The presentation got to the heart of what we really do and what we need to do to grow. I loved the positivity of it.
Ann RysavyCorporate Manager of Operational Excellence · Delaware NorthConference session feedback
Manager & Supervisor Development · Manager to Team Leader
Kern and Partners / Los AngelesTurn capable managers into leaders of high-performing teams.
Your managers can run the work. The next step is a team that solves problems, takes responsibility and works effectively with other departments.
The problem
Managing the work isn’t the same as leading the team.
Even experienced managers can become the default decision-maker. They keep stepping in, difficult conversations wait and other departments struggle to get what they need. The manager stays busy, but the team has less room to grow.
What they learn
What we cover
Coaching people instead of fixing things for them.
Building accountability on the team, not only to the manager.
Difficult conversations, done early and done well.
Running meetings that end with a decision and an owner.
Working across departments: handoffs, shared priorities and settling conflict.
Developing people who are ready to take on more responsibility.
How it runs
Real problems, real practice.
Each session starts with a live problem from the managers’ own teams. They practice the skill, use it that week and report back. Your senior leaders co-teach and coach. We measure before and after.
What changes
What changes
Decisions get made on the team instead of waiting for the manager.
Fewer conflicts between departments reach senior leadership.
Managers have time to lead because they’re not doing everyone’s job.
In their words
What learning leaders say
The presentation was on point, important to our team and intellectually engaging.
Keith AmakerHuman Resources Director · Zen BusinessConference session feedback
I was very impacted by the learning.
The presentation was smart, actionable training for leaders, especially for leaders of leaders.
Melanie KennyHuman Resources Manager · Acme Constructors Inc.Conference session feedback
My managers avoid difficult conversations and accountability is slipping. What do I do?
Train the conversation, not the theory. Managers avoid hard talks because they’ve never practiced one and they’re afraid of damaging the relationship. Give them a simple structure, have them rehearse it on real situations and check back a week later. Then make sure their own boss does the same with them.
Do you offer one-to-one leadership coaching for managers?
Coaching is built into the program. Individual coaching can be added for managers who need more, scoped during the diagnostic.
Next step