The opposite of "paranoid" (delusions of persecution), "pronoids" have delusions of acceptability. They think they're doing great even as they create conflict and problems around them. This is one of the most common types of "Why isn't the job getting done?" subordinate, and nearly everyone knows one or has one working for them. The problem is that these individuals just don't see the world and their performance in it the same way others do. As a result, pronoids have a hard time adjusting their approach with others. Improving this requires a special coaching tactic. This program explains a step-by-step process for how managers and supervisors can help a pronoid start picking up on feedback he/she is missing, and improve performance and people skills.

To be a great coach, you need to observe people in action. Watch this course for important information to use on your Ride Alongs.

Congratulations! You're the supervisor, now! But, what if you're the supervisor of your former coworkers? Now you must change your role. Watch this course for advice.

Rookies and veterans respond to different approaches. That is the theme of this class which lists Do's and Don'ts for managers to remember when dealing with these two generationally different groups.

From time to time you will have discipline somebody. If you do it progressively, it will work better for you.

It is the least complicated motivator available. It works almost every time on almost every person. It is lightning fast to use. It’s free. And, it’s easy to use. But most team leaders use it sparingly; some use it not at all. It is Praise. When leaders properly praise, self-esteem of the work force rises productivity rises along with. Work force self-esteem is set and maintained, in large part, by the supervisors. Those who know how to use this management tool correctly.

Motivation is not a difficult subject to understand...once you learn how the process works. Motivating Won't Do's shows that the two step process (1. define the desired action and 2. determine what reason will cause a person to want to take that action) really works. The class teaches that the four motivators (incentives, fear, environment and need-satisfaction) each have their strong and weak points. To achieve the goal of 'motivation' participants learn how to create a quick motivation plan for a poor performer. A good course to complete before taking this one is: Analyzing Poor Performers.

If every one of your employees does 100% of their job—up to standard—100% of the time, then you don’t need this course. However, surveys from supervisors show that even they estimate that no more than half their people regularly do all their job well every day and, more importantly, that they don’t know what to do about it. This class teaches managers how to diagnose performance problems using the simple Can Do/Will Do Grid. From that analysis, a plan emerges to improve performance from every employee—or to decide it is time to find someone new for the job.

This course provides the student with an overview of employer and employee responsibilities regarding personal protective equipment. Students will learn what types of PPE are appropriate for particular situations as well as the importance of reading and understanding written standards for PPE.

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