Tag Archives: management

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developing Middle managers

Developing Middle Managers : Part 2

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Dennis is back at his alma mater, Penn State University, working with Penn State Executive Programs and the Smeal College of Business.

PROGRAM FEE COVERS ALL SIX FULL DAY SESSIONS!

With Today’s flatter, leaner organizational structures much more is expected of the mid-level manager in delivering organizational results. Because they must rely more on cross-functional resources rather than dwindling direct reports, their communication, influencing, and networking skills are critical to success. Developing Middle Managers provides key competencies of management beyond the typical supervisory skill set. Participants will learn how to apply planning, organizing, and optimizing performance within their spheres of influence delivered through six full days of a highly interactive classroom experience complemented with online resource tools.

Developing Middle Managers

There are two parts (series) consisting of three full days each. Dennis will be splitting duties with another instructor. (Each instructor will do approximately 50 percent of the three day series.)

Part 1: Effective Management Practices and Improving Personal Effectiveness (October 16 – 18)

Part 2: Improving Personal Effectiveness, Organizational Cultures and Change (November 6 – 8)

 

Register at the event (website) URL, or for additional information or questions please call 814-865-3435

 

 

 


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developing Middle managers

Developing Middle Managers : Part 1

Tags : 

Dennis is back at his alma mater, Penn State University, working with Penn State Executive Programs and the Smeal College of Business.

PROGRAM FEE COVERS ALL SIX FULL DAY SESSIONS!

With Today’s flatter, leaner organizational structures much more is expected of the mid-level manager in delivering organizational results. Because they must rely more on cross-functional resources rather than dwindling direct reports, their communication, influencing, and networking skills are critical to success. Developing Middle Managers provides key competencies of management beyond the typical supervisory skill set. Participants will learn how to apply planning, organizing, and optimizing performance within their spheres of influence delivered through six full days of a highly interactive classroom experience complemented with online resource tools.

Developing Middle Managers

There are two parts (series) consisting of three full days each. Dennis will be splitting duties with another instructor. (Each instructor will do approximately 50 percent of the three day series.)

Part 1: Effective Management Practices and Improving Personal Effectiveness (October 16 – 18)

Part 2: Improving Personal Effectiveness, Organizational Cultures and Change (November 6 – 8)

 

Register at the event (website) URL, or for additional information or questions please call 814-865-3435

 

 

 


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developing Middle managers

Developing Middle Managers : Module 3

Tags : 

Dennis is back at his alma mater, Penn State University, working with Penn State Executive Programs and the Smeal College of Business.

PROGRAM FEE COVERS ALL SIX FULL DAY SESSIONS!

With Today’s flatter, leaner organizational structures much more is expected of the mid-level manager in delivering organizational results. Because they must rely more on cross-functional resources rather than dwindling direct reports, their communication, influencing, and networking skills are critical to success. Developing Middle Managers provides key competencies of management beyond the typical supervisory skill set. Participants will learn how to apply planning, organizing, and optimizing performance within their spheres of influence delivered through six full days of a highly interactive classroom experience complemented with online resource tools.

Developing Middle Managers

There are three modules, each two full days in length. Dennis will be splitting duties with another instructor. (Each instructor has one of the two days.)

Module 1: Effective Management Practices (April 30 & May 1)

Module 2: Improving Personal Effectiveness (May 30 & May 31)

Module 3: Organizational Cultures and Change (June 14 & June 15)

 

Register at the event (website) URL, or for additional information or questions please call 814-865-3435

 

 

 


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planning meeting

Planning Meeting, Will It Cause Action?

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A new idea seems to come out of nowhere. The competition launches a new advertising campaign, or sales are not reaching the goal. Do you have a planning meeting to discuss the next steps? Will your next meeting result in action?

Planning Meeting

Planning meetings, strategy sessions, or meetings for general updates, are any of these meetings effective? The best answer is probably, “Sometimes.”

There is value to talk. While we know that talk is cheap and it is much easier to say something as compared with actually doing it, there is still value.

Properly structured positive affirmation discussions can be inspirational and help to improve confidence. Both are often needed for high performance. Similar to the coaches talk before the big game, or the friendly, “You’ve got this!” before your big presentation, talk matters.

When you have a planning meeting to discuss what happens next, it may create the atmosphere that causes action. When teams fail to say it, it often fails to get done. So talk about it, and talk about it often.

Open Discussion

Are there items that should be said but are not discussed? Once again, the answer is probably, “Sometimes.” However, that may be a nice way of saying, “Often.”

During the planning meeting, it may be what is not being said that has relevance for high performance. Fear often prevents people from mentioning the forgotten item, the one that no one wants to do, or the new obstacle that popped up last week.

Looking for a software solution to help manage your meeting? (BlueSky)

Goals that you expect to come to fruition require some discussion. They may require updates, the keep it on track analysis, and inspiration to leap beyond the rough spots. Instead, these areas are often silenced because of the fear of being the messenger.

Planning meetings are not a waste of time when the discussion sparks positive action.

It’s the huddle before the next play of the game.

– DEG

Dennis E. Gilbert is a business consultant, speaker (CSPTM), and corporate trainer that specializes in helping businesses and individuals accelerate their leadership, their team, and their success. He is a five-time author and some of his work includes, #CustServ The Customer Service Culture, and Forgotten Respect, Navigating A Multigenerational Workforce. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

Dennis Gilbert on Google+


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developing Middle managers

Developing Middle Managers : Module 1

Tags : 

Dennis is back at his alma mater, Penn State University, working with Penn State Executive Programs and the Smeal College of Business.

PROGRAM FEE COVERS ALL SIX FULL DAY SESSIONS!

With Today’s flatter, leaner organizational structures much more is expected of the mid-level manager in delivering organizational results. Because they must rely more on cross-functional resources rather than dwindling direct reports, their communication, influencing, and networking skills are critical to success. Developing Middle Managers provides key competencies of management beyond the typical supervisory skill set. Participants will learn how to apply planning, organizing, and optimizing performance within their spheres of influence delivered through six full days of a highly interactive classroom experience complemented with online resource tools.

Developing Middle Managers

There are three modules, each two full days in length. Dennis will be splitting duties with another instructor. (Each instructor has one of the two days.)

Module 1: Effective Management Practices (April 30 & May 1)

Module 2: Improving Personal Effectiveness (May 30 & May 31)

Module 3: Organizational Cultures and Change (June 14 & June 15)

 

Register at the event (website) URL, or for additional information or questions please call 814-865-3435

 

 

 


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Have effective meetings

Do You Have Effective Meetings?

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Are meetings really just a waste of time? Organizations of all types and all sizes often believe that they get work done through meetings. They improve communication, adjust focus, and motivate the team. Do you have effective meetings?

Most likely, the difference between doing good work and doing great work has something to do with what happens between meetings. Are your meetings setting the stage for the proper outcomes?

Belief About Meetings

Often the belief is that meetings are held to improve communication, yet the dynamics of the group often create an environment that doesn’t share, but chooses to withhold information. Yes, it is true.

The other common belief is that more communication will improve miscommunication. This is of course, very unlikely.

Show me an organization with a staff of more than a dozen employees and I’ll show you an organization that likely believes they have some communication challenges. Do meetings really make this better? It may depend on the purpose, but it will always depend the preparation.

Organizers and Planners

In order to make the most of what happens between meetings you should ask some questions before getting started on planning your next meeting:

What is the purpose of this meeting?

What is the desired outcome?

Who should be invited?

What is the best use of everyone’s time?

Where should the meeting be held?

Who will monitor or pursue accountability for recommendations, actions, solutions, to-do’s, measurements, metrics, and goals?

Who has the authority to make the decisions, are they invited and are they attending?

What is the budget?

How will priorities be set?

Is this a recurring meeting? Is it a task force, committee, or project management gathering?

Meeting Participants

And for the attendees:

How will you prepare?

What solutions have you thought of?

Have you met or exceeded the objectives?

What is the most constructive recommendation you can bring forward at this time?

Are you committed to outcomes and keeping the meeting productive?

Have Effective Meetings

Most important of all is when a meeting lacks focus on measuring effectiveness; chances are substantially higher that participants have labeled them a waste of time. Mind-set is critical and recurring meetings become part of the culture.

If you’re working for what happens between the meetings, keep them brisk, effective, and performance measurable.

– DEG

Dennis E. Gilbert is a business consultant, speaker (CSPTM), and corporate trainer that specializes in helping businesses and individuals accelerate their leadership, their team, and their success. He is a five-time author and some of his work includes, #CustServ The Customer Service Culture, and Forgotten Respect, Navigating A Multigenerational Workforce. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

Dennis Gilbert on Google+


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people resist change

How to Manage People Who Resist Change

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Change is happening all around us. Despite any opposition, despite feelings and emotions change is happening. In the workplace, how do you manage the people who resist change?

Announce the new marketing plan, a strategic direction, or personnel changes, and people will disagree. It isn’t the exception, it is what is common.

Listen and Learn

The people who resist change can tell us a lot. First, they self-identify, which is a management bonus right up front. Second, we have to listen carefully. They may have some good points. When properly managed, they can actually help strengthen the change.

What often happens is that those responsible to manage or those responsible to engage with the naysayers attempt to smooth over the change, make everyone happy, and find some neutral ground, compromise.

Will Compromise Work

Compromise seems logical. It feels like the right thing to do. Until no matter how hard or how much you bend, shape, and twist the change there always seems to be another argument about why it isn’t the right direction.

Of course, there is always the possibility that they are correct. Maybe it is a bad move. Perhaps, but when you work around the naysayers long enough you may discover that it is the same people regardless of the change.

It is a pattern. Goals aren’t being achieved, problems are occurring, measurements are accurate but the indications are clear that something needs to change. Still, the naysayers find a reason to resist. Management tries to find a way to appease.

People Who Resist Change

So how can you make everyone happy? It could be that what really makes the naysayers happy is to express that they aren’t happy. They want a voice. They want to be heard. Objections and criticism give them a platform.

The dynamics of any change are situational and circumstantial. However, sometimes the best way to make the naysayers happy is to give them their platform and keep moving forward.

Certainly, it is a delicate balance of knowing, understanding, and making good decisions when you are responsible for the outcomes. Listen carefully and learn, sometimes though you just need to keep moving.

– DEG

Dennis E. Gilbert is a business consultant, speaker (CSPTM), and corporate trainer that specializes in helping businesses and individuals accelerate their leadership, their team, and their success. He is a five-time author and some of his work includes, #CustServ The Customer Service Culture, and Forgotten Respect, Navigating A Multigenerational Workforce. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

Dennis Gilbert on Google+


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Customer Service Rules

Customer Service Rules and Misunderstood Costs

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It happens all the time. Something affects profits or progress and the organization makes a new rule. Does it make sense to make customer service rules from one bad example?

Nearly every business will tell you that they value the customer. They cite examples of how hard they work for delivering an exceptional customer experience. Do they live up to doing what they say?

Certainly every organization needs to protect themselves from fraud, deceit, or profit erosion. They need customer service rules but at what cost?

Customer Service Rules

In the early 1980’s I worked in a retail drug store. I stocked shelves, unloaded trucks, swept the floors, and sometimes worked at the checkout register. At the time this retail drug store chain was doing very well, with many stores and lots of valued customers.

Somewhere along the way, some smart folks in district or regional management came up with a new rule. The new rule was that every purchase had to go in a bag and the receipt had to be stapled to that bag. No excuses, no exceptions.

What a disaster.

Rules in Action

One day as I nervously worked the checkout register while the regional manager looked over my shoulder I allowed a repeat customer to take their pack of cigarettes and a candy bar (after paying) and leave the store with receipt in hand. No bag and certainly no receipt stapled to it. Immediately I was summoned to come to the back of the pharmacy. I was scolded and sent back to the register.

What management didn’t realize is that for whatever reason they invented their rule, it was hurting their customers.

We had repeat customers come in every day to make a purchase. Purchasing everything from a candy bar, to cigarettes (big in those days), to a magazine or newspaper. They never returned anything or made a large purchase. They loved the store and they didn’t really need a bag.

These loyal customers loved it right up until the moment management started hurting their experience.

More than a Job

I was probably only 17 or 18 years old, but I knew better. I saw what was happening, it was ridiculous.

Regional management never seemed to get it. The local managers did but they were under strict guidelines from regional and corporate management.

It was supposed to be a job, but really it was the start of my education.

I miss those days.

You know—happy customers and all.

– DEG

Dennis E. Gilbert is a business consultant, speaker (CSPTM), and corporate trainer that specializes in helping businesses and individuals accelerate their leadership, their team, and their success. He is a four-time author and some of his work includes, Forgotten Respect, Navigating A Multigenerational Workforce and Pivot and Accelerate, The Next Move Is Yours! Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

Dennis Gilbert on Google+


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  1. Managers Toolbox Event – Williamsport

    October 2 @ 8:00 am - 5:00 pm
  2. Developing Middle Managers : Part 1

    October 16 @ 8:00 am - October 18 @ 5:00 pm
  3. Bridging the Gap Event

    October 24 @ 8:30 am - 4:00 pm

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