managing prior co-workers and friends
• Ten rookie mistakes
• How things have changed . . .
• Managing personal relationships
• The importance of SMART objectives
• What you need to know
• Managing your manager (upward management)
• Trends in business