Each module includes some element of the recommended four approaches to development; personal growth, conceptual understanding of leadership, feedback from self and others, and skill building opportunity.

Each module contains learning behavior objectives, lecturette of concepts, interactive discussion, role play or small group activity, and individual action planning to facilitate the transfer of training. Participant materials are provided in a 3-ring binder.

A summary of "Behaviors to Look For" is available for distribution to second-line leaders. These behaviors encourage the transfer of training by giving managers information about the new behaviors expected to be exhibited by the participants following training. Managers are encouraged to recognize and reward these behaviors.

Effective Supervisory Interpersonal Communication

• Basic communication skills
• Assertiveness and Leadership
• Verbal and Non-Verbal Communication
• Social styles of communication, self-assessment and of others

The Changing Role of Supervision

• The Move from Traditional to Modern Business
• Traditional Supervisor v. Modern Leader
• Managing Change
• Empowerment and Leadership
• Identifying and Preventing Sexual Harassment

Giving and Receiving Constructive Feedback

• Reinforcement and constructive feedback
• Analyzing Employee Performance
• Conducting the Performance Appraisal
• Setting and Achieving Goals with Employees
• Reducing Job Stress for Ourselves and Employees

Performance Coaching and Leadership Skills

• Coaching v. Counseling
• Social Styles of Communication Behavior and Learning Style
• Five Easy Steps to Coaching
• Ten Tips for Delegation
• Leadership Practice

Planning, Organizing, Delegating (Time Management)

• Goal setting and Establishing priorities
• Situational delegation and follow-up
• Supervisory Time Management

Teamwork: The Tool for Quality and Process Improvements

• Teamwork: How to get it
• Consensus Decision making within a Team
• Teamwork: How to keep it--Reward and Recognition

Team Problem Solving

• The *A*A*A*A Problem Solving Model (C) 1984 DELTA SYSTEMS
• Problem Solving and Identifying Opportunities for Improvement
• Process Mapping and Process Improvement

Conflict Management and the Role of Interpersonal Negotiation

• Conflict style: self-assessment
• Negotiation techniques to resolve conflict
• Behavior of Problem People in our Worklife and How to Manage

Effective Meeting Management

• Elements of an Effective Meeting
• Member Roles in Meeting
• Meeting Facilitation and Other Proven Tools

Process Improvement for Teams/Fast Cycle Time

• What it is not—Lucy and the Chocolate Factory
• Process Mapping-"IS" and "SHOULD BE"
• Making Process Improvement work for you
• Storyboarding—a proven technique to identify and reduce Non-value added work

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revised 1/2/98