These three courses provide supervisors the opportunity to refine their leadership style and use their style to strategically and intentionally harness change and conflict for better department outcomes.  Do not just let things happen; make things happen.

• Leading with your Strengths – Use the Clifton Strengths® assessment to lead from a place of strengths and encourage others on your team to use their strengths too.
• Channeling Change – Understand patterns of change to help your team transition more quickly.
• Leading through Conflict – Leverage conflict to for healthy discussions that lead to constructive solutions.

These three courses focus on the supervisor’s roles in executing human resource duties.  Supervisors play a crucial role in finding, developing, and retaining the talent in their departments.  Research shows work environment is more important than financial compensation for people to stay in their roles.  Prepare your supervisors and make sure your organization is where people want to work.

• Encouraging and Developing Others – Part of your leadership role is helping others with their professional development. Receive strategies, approaches, and best practice to engage your staff.
• Understanding Contract Frameworks – Public sector leaders often have team members who are part of a negotiated contract. While each contract is unique and evolving, this course helps you understand what to look for in a contract and when to consult with others while navigating contract boundaries.
• Recruiting, Hiring, and Onboarding – Public sector competes with corporate for quality employees. Learn strategies for recruiting quality team members and how to start their engagement and retention with best practices that start during hiring and onboarding.

These three courses focus on the transition from being in a department to leading a department.  While supervisors bring valuable knowledge and experience to the role, supervising is about directing work rather than doing the work.  These courses will help define the work that comes with being a supervisor along with communication skills to have difficult conversations and lead meetings.

• Running a Meeting – Ensure your meetings are well-attended, run efficiently, and lead to action steps.
• Managing Your Work – Change how you approach work to track the work of others and manage up to get the resources your department needs.
• Communicating for Positive Results – Use the People Styles assessment to discover how you send and receive messages so that others can hear you even when the workplace is stressful and the topic is challenging.

These three courses define the role supervisors play at an organizational level.  In addition to managing the work of their departments, supervisors also need to connect to the organization.  Leaders learn how to have a positive influence on the organization and get the resources needed for department work.

• Leading Stakeholders Through Change – Before you can successfully lead change, you need to understand who will be affected by those changes. Learn to identify stakeholders and how and when to involve them and their input in your decisions.
• Influencing Organizational Culture – Workplace culture is a product of behavior, not policy and mission statements. As a leader, ensure you are modeling behavior that contributes to the workplace culture people want to be a part of.
• Using Your Ethics to Navigate Local Government Systems – Public sector leaders are held to a higher standard. While your organization will have specific policies, this course will help you understand when situations need special consideration and when you should consult policies or seek advice from others.