Manager Boot Camp
The transition from individual contributor to people manager is one of the most difficult and risky transitions in anyone’s career. This program focuses on the process and principles that characterize excellence in people management and how to successfully make the transition from contributor to manager. Participants explore six essential conversations managers must master to get the best from their people, as well as foundational skills that separate great managers from good managers.
Who Should Attend
New managers, supervisors, those with high potential for a management role, and individuals who have not received formal management training.
Continuing Education Units
This course provides 3.2 Continuing Education Units (CEUs)
How You Will Benefit
- Understand the transition from individual contributor to the role of people manager
- Set performance and development goals for others
- Provide usable and constructive performance feedback
- Motivate others to achieve desired results
- Sharpen your decision making and communication skills
- Resolve conflict in a way that promotes performance and personal dignity
- Build team alignment, relationships, and processes
- Guide others successfully through organizational and professional change
- Counsel others on career goals and career choices
Day 1 - The Six Conversations of Performance Management
- What’s expected of me?
- How should I develop?
- How am I doing?
- How did I do?
- How will I be rewarded?
- What’s next for me?
Day 2 - The Basics of the Managing Process
- Naming and documenting critical processes
- Managing a process – data, variance, and response
- Situation analysis – facts, experience, assumptions
- Cause analysis – what’s working, what’s not
- Decision making – selecting criteria
Day 3 - Communications
- The communication process: prepare, share, and hear
- Knowing your audience: boss, peers, staff
- Acknowledging your blindspots – The Iceberg Syndrome
- Using MBTI to organize communication strategies
- Listening and questioning techniques
Day 4 - Conflict Resolution
- The basics of emotional intelligence
- Sources of conflict and key steps to resolving conflict
- Relating communication skills back to the Six Conversations
- Thomas-Kilmann conflict index: competing, accommodating, avoiding, compromising, collaborating
Day 5 - Managing Change
- The change transition model and how you personally react to change
- How conservers, optimists, and pragmatists approach change
- Managing your staff through transition
- Communication and performance management strategies
Betsy is an independent consultant specializing in organizational effectiveness, talent development and executive coaching. Her background includes 25 years of executive leadership experience in corporate Human Resources, Operations and Program Management with Hewitt Associates LLC, a $3 billion dollar HR consulting and outsourcing and Baxter Healthcare, a $10 billion-dollar leading manufacturer of medical products.
Betsy has advised on a variety of business improvements in the areas of strategic planning, restructuring, talent development, and cost management. Today she leads CPED’s Foundations of Management Certificate focused on helping managers motivate their teams, influence stakeholders, leverage resources, and enhance business processes.
Betsy is a member of the Society of Human Resource Management and the American Productivity and Quality Control Council. With a B.A. in communications from Eastern Illinois University, she is also certified in executive coaching, change management, performance consulting, and instructional design.
P Artell Smith
Artell has extensive experience in human resources management, advising and focusing on overall people strategy, talent management/development, and compensation/benefits. He has led transformative projects across all aspects of HR work globally, including talent development, generalist services, operations, technology, and global sourcing.
Artell is Principal and Managing Director of WatchWorks Management Consulting LLC. Previously, Artell was HR Senior Vice-President for Strategy, Technology & Operations at Aon plc, a $12B global insurance brokerage and HR consultancy. Artell also served as CHRO at Aon Hewitt, a 25,000-employee, $4B subsidiary of Aon plc. He retired from Aon plc in December 2013.
Prior to Aon plc, Artell was HR Vice President, Business Process Outsourcing at Hewitt Associates, Vice President of Training & Communications at Fidelity Investments, Retail Investor Services, and Senior HR Specialist at ExxonMobil.
Artell earned his Master of Public Administration degree from Brigham Young University Graduate School of Management, and a Bachelor of Arts in history and political science also from BYU.
Steve is adjunct faculty for the Wisconsin School of Business Center for Professional & Executive Development. Prior to this role, Steve served as the president and executive director of the Center for five years.
Formerly, Steve was chief learning officer and vice president of talent management for Baxter. Prior to this position, Steve was the senior vice president of human resources at Hewitt Associates for seven years, with responsibility for all aspects of human resources for the international consulting and outsourcing firm, and he was Hewitt’s chief learning officer for three years.
Before joining Hewitt, Steve was with the Bank of Montreal’s Institute for Learning, where he was the faculty head for leadership and change management. He also held training and management development positions at CVS Caremark and BMO Harris Bank.
Steve has an M.A. from the University of Wisconsin and a B.A. from the University of Iowa, both in economics.
Monday - Thursday
Program: 8:15 a.m.-5 p.m.
Lunch and Breaks are Included with Program Registration
Program: 8:15 a.m.-12:30 p.m.
Lunch and Breaks are Included with Program Registration
Program Check-In will be 7:30-8:15 a.m. on the first day of the program.