OUR COURSES AND PROGRAMS
Management & Leadership
- Client Management Strategies
- Leading and Building High-Performance Teams
- Leadership Strategies and Innovations
- Coaching for Maximum Performance
- Facilitation Skills
- Negotiation Skills
Client Management Strategies
Skills for Building Stronger Client Relationships
This program focuses on the skills and perceptions required to build, assess and manage client relationships effectively. Targeting consulting engagement managers and project managers, this program is highly interactive, with 60% of the instructional time devoted to group work and role play. In addition to relevant and thought provoking content, the program uses. "case challenges" that require the participants to develop strategies for dealing with various client issues and then role play their solutions. Pre-work including a conflict style assessment and case material is provided electronically.
Audience: Managers
Customizable Format |
Duration |
|---|---|
| Classroom Instruction | 1 day |
| E-Learning | 30- to 45-minute modules |
| Workbooks | Self-paced instruction |
Objectives
- Identify why client management is important
- Recognize issues that affect client relationships
- Identify key stakeholder issues that appear during an engagement
- Assess the state of client management interactions and strategize ways to improve relationships
- Identify action steps to take to improve client relationships
- Feel confident when handling difficult client activities
Topics
- Cycle of successful client management
- Relationship markers
- Current position
- Identifying alarms
- Style interactions
- Managing conflict
- Reassess the client relationship
Related Materials
- Book: Managing Group Process, by Marvin Gottlieb, (2003)
- Assessment: Thomas Kilmann Conflict Mode Instrument
Leading and Building High-Performance Teams
This course enables participants to develop and maintain high-performance, productive teams within their organizations, and to ensure maximum group and individual commitment in completing projects, achieving goals, and meeting objectives. Special attention is given to project teams in matrix organizations. The content is based on two books by Dr. Gottlieb: Managing Group Process, and The Matrix Organization Reloaded.
Audience: Technical and non-technical Managers and Supervisors with four or more direct reports.
Customizable Format |
Duration |
|---|---|
| Classroom Instruction | 1 day |
| E-Learning | 30- to 45-minute modules |
| Workbooks | Self-paced instruction |
Objectives
- Identify characteristics of effective teams in order to improve departmental and organizational productivity and objectives.
- Diagnose and intervene in the improvement of dysfunctional teams.
- Understand and practice specific team-building techniques to ensure successful completion of projects and tasks.
- Identify and apply team building strategies to motivate staff and improve the department’s performance and effectiveness.
Topics
- Defining the Characteristics of High-Performance Teams
- Diagnosing Teamwork Problems and Applying Effective Intervention Strategies
- Developing Maximum Participation
- Action Planning for Team Success
Related Materials
- Book: Getting Things Done in Today’s Organizations: The Influencing Executive, by Marvin Gottlieb, PhD (1999)
Leadership Strategies and Innovations
This dynamic workshop tackles the major components that add up to effective management. Participants are presented with some practical strategies to acquire more control and develop momentum along the management track.
Successful managers need to develop their competence with task issues like planning, staffing, allocating resources and personnel; and people issues like delegation, motivation, influencing, and coaching.
Special emphasis is placed on managing "survivors" in the workplace. A model for recommitting and realigning discontented workers is presented, based on Dr. Marvin Gottlieb and Lori Conkling’s book, Managing the Workplace Survivors: Organizational Downsizing and the Commitment Gap.
Audience: Management and Supervisory personnel.
Customizable Format |
Duration |
|---|---|
| Classroom Instruction | 1 or 2 days |
| E-Learning | 30- to 45-minute modules |
| Workbooks | Self-paced instruction |
Objectives
- To define the role of the manager in achieving organizational objectives.
- How to lead others for increased organizational responsiveness.
- To understand the importance of maintaining interdepartmental relationships.
- How to use group dynamics in managing meetings, work groups, and teams.
Topics
- Creative Problem Solving
- Leadership Strategies
- Identifying and Solving Workflow Problems
- Group Dynamics
- Working with Groups and Teams
- The Internal Support Group
Related Materials
- Book: Managing the Workplace Survivors: Organizational Downsizing and the Commitment Gap, by Marvin R. Gottlieb and Lori Conkling (1995)
- Book: Getting Things Done in Today’s Organizations: The Influencing Executive, by Marvin Gottlieb, PhD (1999)
Coaching for Maximum Performance
This high-impact, step-by-step coaching workshop employs techniques derived from Dr. Marvin Gottlieb‘s book, Getting Things Done in Today’s Organizations: The Influencing Executive, and addresses the special issues associated with today’s technical and highly-skilled workforce.
The program focuses on the key behaviors needed by managers to ensure continuous development and top performance from the front-line employee, whether that employee is a new hire or a long-term veteran. It provides managers with state-of-the-art coaching skills to enable them to enhance the productivity of individuals and to facilitate the building of high performance teams.
Audience: Managers and Supervisors who have direct reports.
Customizable Format |
Duration |
|---|---|
| Classroom Instruction | 1-2 days |
| E-Learning | 30- to 45-minute modules |
| Workbooks | Self-paced instruction |
Objectives
- To develop an understanding of the importance of interpersonal communication as a basis for coaching.
- How to initiate, plan, and conduct a coaching session.
- How to respond to employee needs and concerns.
- How to identify employee strengths and areas for improvement, and how to develop action plans
Topics
- The Five Core Coaching Skills
- Non-Defensive Listening Strategies to Encourage Employee Self-Disclosure
- The Helping Interview
- Identifying and Targeting Specific Performance Issues for Coaching Application
- Developing Action Plans for Continuous Improvement
- The Impact of Style on Coaching
Related Materials
- Book: Getting Things Done in Today’s Organizations: The Influencing Executive, by Marvin Gottlieb, PhD (1999)
- Book: Managing the Workplace Survivors: Organizational Downsizing and the Commitment Gap, by Marvin R. Gottlieb and Lori Conkling (1995)
- Book: Interview, by Marvin Gottlieb, PhD (2nd Ed., 1998)
- Assessment: Coaching Style Inventory
Facilitation Skills
This program defines the role of the facilitator in managing group process and walks him or her through each step of the facilitation process - including analyzing types of meetings, the three meeting phases and the core skills necessary to effectively plan, conduct, and complete group sessions.
In addition, this program offers a Facilitation Toolkit and a Facilitation Planning Kit to assist meeting preparation, and the Completing Kit to evaluate meeting outcomes and establish next steps.
Audience: Managers, Supervisors, Project Managers, and other personnel who lead work groups.
Customizable Format |
Duration |
|---|---|
| Classroom Instruction | 1 or 2 days |
| E-Learning | 30- to 45-minute modules |
| Workbooks | Self-paced instruction |
Objectives
- To define the role of the facilitator and the key behaviors needed to move a group toward achieving its goals.
- To define the basics of group dynamics.
- How to plan, organize, and conduct meetings.
- How to handle risk issues, overcome objections, and gain commitment from the group
Topics
- Types of Meetings
- Planning Meetings
- The Core Skills for Facilitating
- The Ten Dynamics of Group Process
- Using Questions for Control
- Risk Issues
Related Materials
- Facilitation Tools: Facilitation Toolkit; Facilitation Planning Kit; Completing Kit.
- Book: Getting Things Done in Today’s Organizations: The Influencing Executive, by Marvin Gottlieb, PhD (1999)
Negotiation Skills
To provide participants with elements of structure and process to increase their likelihood of success when negotiating. The course covers planning, bargaining, trading-off, and the nine basic negotiation tactics. Practice is provided through case study and role play. Techniques employed in this course are derived from Dr. Marvin Gottlieb and Dr. William J. Healy’s book, Making Deals: The Business of Negotiating.
Audience: Managers and Supervisors, Sales, Marketing, Technical, and other staff who negotiate with clients or vendors.
Customizable Format |
Duration |
|---|---|
| Classroom Instruction | 2 days |
| E-Learning | 30- to 45-minute modules |
| Workbooks | Self-paced instruction |
Objectives
- Understand the various types of negotiation.
- Distinguish between "must haves" and "want to haves."
- Developing an effective strategy before negotiating.
- Maintaining the total value of the deal.
- How to handle tactics.
Topics
- Defining the Types of Negotiation
- Developing a Negotiating Plan
- The "Rheostat Principle"
- The Nine Basic Negotiation Tactics and How to Handle Them
- The Twelve Principles of Negotiation
Related Materials
- Book: Making Deals: The Business of Negotiating, by Marvin Gottlieb and William J. Healy (2nd Ed., 1998)
- Book: Getting Things Done in Today’s Organizations: The Influencing Executive, by Marvin Gottlieb, PhD (1999)
- Book: Interview, by Marvin Gottlieb, PhD (2nd Ed., 1998)
