10 Leadership/Supervisory Training Sessions

90 Minutes Each

$550.00 for all 10 sessions 

Learn Leadership/Supervisory Skills and Employment Law from Scott Warrick, a two-time best-selling author, a national professional speaker, a practicing Employment Law Attorney and a Human Resource Professional with 40 years of hands-on experience.  Scott uses his unique background to help organizations get where they want to go, which includes coaching and training managers and employees in his own unique, practical and entertaining style.   

Understanding Employment Law

  • What is TITLE VII … and how does it really work in relation to “EMPLOYMENT AT WILL”?
  • What is the HONEST BELIEF RULE and why is it critical to employers?
  • What is the difference between LEGAL DISCRIMINATION and ILLEGAL DISCRIMINATION?
  • How does “RETALIATION LAW” really work … and how has it changed so drastically in the last few years?
  • Why are employers are now REQUIRED to regulate employees’ “OFF DUTY ACTIVITIES”?
  • What rights do employees have regarding SOCIAL MEDIA, such as Twitter, Facebook, etc.?
  • What rights do employees have under the NLRA to “BAD MOUTH” their employer? Talking about their wages?  Bonuses?

Understanding and Building Your Emotional Intelligence
PARTS 1 & 2

  • What does it REALLY mean to be “EMOTIONALLY INTELLIGENT”?
  • What is the “NEUROLOGY OF EMOTIONS” and why do we humans react the way we do?
  • Why is “EMOTIONAL INTELLIGENCE” more critical to your success than your IQ or your degrees?
  • Why is “EMOTIONAL INTELLIGENCE” the single most important factor that ANY LEADER must possess?
  • Exactly HOW do you build your Emotional Intelligence, which ultimately determines up to 80% of your personal and career success?
  • What SPECIFIC factors make up your Emotional Intelligence?
  • How do you your MEASURE and then IMPROVE a person’s level of “Emotional Intelligence”?
  • What are the 7 COMMON PITFALLS of someone lacking Emotional Intelligence?
  • What roles do “EGO” and “EMOTION” play in your EMOTIONAL INTELLIGENCE?
  • What does it mean to be MINDBLIND?
  • How do you build your EMPATHY?

Emotional Intelligence & Building A “SAFE” Culture

  • How does a high level of Emotional Intelligence correlate with Tolerance?
  • How does a lack of TOLERANCE lead to a dangerous workplace?
  • How did a lack of TOLERANCE lead to NASA blowing two space shuttles out of the air?
  • How will INTOLERANCE destroy your STRATEGIC GOALS?
  • How should you define “TOLERANCE”?
  • What is required by the U.S. Supreme Court? The Circuit Courts? The EEOC?
  • Why should you NEVER require your employees to be “ACCEPTING” of each other?
  • Since you cannot REQUIRE ACCEPTANCE, how do you get people to become ACCEPTING of each other?

CONFLICT RESOLUTION: Retreating and Attacking Communication Styles

  • Why is EMOTIONAL INTELLIGENCE a KEY SKILL in Resolving Conflict?
  • How can you RESOLVE CONFLICT rather than ESCALATING it?
  • How can “RETREATING” and “ATTACKING” Communication Styles DESTROY all of your relationships … even though they are the most common styles we use?
  • How should you define “RESPECT”?
  • How do the PASSIVE AGGRESSIVES destroy TRUST worse than your ATTACKERS?

CONFLICT RESOLUTION:
The EPR System (Empathic Listening, Parroting and “Rewards”)

  • What are “EPR” (Empathic Listening, Parroting and “Rewards”) SKILLS and why are they CRITICAL in keeping others off the defensive?
  • What are “PARROTING” and “REWARDS”?
  • Why is EMOTIONAL INTELLIGENCE a KEY SKILL in Resolving Conflict?
  • How can you RESOLVE CONFLICTS in most any situation?
  • What PROVEN FORMULA should you ALWAYS follow when COACHING EMPLOYEES?
  • How should you define “RESPECT”?
  • What is the “MAGIC BULLET” in the VERBAL JEET system of resolving conflict?

Conducting A Legal & Effective Interview

  • What QUESTIONS can you LEGALLY ask an applicant?
  • What is a STRUCTURED INTERVIEW?
  • What should you look for in reviewing an applicant’s APPLICATION MATERIALS?
  • What questions should you ask to determine an applicant’s level of EMOTIONAL INTELLGENCE?
  • What is a BEHAVIORAL question … a HYPOTHETICAL question … and how will they GREATLY improve the accuracy of an interview?
  • What is a REALISTIC JOB PREVIEW, and how will it increase your RETENTION of new hires?

Drafting and Delivering Effective Written Warnings To Avoid Lawsuits

  • How do you DOCUMENT to PREVENT LAWSUITS rather than just WINNING THEM?
  • What is “EMPLOYMENT AT WILL” … and why can you NOT count on it?
  • What is DOCUMENTATION and what is PROOF?
  • How much can you rely on EMPLOYEE STATEMENTS?
  • What is “HEARSAY?”
  • What PROVEN FORMULA should ALWAYS be followed in drafting a written warning?
  • When is it appropriate to DIGITALLY RECORD a written warning and/or termination?
  • What steps should you follow when DELIVERING a written warning?
  • How do you DOCUMENT VERBAL WARNINGS?
  • What do you do if an employee REFUSES TO SIGN a written warning? ( HINT: Your policy should require TERMINATION.)

Working More Efficiently Through Proper Delegation & Goal Setting

  • What is the GOAL SETTING and PLANNING PROCESS?
  • What THREE CONTROL METHODS can managers use to monitor a goal’s progress?
  • What are “CLIFF GOALS” and “GRADUATED GOALS”?
  • What are SMART Goals … and how do you use them properly?
  • What are the steps of a proper PLANNING PROCESS?
  • What are STRATEGIC CONTROL POINTS?
  • What is a CONTINUOUS CONTROL SYSTEM?
  • What is a WARNING CONTROL SYSTEM?
  • How should a plan be MONITORED or CONTROLLED?
  • What are the two CRITICAL LABOR CONSIDERATIONS most Planning Processes miss?
  • What are the STEPS OF DELEGATION every manager should follow when delegating tasks to employees?
  • What are the COMMON MISTAKES managers make when they delegate tasks?
  • What OBSTACLES should every manager consider when delegating to employees?
  • What is the relationship of AUTHORITY and RESPONSIBILITY in proper delegation?

Designing and Delivering Effective Performance Appraisals

  • How do most of our Performance Appraisals so more HARM THAN GOOD?
  • How can managers INSTANTLY increase the accuracy of their reviews?
  • What are the MOST COMMON ERRORS made in performance appraisals, and how can they be overcome?
  • How can managers get employees to TAKE MORE ACCOUNTABILITY in the Performance Appraisal Process?
  • What makes a GOOD PERFORMANCE APPRAISAL FORM … and what makes a BAD ONE?
  • Should you “SCORE” or “RATE” employee performance … and if so, HOW should you do it?
  • What is “DOCUMENTATION” … and how should it be used?
  • What makes appraisals LEGALLY DEFENSIBLE … and is your appraisal a ticking time bomb?
  • What role should the EMPLOYEE PLAY in the Performance Appraisal Process?