{"id":278,"date":"2013-05-10T14:17:40","date_gmt":"2013-05-10T18:17:40","guid":{"rendered":"http:\/\/21stcenturyleaders.com\/?page_id=278"},"modified":"2013-05-15T16:58:29","modified_gmt":"2013-05-15T20:58:29","slug":"training-delivered-in-real-time-at-your-location","status":"publish","type":"page","link":"http:\/\/21stcenturyleaders.com\/?page_id=278","title":{"rendered":"Face-To-Face and On-Site Training"},"content":{"rendered":"<p>In addition to our state of the art distance learning programs, Bruce will come to your city, town, or county, for 2 or 3 days to deliver training to your organization on a variety of topics.\u00a0 You can choose from the list below to fill out your schedule.\u00a0 I can teach one of each of the below topics in a 4 hour block.\u00a0 Each class involves content, practice and feedback (and there will be laughter and fun too).\u00a0 Each program will utilize a &#8220;<em><strong>Boss Tactical Work Sheet<\/strong><\/em>&#8221; that includes the essential steps to manage a specific topic area.\u00a0 Typically I will do two topics in an 8 hour day and repeat the training so each shift will have an opportunity to participate and learn.<\/p>\n<p><span style=\"font-size: 24px;\"><strong>Face to Face<\/strong><\/span> (2 \u2013 3 one day seminars at your location, that focus on one or more of the below skills)<\/p>\n<ul>\n<li>Coaching<\/li>\n<li>Counseling<\/li>\n<li>Praise<\/li>\n<li>Criticism<\/li>\n<li>Empowerment<\/li>\n<li>Emotional Intelligence Introduction<\/li>\n<li>Introduction\u00a0to Covey&#8217;s 7 Habits<\/li>\n<\/ul>\n<p>Each of these classes also comes with an awesome, copyrighted &#8220;Boss Tactical Work Sheet&#8221;<\/p>\n<h2><span style=\"font-size: 22px;\"><strong><span style=\"color: #800000;\">Coaching<\/span> <\/strong><\/span><\/h2>\n<h2><span style=\"font-size: 14px;\"><strong>(Click the &#8220;Contact Tab&#8221; in the upper left corner of your screen for a sample syllabus)<\/strong><\/span><\/h2>\n<div><strong>Goal:\u00a0<\/strong>To ensure that managers understand how to use Coaching to develop subordinates and ease their own work load.<\/div>\n<p><strong>Background:<\/strong> \u00a0Helping Hand looks at the manager&#8217;s direct role in coaching staff. Understanding the importance of coaching and then learning to coach is not easy. Many managers take the route of saying &#8220;I&#8217;ll do it myself. It will only take five minutes&#8221;\u2013which leaves the manager overburdened and team members underused and undervalued. Managers need to decide which tasks a team member can take responsibility for and coach him or her accordingly.<\/p>\n<p><strong>Learning Objectives: <\/strong>The Students will to learn and apply how to&#8230;<\/p>\n<ul>\n<li>Identify the need.<\/li>\n<li>Plan the coaching program.<\/li>\n<li>Conduct the coaching.<\/li>\n<li>Monitor the results.<\/li>\n<li>Continue to monitor results.<\/li>\n<\/ul>\n<hr style=\"height: 5px; width: 600px;\" size=\"5\" width=\"600\" \/>\n<p><span style=\"font-size: 22px; color: #800000;\"><strong>Counseling<\/strong><\/span><\/p>\n<h2><span style=\"font-size: 14px;\"><strong>(Click the &#8220;Contact Tab&#8221; in the upper left corner of your screen for a sample syllabus)<\/strong><\/span><\/h2>\n<p><strong>Goal: \u00a0<\/strong>To ensure that managers understand how to use Counseling to help employees deal with problems that are NOT impacted by progressive\u00a0discipline, but still affect their work performance.<\/p>\n<p><strong>Background:<\/strong> This session shows that even the most delicate situation can be overcome when dealt with using the appropriate counseling techniques. It introduces the four stages of a structured approach to counseling: setting up the interview, getting people talking by using open questions, helping them think through their problem, and discovering the solution for themselves. This program illustrates how managers can spot impending problems, how to create an opportunity to talk confidentially, how to remain neutral and friendly, and how not to impose their solutions.<\/p>\n<p><strong>Features and applications:<\/strong><\/p>\n<ul>\n<li>Complements any interview skills or management course<\/li>\n<li>Suitable for inexperienced managers, team leaders or personnel staff<\/li>\n<li>Realistic, yet light-hearted drama reinforces key messages<\/li>\n<li>Key sections are ideal for supporting role-plays<\/li>\n<\/ul>\n<p><strong>Learning Objectives:\u00a0<\/strong> The Students will to learn and apply how to&#8230;<\/p>\n<ul>\n<li>Set up a counseling interview<\/li>\n<li>Encourage people to talk<\/li>\n<li>Help people to think things through<\/li>\n<li>Help people to find their own solutions<\/li>\n<\/ul>\n<hr style=\"height: 5px; width: 600px;\" size=\"5\" width=\"600\" \/>\n<p><span style=\"color: #800000; font-size: 22px;\"><strong>Praise<\/strong><\/span><\/p>\n<h2><span style=\"font-size: 14px;\"><strong>(Click the &#8220;Contact Tab&#8221; in the upper left corner of your screen for a sample syllabus)<\/strong><\/span><\/h2>\n<p><strong>Goal:<\/strong> \u00a0To ensure that managers understand how to use praise to make their staff realize that their efforts are appreciated.<\/p>\n<p><strong>Background: \u00a0<\/strong>At the top of the list of why people think of leaving their jobs is the fact that they don&#8217;t feel appreciated.\u00a0 This program makes the point that giving praise where it\u2019s due is a management tool that\u2019s powerful, cheap and easy to use. It can bring amazing results in terms of increasing the quality and quantity of the output of the people who work for them, providing it is correctly applied.<\/p>\n<p><strong>Features and Applications:<\/strong><\/p>\n<ul>\n<li>Addresses the reasons why managers don\u2019t praise.<\/li>\n<li>Shows the value of adding praise to the corporate culture.<\/li>\n<li>Makes managers aware that it\u2019s important to seek opportunities to praise staff.<\/li>\n<li>Provides six easily-remembered rules for praising staff correctly.<\/li>\n<li>Proves that praising is not a natural gift but a learnable skill.<\/li>\n<\/ul>\n<p><strong>Learning Objectives: <\/strong>The Students will to learn and apply how to masterfully use the 7 Golden Rules of Effective Praise&#8230;<\/p>\n<ul>\n<li>Make it specific<\/li>\n<li>Talk about it.<\/li>\n<li>No sting in the tail<\/li>\n<li>Put it on record<\/li>\n<li>Make it public<\/li>\n<li>Pass praise on<\/li>\n<li>Look for opportunities to praise people<\/li>\n<\/ul>\n<hr style=\"height: 5px; width: 600px;\" size=\"5\" width=\"600\" \/>\n<h2><\/h2>\n<h2><span style=\"color: #800000; font-size: 22px;\"><strong>Criticism<\/strong><\/span><\/h2>\n<h2><span style=\"font-size: 14px;\"><strong>(Click the &#8220;Contact Tab&#8221; in the upper left corner of your screen for a sample syllabus)<\/strong><\/span><\/h2>\n<p><strong>Goal: \u00a0<\/strong>To enable managers to employ criticism as a means of preventing the recurrence of mistakes and improving staff performance.<\/p>\n<p><strong>Background: \u00a0<\/strong>Nobody enjoys being criticized, which is why few managers relish the prospect of criticizing their staff\u2013yet is has to be done. Everyone makes mistakes, but no one can be allowed to go on making the same mistake. And yet, people shouldn\u2019t have to wait until an appraisal to discover they have done something wrong.<\/p>\n<p><strong>Features and Applications:<\/strong><\/p>\n<ul>\n<li>Helps managers understand that criticism is an essential part of a manager\u2019s responsibilities.<\/li>\n<li>Shows why people should only be criticized for what they\u2019ve done, not what they are.<\/li>\n<li>Emphasizes how criticism done badly can make things worse.<\/li>\n<li>Lays down seven rules for ensuring that criticism is conducted effectively and without acrimony.<\/li>\n<\/ul>\n<p><strong>Learning Objectives: <\/strong>The Students will to learn and apply how to masterfully use the 7 Golden Rules of Effective Criticism&#8230;<\/p>\n<ul>\n<li>Do it quickly, face to face and in private.<\/li>\n<li>Agree the facts<\/li>\n<li>Ask and listen<\/li>\n<li>Criticize the action<\/li>\n<li>Explain why it matters<\/li>\n<li>Agree a remedy<\/li>\n<li>End on a compliment<\/li>\n<\/ul>\n<hr style=\"height: 5px; width: 600px;\" size=\"5\" width=\"600\" \/>\n<h2><\/h2>\n<h2><span style=\"color: #800000; font-size: 22px;\"><strong>Empowerment<\/strong><\/span><\/h2>\n<h2><span style=\"font-size: 14px;\"><strong>(Click the &#8220;Contact Tab&#8221; in the upper left corner of your screen for a sample syllabus)<\/strong><\/span><\/h2>\n<p><strong>Goal:\u00a0<\/strong> To introduce students to, and allow them ot practice, a model for actually empowering subordinates<\/p>\n<p><strong>Background:<\/strong>\u00a0 When a new supervisor is promoted or get in a time bind with too many things on their plate, they are often told by their bosses to empower their people more, to give thier subordinates tasks to perform, to get with the modern program.\u00a0 BUT the problem is that the supervisor is never given the &#8220;perfect vision&#8221; of what empowerment looks like.\u00a0 When can they do it.\u00a0 What are the consequences of failure.\u00a0 How much hands on or hands off should I use?<\/p>\n<p><strong>Features and Applications:\u00a0 <\/strong><\/p>\n<ul>\n<li>Gives students a model of effective performance<\/li>\n<li>Allows students to identify which tasks can be given to subordinates<\/li>\n<li>Allows students to identify how much evaluation and feedback to give to subordinates based on an assessment instrument that rates the subordinate&#8217;s &#8220;readiness&#8221;<\/li>\n<\/ul>\n<p><strong>Learning Objectives: <\/strong>The Students will to learn and apply how to&#8230;<\/p>\n<ul>\n<li>Assess a task for viability as an opportunity for empowerment<\/li>\n<li>Assess the seriousness of the consequences of failure<\/li>\n<li>Assess the readiness of the person or team<\/li>\n<li>Determine the level of empowerment<\/li>\n<li>Draft a &#8220;Win Win&#8221; Agreement<\/li>\n<\/ul>\n<hr style=\"height: 5px; width: 600px;\" size=\"5\" width=\"600\" \/>\n<h2><\/h2>\n<h2><span style=\"font-size: 22px;\"><strong>Introduction to Emotional Intelligence<\/strong> (3 &#8211; 4 Hours or Keynote presentation)<\/span><\/h2>\n<p>This is an overview of the history, and more importantly the relevance and real linkage between Emotional Intelligence (EQi) and effective boss behaviors.\u00a0 <strong>Learning Objectives:\u00a0<\/strong> The students will be exposed to the following elements and be motivated to learn more about&#8230;<\/p>\n<ul>\n<li>History of EQi<\/li>\n<li>Overview of the EQi model used by 21st Century Leaders<\/li>\n<li>Explanation of the 5 composite scores and 15 sub-scales<\/li>\n<li>The EQi assessment instruments (Version 2.0 Self Report and 360 Degree instruments)<\/li>\n<li>Multiple Examples of good and bad EQi capabilities<\/li>\n<\/ul>\n<hr style=\"height: 5px; width: 600px;\" size=\"5\" width=\"600\" \/>\n<h2><\/h2>\n<h2><span style=\"font-size: 22px;\"><strong>Introduction to Covey&#8217;s 7 Habits (8 hours)<\/strong><\/span><\/h2>\n<p>The Seven Habits of Highly Effective People provides a holistic, integrated approach to personal and interpersonal effectiveness.\u00a0 Habits are patterns of behavior that involve three overlapping components: knowledge, attitude, and skill.\u00a0 These three components are learned rather than inherited.\u00a0 We are not our current habits.\u00a0 We can make or break our habits.<\/p>\n<p>The Seven Habits are habits of effectiveness.\u00a0 Because they are based on principles, they bring the maximum long-term beneficial results possible. \u00a0They become the basis of a person&#8217;s character, creating an empowering center of correct maps from which an individual can effectively solve problems, maximize opportunities, and continually learn and integrate other principles in an upward spiral of growth.<\/p>\n<p>The Seven Habits are an orderly sequence of growth, moving from Private to Public Victory.\u00a0 Habits 1, 2, and 3 lead to Private Victories&#8211;the victories that allow us to achieve self-mastery and dominion over self.<\/p>\n<p><strong>In Habit 1: <span style=\"color: #0000ff;\">Be Proactive<\/span><\/strong>, we recognize that we are free to choose.<\/p>\n<p><strong>In Habit 2:<\/strong> <span style=\"color: #0000ff;\"><strong>Begin with the End in Mind<\/strong><\/span>, we identify our personal mission and goals.<\/p>\n<p><strong>In Habit 3:<\/strong> <span style=\"color: #0000ff;\"><strong>Put First Things First<\/strong><\/span>, we act on our priorities.<\/p>\n<p>Habits 4, 5, and 6 lead to Public Victories&#8211;the victories that allow us to achieve success with other people.<\/p>\n<p><strong>In Habit 4: <span style=\"color: #0000ff;\">Think Win-Win<\/span><\/strong>, we look for alternatives that allow everyone to win.<\/p>\n<p><strong>Habit 5: <span style=\"color: #0000ff;\">Seek First to Understand, Then to Be Understood <\/span><\/strong>is both an attitude and a skill of listening deeply for complete understanding.<\/p>\n<p><strong>In Habit 6: <span style=\"color: #0000ff;\">Synergize<\/span><\/strong>, we discover a creativity that people can experience when they explore their differences together.<\/p>\n<p><strong>Habit 7: <span style=\"color: #0000ff;\">Sharpen the Saw<\/span><\/strong> is the habit that calls the others forth.\u00a0 It is comprised of simple daily activities that implant the principles of effectiveness in our minds.<\/p>\n<p>The habits form a continuum because the Private Victory must come before the Public Victory.\u00a0 Until we have developed self-mastery, it is difficult, if not impossible, to achieve success with other people.\u00a0 Taken together, the Seven Habits cultivate personal character, which is the foundation of effectiveness.<\/p>\n<hr style=\"height: 5px; width: 600px;\" size=\"5\" width=\"600\" \/>\n<h2><\/h2>\n<h2><strong>Boss Tactical Worksheets<\/strong><\/h2>\n<p>Boss Tactical worksheets are a copyrighted product unique to our emergency services training world and <strong>only<\/strong> used by 21st Century Leaders.\u00a0 They are a critical component of our face to face training and just as you would use an ICS Tac Worksheet on an emergency incident ours have been designed, modified and improved to help the boss identify some simple steps to use as guidelines for accomplishing a management or leadership task.\u00a0 Boss Tac Worksheets have been developed for the following courses of learning&#8230;<\/p>\n<ul>\n<li>Praise<\/li>\n<li>Criticism<\/li>\n<li>Coaching<\/li>\n<li>Counseling<\/li>\n<li>Empowerment<\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"<p>In addition to our state of the art distance learning programs, Bruce will come to your city, town, or county, for 2 or 3 days to deliver training to your organization on a variety of topics.\u00a0 You can choose from the list below to fill out your schedule.\u00a0 I can teach one of each of [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"open","template":"","meta":{"footnotes":""},"class_list":["post-278","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"http:\/\/21stcenturyleaders.com\/index.php?rest_route=\/wp\/v2\/pages\/278","targetHints":{"allow":["GET"]}}],"collection":[{"href":"http:\/\/21stcenturyleaders.com\/index.php?rest_route=\/wp\/v2\/pages"}],"about":[{"href":"http:\/\/21stcenturyleaders.com\/index.php?rest_route=\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"http:\/\/21stcenturyleaders.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"http:\/\/21stcenturyleaders.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=278"}],"version-history":[{"count":10,"href":"http:\/\/21stcenturyleaders.com\/index.php?rest_route=\/wp\/v2\/pages\/278\/revisions"}],"predecessor-version":[{"id":380,"href":"http:\/\/21stcenturyleaders.com\/index.php?rest_route=\/wp\/v2\/pages\/278\/revisions\/380"}],"wp:attachment":[{"href":"http:\/\/21stcenturyleaders.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=278"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}