Workshops for Public Leaders
Management Education Group Inc. offers a variety of customized workshops for public-sector executives and managers. To set up any of these workshops, or design a custom workshop, call or email us at 480.705.9394 or email@example.com.
Painless Performance Management: A Practical Approach to Managing Day-to-Day Employee Performance
One of the most essential skills a manager or supervisor must use every day is related to the management of employee performance. Helping employees be successful and guiding those employees who may not be performing up to expectations is critical to organizational success. This program, based on Marnie E. Green’s book, Painless Performance Evaluations: A Practical Approach to Managing Day-to-Day Employee Performance, offers the essential skills for managing day-to-day performance including how to establish and communicate clear expectations and how to initiate performance-related discussions. And, since performance management usually culminates in a regularly scheduled performance evaluation, tools for maintaining performance documentation, for rating performance, and for conducting performance evaluation discussions are offered in this practical, hands-on program.
Target Audience: Any lead worker, supervisor, or manager who is responsible for setting expectations, giving performance feedback, or delivering performance evaluations should attend this course.
Participants can expect to:
- Embrace the importance of performance management to the success of the organization
- Define performance expectations that are clear and motivating
- Write SMAART performance goals that align the employee’s work to the organization’s objectives
- Document performance examples consistently and fairly
- Initiate regular performance conversations with employees
- Rate employee performance objectively
- Write performance evaluation documents that are meaningful to the employee
- Lead a pain-free performance evaluation discussion
Painless Performance Conversations: A Practical Approach to Critical Day-to-Day Workplace Discussions
Conversations about work performance lead to better business results. This powerful session provides you with the tools you need to confidently initiate and lead your most difficult employee discussions. Based on the book, Painless Performance Conversations: A Practical Approach to Critical Day-to-Day Workplace Discussions, by Marnie E. Green, this interactive and engaging workshop will teach you to:
- Eliminate the pain and fear that leads to procrastination of tough workplace conversations
- Reduce the harmful impacts of judgment in performance conversations
- Create a culture of ownership and accountability in the workplace
Presenting four critical mindsets and an easy to use conversation model, Painless Performance Conversations offer the tangible solutions you need to tackle your most critical workplace discussions with confidence.
Target Audience: This topic is essential for all executives, managers, and supervisors. It is also applicable to anyone in the workplace who is required to initiate and conduct difficult performance-related conversations with others.
Participants can expect to:
- Establish a work climate that is conducive to productive conversations about performance in the workplace
- Explore four critical mindsets that allow performance conversations to be pain-free
o Lead with behavior
o Eliminate judgment
o Inquire with purpose
o Be clear
- Apply a simple six-step conversation model to real-life, difficult conversations
A Hands-on Academy: The Art and Practice of Public Leadership
The Management Education Group’s Art and Practice of Public Leadership workshop provides a solution for public organizations to aggressively address the challenge of developing and retaining leaders. A revolution is taking place in how public leaders are cultivated and managed. Organizations can no longer expect that when they face a leadership void, a pool of qualified and motivated candidates will miraculously appear. The concept of “growing your own” in terms of leadership is permeating organizations of all types. While many organizations have recognized this need, few have sustained a successful method for developing and retaining leaders.
The Art and Practice of Public Leadership is more than a training program. To successfully implement the effort, the organization’s top leaders must be committed to the design and delivery of the curriculum. Our experienced consultants work with your organization’s top executives to design a curriculum that includes organization-specific examples and case studies. Once the agenda is agreed upon, a comprehensive candidate selection process is designed so that it supports the organization’s succession planning efforts.
The delivery of the Art and Practice of Public Leadership can be tailored to the organization’s needs. Some organizations implement the program by offering workshops weekly and others choose to hold workshops monthly. However the schedule is arranged, the content of the program focuses on practical, thought-provoking, and challenging concepts that apply to the real life experience of a public leader. Typically, the Art and Practice of Public Leadership content includes a multi-rater feedback process, individual development planning, action learning through an organization-specific project, and a variety of subjects including risk taking, collaboration, and political savvy.
Target Audience: Our goal is to develop executive-level public leaders. As such, the target audience for the Art and Practice of Public Leadership is typically those managers who are one step away from a director-level position. Successful candidates should:
- Have at least six months experience with organization.
- Understand clearly why they have been nominated and why they are expected to commit their time to the program.
- Have direct reports or current, relevant supervisory experience.
- Currently are accountable for the performance of others.
- Plan on a long career with the organization.
- Are seen by their peers as a leader
- Show an active interest in their own professional development.
Participants can expect to:
- Enhance the leadership skills of selected public-sector managers
- Prepare selected leaders for taking on the organization’s current and future organizational initiatives
- Upgrade the organization’s talent pool
- Enhance communications at all levels throughout the organization
- Facilitate individual development planning for selected leaders
- 360-degree feedback and individual development planning
- Behavioral assessments
- Action learning through an organization-specific project
- Extensive, experiential learning activities
- Role play
Develop Your Organizational Talent: Lead the Workforce of the Future
This course emphasizes the importance of making employee development a regular part of a manager’s job, and presents practical tips for how to accomplish this task. The focus is on preparing the current workforce to be more productive and flexible to meet future demands. Organizational leaders are the critical link to retain and develop the organization’s staff of the future. However, often they are immersed in the daily activities of the work unit in a reactionary mode. Focusing on the “crisis of the day” causes leaders to ignore the critical task of preparing the workforce for the future. Managers and supervisors often neglect one of their most vital roles: that of coach and mentor to their employees.
Target Audience: Any organizational leader, manager, or supervisor will benefit from this course which provides strategies for developing the skills of their direct reports. Human resource professionals who may be charged with creating employee development programs will also benefit from this course.
Participants can expect to:
- Define and explain changing workforce beliefs and how they have evolved
- Recognize the implications of an impending leadership drought and develop recruitment strategies to attract top candidates to the organization
- Plan workplace activities that will enhance the retention of star performers
- Use personal development plans in the organization and draft a coaching plan for an individual employee
- Write an action plan to make employee development a priority within their work unit
- Fostering new organizational beliefs about loyalty and trust
- Defining the problem: A leadership drought
- Managing talent: The key to future organizational stability
- Developing and retaining top talent using retention strategies that work, personal development plans, coaching skills, and mentoring programs