As a trainer or learning officer, you inherently know the composition of any team or audience includes a wide spectrum of contrasting behavior styles, interests, motivators, and skills. Everyone is unique.
Each individual employee or audience member is unique in their behaviors, attitudes, skills and in the way they think and act. This impacts everything from listening to problem solving to goal achievement to training to how they respond to coaching. Given this diversity, how does one effectively provide training for so many different behavior types?
DID YOU KNOW THAT THE FAILURE RATE FOR NEW MANAGERS IS *46%!?
Why was the First Time Managers Coaching Program Created?
As a former manager in human resources, witnessing the promotion of unqualified people to management was heartbreaking. And the failure rate was proving costly. As an executive coach, I can see these failures manifest when there is a lack of solid leadership training.
New managers rarely have the training they need, and certainly don’t have any of the experience an executive possesses. Indeed, most new managers are promoted primarily because they are doing a good job in their current position. That doesn’t necessarily make them management material.
The executive staff are the people who get the resources such as training, off-site retreats, and coaching. Of course, it is a good idea to put resources behind the executive staff because, after all, they are carrying a lot of risks for the success of the organization.
But think about this. New managers are the people who could one day fill the shoes of an executive in your organization. I dare say that any executive you speak with wishes he or she had more “care and feeding” about how to manage and lead as they started up and continued to climb the ladder into the executive suite.
That’s why I’ve created a coaching program specifically designed for managers with zero to three years’ experience. This program is affordable, so the organization can not only justify, but recoup the investment, and reap benefits the company will profit from for years to come.
Schedule an Appointment
How does the First Time Managers Program Work?
The new manager takes the TriMetrix HD Assessment, and receives a report consisting of:
Behavioral research suggests that the most effective people are those who understand themselves, both their strengths and weaknesses, so they can develop strategies to meet the demands of their environment. This report measures the four dimensions of normal behavior: dominance, influence, steadiness, and compliance.
TriMetrix HD tells how the new manager will perform.
Knowledge of an individual’s driving forces helps tell us why a person behaves a certain way. 12 Driving Forces ™ measures an individual’s top four of driving forces to tell a story of how a person derives meaning from life and work.
TriMetrix HD illuminates what drives this individual’s behavior – the why behind their actions.
An individual’s hierarchy of competencies, including his/her leadership score, is key to their success. Knowing what they are is essential to reaching one’s goals. This report is designed to assist managing and developing a career. For many jobs, personal skills are as important as technical skills in producing superior performance.
TriMetrix HD describes what this individual “has done” in 25 research-based competencies related to the business environment.
Acumen Capacity Index:
The Acumen Indicators section is designed to help individuals truly understand themselves and how they analyze and interpret their experiences. A person’s acumen, keenness, and depth of perception or discernment is directly related to performance.
TriMetrix ACI explores both how a person’s judgment impacts interaction with the external world, and his or her own self-perception.
In addition, the assessment reports contain self-coaching strategies that will guide the new manager beyond the coaching initiatives of this program.
Schedule an Appointment
Online assessment administration
3 months or 12 hours of coaching (Bonus: 1 extra hour at no charge in the first session!)
Unlimited access to the coach via phone and email during the coaching program
The Program is Designed To:
- Increase clarity, focus, and direction
- Create a specific strategy and a plan to reach goals
- Build or enhance necessary skills
- Create a supportive environment to achieve success
- Deal with barriers that block goal achievement
Coaching Topics Include, but Are Not Limited To:
- Leadership myths and magic
- Understanding roles and responsibilities
- Critical/strategic thinking
- Handling relationships (former peers and supervisor)
- Understanding your team’s history
- Understanding performance management
- Problem analysis and decision making (including making hard decisions)
- Creating a culture of accountability
- Motivating your team
- Evaluating your team
- Continuous learning and trends
Why am I Qualified to Coach?
- Ten years of coaching executives from a variety of industries across the United States and from Israel, Chile, South America, Japan, Germany, China, and Sweden.
- Certifications include: Registered Corporate Coach (RCC), Leaders Coaching Leaders Coach (LCL) and Facilitator, Certified Professional Driving Forces Analyst (CPDFA); (CPBA); (DISC Certified); Certified TriMetrix HD Analyst (CPHDA), and Certified Professional Emotional Quotient Analyst (CPEQA)
- Formal education includes a Masters of Arts in Industrial Organizational Psychology and a Bachelor of Science in Psychology
- Six years as a Human Resource Manager
One complimentary extra hour of coaching in the first session, for a total of 14 hours of coaching.
Diane’s eBook, How to Give Dull, Boring Meetings a Swift Kick in the Agenda. This book provides the new manager with insights on:
- How to manage different behavioral styles in meetings
- How to determine if a meeting is necessary
- Types of meetings
- How to have more effective meetings
- Ways to make meetings fun!
A complimentary “check-in” call 3 months after our final session to help ensure the new manager is still on track. This brings the total number of coaching hours to 15!!
Let's get started to give your managers the leadership foundation they need to make it all the way to the Executive Suite!
It’s no secret that training is the first on the chopping block in organiztions when times get tough. Many trainers lament the fact that they get no respect. Regrettably, there is often good reason for these opinions.
According to a 2015 study by Training, Organiztions spend around $70 Billion on training. Many times this hefty price tag comes with no ROI. CEOs are pulling their hair out over the failure of training programs. This includes both inside and outside training programs. A typical example is communication.
Upon a few communication failures such as information being withheld, unnecessary communication, not enough communication, inappropriate communication, the wrong communication, etc., etc., etc. someone in management calls for communication training, Dutifully, the in-house trainer slaps together a communication training and everyone is required to attend, they also must sign off that they’ve been, and there may even be penalties if one does not attend. Of course, managers are exempt from attending. Everyone attends and six-weeks later, there are more communication fiascos. Sound familiar? What can be done to stop such training wrecks? Keeping with our communication example…
In the January/February issue of HR Magazine, Josh Bersin with Deloitte, makes nine predictions of “what’s in store for HR in 2015.” This is part three of a series of articles looking at each of these predictions.Training is another topic with a repeatable tune. However, training often doesn’t get much “air time” as it’s neglected entirely or the first thing to go when the bottom line gets out of tune with profits. In addition, the debate about its value plays like a broken record. But just like the title to Bob Dylan’s song, “The Times They are A-Changin’”
Gone are the days when you went to a training class, listening to the corporate trainer pouring the annual mandatory topic into your brain, while you sat there and passively soaked it in only for it to be forgotten the next day. According to an unscientific poll taken at ATD (formerly ASTD) Techknowledge 2015 on the top concerns in corporate leaning, the melody plays out this way:
Employee engagement 26%
Increasing speed to employee productivity 23%
Tracking quality of learning programs 18%
Personalized learning paths for all employees 17%
Leadership development 16%
According to Deloitte, the concerns around corporate learning are of a different tune and it’s a song that’s being played more and more and its title is technology. A study by Erik Brynjolfson of MIT suggest that due to technology, half of the jobs HR must fill today won’t even be around.in 10 years. Further, jobs are becoming more and more specialized. It doesn’t take a rocket scientist to discern that corporate learning or training, as it used to be called, must change with the times.
Another concern is collaborative learning. According to a study with a limited number of participants, not only is collaborative learning growing, but the way to do it is changing as well. Technology, or social learning, is making that more and more possible and affordable. Not only is it affordable, social learning can increase revenues by twice as opposed to organizations that do not use it, according to a study by Human Capital Management. The technology, in turn, spurns another concern. Which technical tools are best for collaborative learning? The top six tools are:
People think that other people’s jobs are easy. “Oh, anyone can do that job.” “ I Could do that job with my eyes closed.” This is particularly true about jobs such as facilitating, teaching and training - especially training. Making matters worse, in Corporate America during a layoff, downtime, or economic turndown, training is the first position to go and the last position for rehiring. Adding insult to injury, trainers often garner the least respect of their co-workers. In short, Corporate America is not treasuring its trainers. So, this begs the question, “Can training really be that easy?”
As talent managers, you are held responsible for making observable changes in your clients or staff. What if you could uncover a trainee's hidden beliefs that are silently undermining our efforts? Our Center for Applied Cognitive Research is doing just that and our results can you better understand your consulting interactions and solve many of your training dilemmas.