GL Ford Consulting

Customizable Eight-Module Management Series

Gallup recently reported that only 30% of U.S. employees are engaged at work. Gallup estimates that managers account for at least 70% of variance in employee engagement. Organizations obviously need to invest in developing their managers' ability to engage staff in the organization’s mission.  

The following is a description of 8 highly interactive half-day sessions that do just that. These modules can be deployed as an 8-part management training series. Clients may also pick and choose from the topics below based on the needs of their organization/target audience. 

Workshop design includes simulations, role-play, small and large group discussion, self-directed learning, short reading in advance of sessions and short lecture. 

The eight modules:

Descriptions of each of the eight modules follow: 

Introduction to Management 

Many organizations promote technically strong individuals into management positions. New managers quickly recognize that what made them successful individual contributors won’t be what makes them successful in a management role. This first session explores the required skills, values and time applications that lead to successful people management. 

At the end of this session, participants will be able to:  

Exploring Your Personal Management Style 

Successfully managing staff requires managers to understand the strengths and limitations of their own management style and to learn to flex successfully to lead those with similar and different styles. This session leverages the DiSC behavior style tool to provide insight into participants’ personal styles, increase appreciation for style differences, and offer strategies for effectively managing and communicating with all styles. 

At the end of this session, participants will be able to:  

Delegation Best Practices 

Organizations promote people who can do it quicker, faster and smarter, but this very strength may become a liability if new leaders can’t become effective delegators. To avoid becoming bottle necks for work product, managers need to become effective at delegating to and developing others and let go of much of the work that made them successful in their previous role. This session shares best practices for delegation, motivating staff, and calibrating expectations around initiative. 

At the end of this session, participants will be able to:  

Building Rapport with Staff 

Marcus Buckingham once said, “People join organizations, but they leave managers.” Strains in relationship with one’s immediate supervisor is a quick path to disengagement and potential loss of hard to replace talent. This session provides answers to the questions, “How do I build strong relationships with staff?” and “How do I balance rapport and accountability?” 

At the end of this session, participants will be able to:  

Proactive and Reactive Coaching 

Providing clear and actionable feedback to staff is critical to successful execution and employee development. This session provides a roadmap for effective coaching conversations, both one-on-one conversations before handing off a big project (proactive) and conversations that redirect suboptimal performance (reactive). 

At the end of this session, participants will be able to:  

Re-Engaging Staff During Change 

The one constant in modern work life is change. This session provides managers with the tools to help staff navigate small and significant change. 

At the end of this session, participants will be able to:  

Building Strong Teams 

Managers need to be able to both assess effective and dysfunctional team dynamics and lead the way toward more optimal team interactions.  

At the end of this session, participants will be able to:  

Effective Performance Evaluations 

Performance evaluations are intended to develop, direct, and motivate, but they are all too often demotivating to employees. This session provides managers with best practices for ensuring your organization’s evaluation process has the most optimal outcomes. 

At the end of this session, participants will be able to:  


“According to the American Management Association, managers spend at least 24 percent of their time resolving conflicts at work.”
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