Effectively carrying out a supervisor role is more "art" than science. Often, managers are left on their own to try and figure out how to implement their supervisor duties. Yet skilled supervisors are the primary extrinsic factor that creates strong employee engagement and performance. This highly interactive workshop provides participants with immediately implementable tools and strategies.
This workshop is one of MCN’s most popular trainings and consistently receives high evaluations. You will leave with tools and ideas that you can immediately implement.
- Cultivating self-awareness
- Introduction to emotional intelligence
- Holding difficult conversations
- 6 essential skills of supervision
- Coach approach to supervision
- Better understand the competencies of the supervisor role and improved confidence in implementing the role
- Cultivate self-awareness and accountability for avoiding toxic behaviors in the work place
- Increase comfort at holding a range of conversations, including developmental feedback
- Learn strategies for helping employees solve their own challenges
- Build awareness of when to use coaching in the supervisor role
- Receive an introduction to the fundamental components of coaching - listening and inquiry
Feedback from Previous Participants
“I loved the workshop format which combined lecture with personal reflection with group interactions. Very dynamic.”
“This is definitely information I will be able to put into practice in my work! Thank you!”
“…nothing is ever “Excellent” – there is always room for improvement, right? Well there wasn’t anything to improve upon – there was the right mix of interaction, reflection, movement and Q and A.”
“The training really was the most practical session I've ever taken on management and supervising.”
Priciples & Practices
This event will address the following best practices:
- HR 11: Nonprofit organizations should provide personnel with clear, current job descriptions, a comprehensive orientation, and the resources they need to produce quality work.
- HR 11: Nonprofit organizations should create a culture of transparency and open communication where internal information is shared as appropriate. This also includes being open to input from personnel regarding the organization’s activities and results on a continual basis.
- HR 22: Nonprofit personnel should receive ongoing performance-related feedback and a formal performance evaluation at least annually.
- LEAD 11: Nonprofit leaders should continually develop the skills, knowledge and abilities of others at all levels of the organization to take on greater responsibility for carrying out the organization’s mission and engaging community members.
Food: Coffee, tea, and a light snack will be provided. There will be a lunch break in the middle of the session. You may bring a lunch or purchase one nearby.
Travel: Driving directions and transit options are available on MCN's website.
About the Presenter
Lisa Negstad consults with a diverse clientele of nonprofits, philanthropies, and government in leadership and organizational development. Believing anyone can be a leader, Lisa lives in two worlds: traditional hierarchies, where she helps managers excel in their role, and collective teams, where she helps groups think systemically and improve their shared leadership skills. Before starting her own consulting firm, Lisa held senior leadership and management positions in several international and U.S.-based nonprofit organizations. Lisa has an MBA from Yale and a B.A. in psychology from Luther College and is certified as a Human Systems Dynamics professional. Lisa, an ongoing learner of cultural agility, brings a strong value of inclusion and participatory processes to her training.