How To Maximize Your First Two Years As A New Supervisor

Name: How To Maximize Your First Two Years As A New Supervisor
Rating: 4.4 (45 reviews)

Laying A Solid Leadership Foundation

Created byGreg Gilbert

Last updated 7/2017

English

English [Auto],

What you'll learn

How to make more money. Once we cut through the fluff, clichés and buzz words, we accept a position of leadership to make more money for our family. That's why we uproot families, pull kid from their schools and move across the state or country. In order for this to occur, we MUST make more money for our company. This is accomplished by closing the gap between your performance and potential as quickly as possible and improving results. Successful companies reward results, NOT tenure.
Start the foundation for a successful and profitable career in Leadership.

Course content

1 section • 16 lectures • 1h 8m total length

New Supervisor Introduction6:37
Learn to maximize your first two years as a new supervisor by building a solid foundation, applying leadership lessons, and multiplying your value to drive profits and career growth.
Golden Rule Of Leadership2:51
Apply the golden rule of leadership to every interaction, treating others as you wish to be treated—from compensation and feedback to terminations and vendor relations, to improve public safety.
No Title Begins With "Just A"3:08
Dispel 'just' in front of job titles, recognize every role as essential, and learn how staffing, budgeting, and customer impact shape families, livelihoods, and first two years as a supervisor.
The Leadership Toolbox10:15
Develop a leadership toolbox to improve results through honesty, integrity, trust, and accountability, practicing clear communication, delegation, humility, and disciplined decisions for profitability and sustainability.
The Written And Verbal Draft Folder4:07
Learn to use a written and verbal draft folder to pause before emails and calls, avoiding emotional missteps and fostering calm, humble communication as a new supervisor.
Don't Boss By Lurking Around - Lead By Walking Around2:25
Lead by walking around, not lurking, and avoid constant criticism. Provide timely feedback and praise, correct when needed, and model the behaviors that support profitability and team trust.
The Layoff Prevention Plan2:24
Develop a layoff prevention plan by delivering high performance, closing the gap between current results and potential, and maintaining a great attitude to stay among top performers.
You Are NOT A Counselor3:32
A new supervisor learns not to be a counselor but to coach for results. Tackle punctuality and attendance with accountability and involve leadership rather than personal counseling.
Your Widget Factory Is Going Broke. What Do You Do?7:20
Take ownership mindset to diagnose profitability by per hour energy and productivity. Boost output through targeted training and accountability, adjust wages and pricing, and avoid unnecessary hires to restore profitability.
Show Me What You Are Doing To Improve Your Team3:40
Learn to answer 'show me what you're doing to improve your team' by applying leadership tools to boost engagement, quality, and productivity, elevating low performers, and advancing your career.
Taking Care Of Your Customers2:18
Challenge old habits, replace 'that's the way we've always done it' with customer-focused solutions, and treat customers with honesty and respect—following the golden rule to improve service.
Three Questions Before Courageous Conversation1:48
Explore three questions to guide courageous conversations about performance: address the issue, support the individual's growth, and protect the relationship for lasting results.
A Few Pointers From HR4:00
Learn practical HR guidance for new supervisors: mind your words to protect your legacy and reputation, treat every job with respect, and lead by thoughtful, transparent actions.
Myth - A Bad Employee Is Better Than No Employee3:41
A supervisor should avoid the myth that a bad employee is better than no employee. Use decisive leadership to address mediocrity and pursue terminations when needed.
Recap And A Review7:30
Set three to five measurable performance goals for each team member, focused on customer service and profitability, and show improvements in the past twelve months.
Go Forth, Lead And Recover Well2:51
Go forth, lead and recover well emphasizes the supervisor's critical influence on teams and organizations, coaching to close performance gaps, boost engagement, accountability, and rapid recovery from setbacks.

Requirements

A desire to increase the deposits into your company so you can increase your personal deposits.

Description

A newly promoted person is going through the biggest and most emotionally trying transition of their career.

They transition from producing results with their mind, words and hands to producing results through the minds, words and hands of others. This requires a totally different set of tools. They also assume responsibility for a six or seven figure annual payroll and the associated livelihoods.

They deserve every opportunity at success. Most organizations have an internal leadership development program. Our program will add to and compliment existing internal leadership development.

New promotions deserve your best AND our best; not your best OR our best. We are not arrogant enough to assume we have all the answers. We work with like-minded companies.

Who this course is for:

1. Managers, Supervisors, Foremen and lead people promoted within the last two years.
2. Managers, Supervisors, Foremen and lead people that have been in their positions longer than two years but have become complacent.
3. Individuals that would like to be considered for a position of leadership in the future. This membership will provide insight into the different responsibilities of leaders and help with the decision-making process. Leadership is not for everyone.