Where America’s Best Managed Companies Send Their Leadership Teams for Management Training
FROM: Glenn Shepard
TO: Anyone Who Supervises People and Wants to be the Best Manager and Leader They Can Be
There is a science and a set of skills for:
► Getting people to respect your authority
► Becoming a strong, assertive leader that employees respect, without becoming an authoritarian jerk that they resent
► Eliminating unacceptable behavior such as arguing, insubordination, backtalk, and outright defiance
► Correcting people without demoralizing them
► Eliminating destructive behavior (like malicious office gossip) that kills company morale
It’s not about disciplining people. It’s about effectively setting, communicating, and enforcing healthy boundaries.
It’s not about being mean or even tough. It’s about being clear.
“To be unclear is to be unkind.” — Dave Ramsey
I cannot emphasize enough how important this training is for all that are in management. I’ve trained with Disney, Hilton and specified training in employee psychology. Glenn taught years worth of education in a few hours’ time. I wish I had this available when I first entered management.
We had 49 people register for this webinar on the first day, and were up to 70 on the third day. This didn't cost the chamber anything, and Glenn's team even did the marketing for us. This is truly phenomenal.
I’ve been in chamber work for over 35 years and it’s never been as challenging to keep members engaged as it is right now. Glenn has come up with a perfect win-win scenario. This is exactly what the chamber industry needs in these unusual times. If you’re in an area that has been ordered to shelter-in-place, I highly recommend this.
Can you grasp the wisdom of mastery-level skills at psychologically and emotionally understanding people… at creating a relationship with your employees that transcends a mere superior-subordinate hierarchy… at actually being an INFLUENTIAL voice in their lives?
What we’re discussing here should not be confused with “HR” or (only) management.
There is another distinctly different, fascinating area of management that can be even more valuable to you – with its own strategies and tactics. Something even more valuable than basic leadership skills.
It’s the PSYCHOLOGY of understanding why people do the things they do so that you can get them to do what you want them to do.
This course should be mandatory for upper management, elected officials and anyone who supervises even just one person. It was the most effective and relevant seminar I have ever attended.
I worked in management for 15 years for McDonald’s, and this seminar was more informative and practical than their training.
I would like to guide you in this.
If you’re in management, I invite you to attend the accredited webinar titled “How to Manage Problem Employees and Deal with Difficult People”.
It contains high-level management and psychology content similar to what’s taught in MBA level classes at top business schools like Harvard. But this won’t cost you anywhere near the $146,000 that Harvard MBA costs.
“The ability to deal with people is as purchasable a commodity as sugar or coffee. And I will pay more for that ability than for any other under the sun.” — John D. Rockefeller, The Wealthiest American of All Time
Now to be clear, I’m not suggesting that any webinar can replace a college degree.
But here’s what I will promise you.
If you’ll watch this webinar, you’ll learn more about managing people and how to get them to do what you want them to do in less than an hour, than most managers learn in a lifetime. That last part is really key, because good leaders never stop learning.
“Leadership and learning are indispensable to each other.” — John F. Kennedy, 35th American President
I’m a person of few words, but can’t stop talking about how grateful I am for the opportunity to attend this seminar. I ‘ve been in management for over 15 years. I wish I had received this training when I started in management, still, better late than never.
Here why this is so important for anyone in management.
Before we can hold our employees accountable for not crossing boundaries, it’s our job as managers to do two things.
1. Clearly define the boundaries
This sounds simple, but it’s not. Here’s why.
Would you fire an employee for theft? Nearly every manager answers “Yes”. And if someone embezzled $350,000 (the average amount according to the Hiscox Embezzlement Study: An Insider’s View of Employee Theft), you probably would.
But would you fire an employee for stealing a single Post-It Note? Probably not.
How about a box of Post-It Notes? Maybe.
How about a tractor-trailer load of Post-It Notes? Probably.
Somewhere in between a single Post-It Note and a truckload, there’s a boundary in your mind.
It doesn’t matter where that boundary is. What does matter is that managers clearly communicate to employees exactly where that boundary lies. They’re not mind readers.
I’ve been in a leadership role for 28 years and have attended many seminars on leadership and by far, this has been the best.
2. Enforce those boundaries with everyone
The manager of a medical practice attended my seminar in Dallas and asked what to do about a nurse who had already missed 30 days of work the first quarter of the year.
I asked what their policy was on sick leave (they were not covered by FMLA), and she said they only allow 10 sick days per year.
I asked why the nurse was allowed to take so much sick time, and the practice manager responded “Because the doctor is a softie and says she’s so valuable in the examination room that we need to ‘suck it up’ and put up with her attendance issues.”
This manager didn’t have an employee problem, she had a boss problem. Until he allows her to hold EVERYONE accountable, she won’t be able to hold ANYONE accountable.
Managers have to be Firm, but also Fair and Consistent.
In this webinar, you’ll learn exactly how the best managers do this.
I was coming today thinking “What could he teach me after 20 years in management?” but you proved me wrong.
Even after being in business for 20+ years, I learned a lot, especially about hiring.
Why This is More Important Now than Ever
If you’re new to management, now might seem like an odd time to think about Workforce Development. But if you’ve been in a Leadership position for a while, you know that this is one of the most important things you should be thinking about right now, for three very important reasons.
1. The Law of Inertia
It takes 8 times more energy to start an object into motion than to keep an object in motion. When your employees come back after COVID-19 has passed, it’ll be like coming back from Christmas break. People will have gotten used to dressing casual and working on a different schedule. Most will have gained a few pounds, and even the most Type-A personality in the world is going to be a slow starter when they return. It’ll be your job to get everyone back on the same page, working as a team, and moving forward again.
2. Stress
Nerves get frayed, tempers grow short, and cabin fever sets in the longer people are cooped up at home. When your employees come back to work, they’re going to be more stressed out than they’ve ever been.
3. Declining Mental Acuity
The mind is like any other muscle and weakens when it’s not used as much as it should be. (i.e. The American Medical Association found that several weeks of mental training improved the mental capabilities of senior citizens for as long as five years). Attending accredited MBA level classes like this helps keep your own brain sharp when things are slow. Because your employees won’t be at their best when they come back, you’ll need to be at yours.
Accreditation
This webinar is accredited by the Society for Human Resource Management (SHRM) for professional continuing education credits.
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