Course Catalog

The Center for Business and Economic Development offers a variety of courses designed for frontline managers. If you are interested in courses not listed here, contact us—we can develop custom programming that is specific to your needs, your organization, and your industry.

Engaging Employees: Creating an Effective Work Environment (3 contact hours)

Recent studies, such as the one described in First, Break All the Rules, highlight the critical importance of frontline managers in creating effective work environments. These studies also draw a direct link between the effectiveness of frontline management and the financial success of the organization.

This course explores the unique role requirements of frontline management. On completion, participants will be able to:

  • Describe the value added role of frontline managers in creating an effective work environment
  • Understand the role of frontline managers in aligning resources around business objectives and work processes
  • Understand the role of frontline managers in helping employees “connect the dots” and make sense out of their work environment

Facilitating Meetings for Results (3 contact hours)

More than 25 million meetings are held every day in the United States, with middle managers spending up to 50 percent of their work week in meetings. Yet, up to one-half of the time spent in meetings is viewed as unproductive. This course offers easy-to-implement tools and techniques to increase the effectiveness of organizational meetings.

This experiential course gives participants the tools they need to achieve intended meeting results. On completion, participants will be able to:

  • Determine when not to have a meeting
  • Distinguish between different types of meeting activities
  • Describe the ingredients of an effective meeting
  • Apply meeting management tools to meetings for which they are responsible

Participants will leave this course with the tools necessary to achieve immediate, dramatic improvement in the meetings for which they are responsible.

Managing Conflict (3 contact hours)

It is estimated that as much as 40 percent of a manager’s time is spent dealing with conflict. Conflict is costly to organizations in other ways as well. For example, poorly managed conflict often increases turnover, with replacement costs averaging between 75 and 150 percent of the annual salary for each position. This course offers techniques and approaches to enhance conflict management skills and lower the cost of conflict for individuals and organizations. 

This overview course introduces participants to methods that will help them proactively and effectively manage disagreements encountered in manager/leadership positions. It emphasizes proactive approaches and building long-term positive relationships. On completion, participants will be able to:

  • Explain the business and personal case for effective conflict management
  • Identify the main factors in a situation that are contributing to the conflict
  • Use the EDGE model to plan appropriate approaches for managing conflict
  • Leverage self awareness of their preferred approaches to conflict toward improving relationships with others and achieving results
  • Incorporate effective conflict management skills into their management practice
  • Identify opportunities for personal development to support the business imperative for effective conflict management skills

Participants will leave with a beginning set of practical strategies and tactics that can be immediately applied to the disagreements that arise in their daily work lives.

Setting Expectations & Managing Performance (3 contact hours or 6 contact hours)

Setting clear expectations and monitoring progress against them is a critical skill for frontline managers. Mangers who can align expectations and effectively manage performance maximize the impact of organizational resources and support accomplishment of organizational goals.

This course provides an overview of critical elements for an effective performance management process. Practical tools providing a foundation for this process are introduced and explored. On completion, participants will be able to:

  • Describe the personal and organizational benefits of effective performance management
  • Connect individual work to the priorities of the broader organization
  • Use effective tools and processes to hold individuals accountable for goals, expectations, and progress

Coaching & Developing (3 contact hours or 6 contact hours)

The ability to coach and develop employees is a critical leadership skill. Effective coaching allows managers to leverage and expand their employees’ capabilities and encourages them to develop new, value-added skills. Managers who have the ability to develop others ensure that their organizations have the ability to grow and meet the ever-changing requirements of the business environment.

This hands-on workshop covers topics like attributes of an effective coach, creating an environment that fosters coaching, planning for impact in coaching sessions, questioning and listening techniques, and application planning. On completion, participants will be able to:

  • Explain the business and personal case for developing effective coaching habits.
  • Apply the EDGE model and the PDCA engage model to coach others effectively.
  • Employ strategic questioning and active listening to improve communication.
  • Use the SBI format to frame performance gaps.
  • Prepare for a coaching conversation.

Championing Change (3 contact hours)

In today's turbulent business environment, change has become a way of life and, in order to be successful, managers must be able to manage change. Yet experts estimate that 50 to 70 percent of changes fail to deliver desired results. This session offers a set of guidelines and tools that will greatly increase managerial abilitities to effectively implement change.

This course focuses on the primary role managers/leaders as change agents, introducing frameworks and beginning techniques related to effective change management. On completion, participants will be able to:

  • Explain the business and personal case for improving their change management skills.
  • Describe the costs of mis-managing change.
  • Describe the factors that differentiate successful change from unsuccessful change.
  • Apply a model to plan and manage change.
  • Use change management tools to analyze resistance, communicate effectively and hold others accountable.

Participants will leave this course with a starter set of tools to support effective management of both the people and process aspects of change.