The CRP Leader-Manager: Building Skills for the 3rd Millennium
- Starts: 05/09/13 - 9:30AM
- Ends: 04/17/14 - 11:00PM
- Location: Webinar Series
- Category: Upcoming Events
A Certificate Program for Managers and Supervisors in
Community Rehabilitation Programs
Featuring Doug WilsonChief Solution Design Officer, 9by9Solutions
“A famous manager once said that a person who can get work done through others is worth their weight in gold.” The need for manager-leaders is no less important today.
The Center for Continuing Education in Rehabilitation (CCER) at the University of Washington presents a twelve-part, year-long certificate program for CRP managers and supervisors. This series is designed for
• NEW managers and supervisors of employment programs who are acquiring skills and strategies to be effective in their positions, and
• EXPERIENCED managers who are looking to refresh their skills in developing and maintaining positive and productive work environments.
The CRP Leader-Manager Series is designed to help you critically evaluate your own capabilities as a leader and manager and to begin to develop and grow skills to lead and manage others. Twelve webinars focus on developing key foundational skills necessary for the Manager-Leader to be successful. In addition to exploring Manager-Leaders styles, the webinar series is designed around leadership competency clusters that will never go out of date no matter the organization or the level.
• Performance management
• Leading change and managing disruptions
• Making optimal decisions and
• Building teams that can sustain performance
Using interactive discussion, current research and case studies to present relevant data in each of the content areas, each session is designed to allow (and expect) participation around issues and applications in the workplace. For the serious participant, there is the opportunity to complete job related assignments leading to a certificate in the skills of the CRP Manager-Leader.
Your guide and mentor: Doug Wilson, 9by9 Solutions, College Park GA
Doug is a results-driven organization change leader with a record of significant accomplishment. His long career has included consultation on a broad range of challenges, from complexity reduction and succession planning to organizational planning and re-design. Doug is also an experienced motivational speaker and trainer who has co-authored several articles on leadership development and management.“It gave me a lot of helpful information that I have been able to utilize. The two most helpful tools I acquired are learning to use the employee productivity files and the goal setting approach.”
“I feel it has helped on so many different levels. It increases my knowledge as far as being a mnager and has given me many helpful tools.”
“…I learned more about managing and leading than I have ever learned in all my time in the workforce.”
“I have to say this last session was highly motivating and I loved the way all the concepts were tied together and giving us a prime example of the difference we can make.”
“I wish, not only my directors, but the directors of all companies in this nation could take this course as we have all forgotten what it means to be true leaders and managers and with it takes to accomplish this.”
Two ways to learn: Certification Track and Participation Track
Professionals who enroll in the Certificate Track will participate in twelve monthly webinars addressing leadership styles, goal setting, coaching, feedback, managing change and conflict, and more. Course content will be extended through post-session readings, and five field-based homework assignments which will be submitted to Doug for review and personalized feedback.
Participants who want to improve their skills and knowledge without committing to the year-long certificate program can register for individual clusters as desired.Times and Dates
Webinars will be offered on the third Thursday of each month (except for May, July, and December), at 10:30 to 12:30 Mountain Time (9:30 to 11:30 Pacific Time, 8:30 to 10:30 Alaska Time).Dynamic and Practical Content
Cluster A: Leading (May 9, 2013)
Session 1/ The CRP Manager-Leader: Determining Leadership Direction
Cluster B: Creating a Meaningful Workplace (June 13, July 18 & August 15 2013)
Session 2/ Clarifying What Success Looks Like: the Art of Goal Setting
Session 3/ Building Capability: Motivation, Delegation and Coaching
Session 4/ Actionable Feedback: How Communication, Performance
Monitoring & Evaluation Fit Together
Cluster C: Managing Movement & Disruption (September 12, October 17 & November 21, 2013)
Session 5/ Creating Successful Change
Session 6/ Managing Conflict in the Workplace
Session 7/ Managing Marginal & Unsatisfactory Performance
Cluster D: Optimal Decision Making (December 12, 2012 January 23 & February 20, 2014)
Session 8/ Framing the Choice
Session 9/ Establishing and Prioritizing Decision Criteria and Involving Others
Session 10/ Making and Recommending the Optimal Decision
Cluster E: Teams or Teamwork? (March 20, 2014)
Session 11/ Managing Groups
Back to Leading…
Session 12/ Tying It All Together: Characteristics of the High Achieving Manager-Leader (April 17, 2014)
Costs
Tuition for the entire certificate package – 12 webinars and personal review of five homework projects – is $600 per person.
Individual webinars are available for $50 per session per person. Participants must register for all sessions in a cluster (varies between 1 and 3 sessions/cluster).
To Register Click Here!
Each webinar is 2 hours in length. Certificate participants will also need to block out 1 hour for additional reading between webinar sessions, and 2-3 hours per cluster to complete a leadership related assignment.
Session Details
Cluster A: Leading (One Session)
Purpose: Strong Manager-Leaders are required for every organization’s success. This cluster is designed to allow the participant to assess their leadership philosophies and styles; to form preliminary conclusions around optimal styles and to evaluate themselves and their organizations against the characteristics of high achieving leaders and organizations. One assignment is required from the two sessions in this cluster.
Possible Certification Assignments for Cluster A:
1. Develop a personal leadership philosophy and define implications of that philosophy on behavior as a manager-leader
2. Assess one’s personal leadership style and identify strengths and weaknesses and prepare a plan for personal capability development
3. Develop a personal capability development plan by assessing one’s own strengths and weaknesses against core manager-leader competencies
4. Assess one’s organization against the common characteristics of high achieving organizations and make specific recommendations for improvement
Note: Certificate participants may design and present for approval customized assignments that meet the objectives for the specific cluster
Session 1 The CRP Manager-Leader: Determining Leadership Direction
Session Objectives:
– Compare and contrast leadership and management and discuss how they align
– Review classic leadership philosophies and discuss the implications and use of developing personal leadership philosophies
– Review 5 classic management-leadership styles and analyze the strengths and weaknesses of each style
– Define the appropriate and inappropriate uses for each style
Cluster B: Creating a Meaningful Workplace (Three Sessions)
Purpose: The ability to obtain high performance through other people is one of the most critical Manager-Leader skills. This cluster explores the three fundamental and critical ingredients of performance management
Possible Certification Assignments for Cluster B:
1. Develop a goal setting approach for the individual manager-leader to include key responsibility areas, critical indicators, goals and metrics
2. Develop a goal setting approach for one employee or team under the manager-leader’s supervision to include key responsibility areas, critical indicators, goals and metrics
3. Analyze one’s personal coaching style including identification of specific strengths and areas to be enhanced and define how to achieve desired changes
4. Develop an individual coaching/mentoring plan for one employee under the Manager-Leader’s supervision
5. Conduct and submit documentation on one performance evaluation with one direct report
6. Create and maintain productivity files for one position under person’s supervision
7. Using the motivation model, analyze the current motivational climate in the unit with specific recommendations to enhance the motivational environment
Session 2 Clarifying What Success Looks Like: the Art of Goal Setting
Session Objectives:
– Define the performance management process and describe how goal setting fits into the process
– Review the steps of linking organizational and unit goals setting with individual goal setting
– Assess if SMART goals produce acceptable results and describe what else is needed
– Structure one position for goal setting
– Discuss the pitfalls of goal setting
– Discuss how to handle unique goal setting situations
Session 3 Building Capability: Motivation, Delegation and Coaching
Session Objectives:
– Review how the performance management process impacts motivation in the workplace
– Review and define the types of coaching
– Review the four coaching styles and define when each is appropriate
– Assess the key elements of the delegation model
Session 4 Actionable Feedback: How Communication, Performance Monitoring & Evaluation Fit Together
Session Objectives:
– Review the communication process
– Define the key characteristics of successful feedback
– Define the seven key principles of evaluation
– Define how to handle unique situations in the evaluation process
Cluster C: Managing Movement & Disruption (Three Sessions)
Purpose: Leaders create change and change creates conflict. The CRP Manager-Leader of the 21st century must be able to successfully lead change toward defined goals but also be able to manage performance deviations along the path.
Possible Certification Assignments for Cluster C:
1. Develop a change plan for one major organization or individual change
2. Document one conflict faced on the job with an identified resolution plan
3. Using the force field analysis model, analyze one organizational or individual change and specify driving and resistance forces and define the plan to achieve the desired change
4. Describe one change through the change model and analyze the actions taken at each phase as to their effectiveness; make specific recommendations for specific actions that would have improved the quality of the change.
5. Document one conflict resolution issue detailing the manager-leader’s actions throughout the process; define how each style of leadership would have resolved the conflict; define the approach sued to resolve the conflict and make recommendations for any actions that could have improved the resolution
6. Document one case of marginal and unsatisfactory performance detailing the manager-leader’s actions throughout the process; make recommendations for actions that could have improved the resolution
Session 5 Creating Successful Change
Session Objectives:
– Define the steps in successful change
– Review and use the force field analysis process to assess forces impacting on change
– Define the change process and appropriate role of the manager-leader in each phase
Session 6 Managing Conflict in the Workplace
Session Objectives:
– Define how to analyze conflict situations
– Review manager-leader style approaches to conflict resolution
– Describe steps in the conflict resolution process
– Analyze conflict case situations and discuss resolution
Session 7 Managing Marginal & Unsatisfactory Performance
Session Objectives:
– Distinguish between positive and negative discipline
– Discuss how to analyze and assess performance problems
– Define the key manager-leaders actions to correct behavior
– Define how to conduct the corrective interview
– Define how to document and use performance data around marginal or unsatisfactory performance
Cluster D: Optimal Decision Making (Three Sessions)
Purpose: Understanding and using a sound and systematic decision making process is one of the most effective tools in the manager’s tool kit. Knowing and using the proper steps of decision making not only improves the quality of decisions but can enhance involvement and commitment of staff and provide a template to coach other in decision making.
Certification Assignment for Cluster D:
1. Using the decision making process, document one decision through the entire process and explain the justification for the optimal decision
Session 8 Framing the Choice
Session Objectives:
– Review the types of critical thinking process and define how decision making fits into critical thinking
– Define how to develop a decision statement
– Develop decision criteria and distinguish between required and desired criteria
– Set priorities for each decision criteria
Session 9 Establishing and Prioritizing Decision Criteria and Involving Others
Session Objectives:
– Develop decision alternatives
– Score alternatives
– Develop weighted scores
– Define the appropriate role of involvement in the decision process
Session 10 Making and Recommending the Optimal Decision
Session Objectives:
– Assess risks of each alternative
– Make the optimal choice
– Present recommendations within the organization
– Discuss how to use the decision making process in making simple decisions
– Review key questions to ask during the decision process
Cluster E: Teams or Teamwork? (One Session)
Purpose: One of the skills of a successful manager-leader is to build successful teams that can achieve and sustain organizational goals. This session explores characteristics of teamwork and types of teams to assist the manager to determine what is needed for success
Possible Certification Assignments for Cluster E:
1. Assess the current organization in terms of “teamness”; assess the type of team needed in the workplace; define missing capabilities and develop a plan for enhancing needed capabilities
2. Using the team-teamwork model, assess the types of teams needed in the workplace and analyze he capabilities needed for success with a recommended plan to build those capabilities
Session 11 Teamwork and Teams: Building the foundation for sustaining performance
Session Objectives:
– Review the difference between teams and teamwork
– Discuss the key characteristics of teamwork
– Review the types of teams and assess how to determine which is most applicable to a workplace
– Define the key characteristics of high performing teams
– Review the key manager-leader techniques to managing teams
Session 12: Tying It All Together: Characteristics of the High Achieving
Session Objectives:
– Compare and contrast two leaders and the characteristics that create organizational success or failure
– Review current research to analyze the commonalities of high achieving organizations
– Define implications of the modern CRP Manager-Leader and review core management-leadership competencies to assess the key characteristics of high achieving manager-leaders
For Content Information:
Doug Wilson dwilson@9by9solutions.com
For Registration Information:
Tammi Olson tammio@uw.edu
425 774-4446