Course Catalog (1078 Courses)

New Micro-Learning! When an employee makes a complaint against us, our first reaction is often to get mad and defensive— especially when they didn't come to us first. That's only natural. We're human. But, as managers, we have to control our emotions, treat the employee professionally and with respect. And we have to ensure that our actions don't lead to claims of retaliation.

Patients in gender transition are dealing with emotions, questions, stares and even discrimination. The bottom line message of this short video is simple: Everyone must be treated with respect. It doesn’t matter if you are a patient, co-worker or vendor, we all deserve to be heard and treated fairly…and…sometimes we need to speak up to make that happen!

It's sometimes tough bringing a group of diverse and free-thinking individuals together on a team - and expect them to immediately gel. This video demonstrates the work needed to get the best from a multi-generational team. Includes varying views of appropriate business etiquette.

National Best-Seller! Managers within your organization may well understand the importance of avoiding obvious discriminatory interview questions. But what if a manager asks a discriminatory question unintentionally?

World-Wide Best-Seller! Interviewers are more apt to select the best person for the job when they use this Behavior-Based Interviewing (BBI) strategy developed by Paul C. Green, PhD. Now in its 4th edition.

New Micro-Learning! In order to really reap the benefits of a successful mentoring relationship, you need to have a thorough understanding of planning for a successful discussion, setting goals, identifying career paths and establishing development needs. In this course, we'll take a close look at planning for a successful discussion.

New Micro-Learning! Mentoring is a powerful tool for building success. A key part of your conversations with your mentee involves diving more deeply into their future career paths. By this time, you’ve already looked at the big picture of where your mentee would like to be in the years ahead. In this program, we will look at some examples of what you might want to recommend depending on the situation.

New Micro-Learning! As a mentor, going through this process of working with you, your mentee will learn more about the organization, discover other opportunities to explore, uncover other leadership resources and above all, they’ll leave with a greater sense of self insight that will serve them well for the rest of their career.

New Micro-Learning! Solving an attendance problem requires not only building trust with employees, but also holding them accountable. Motivating employees to conform to organizational standards works best when they play a part in developing a solution. This course gives you a process for dealing with attendance issues.

New Micro-Learning! When an employee doesn’t seem to care about their job, it’s easy to make assumptions about why he or she might be acting that way. The problem is, you could be way off base and your actions could end up making the problem worse!

New Micro-Learning! Everybody should spend plenty of time thinking about competitors, and how they relate to their business, but you need to be very careful what you say out loud about them to your team, your investors, and your customers. What you say speaks volumes about how you think about your business, how smart you are, and your personal integrity.

New Micro-Learning! Dealing with an employee who has ceased to care about the job, can be very frustrating but it is possible to work with the employee and uncover the underlying issues. When an employee doesn’t seem to care about their job, it’s easy to make assumptions about why they might be acting that way. The problem is, you could be way off base and your actions could end up making the problem worse.

New Micro-Learning! Some organizations have SOX or the Sarbanes-Oxley Act to consider when it comes to policy. All publicly traded companies are now required by law to set in place accounting internal controls – ones that measure the organization’s effectiveness. Policies, like getting three bids, is an example of the many kinds of internal controls that must be followed – noncompliance is against the law.

New Micro-Learning! One definition of being ethical is “conforming to professional standards of conduct.” Herein lies both a problem and an opportunity for those of us in the world of sales. The problem lies in the fact that many people do not think of sales as a profession. Negative stereotypes have caused them to avoid or look down at a salesperson with disdain.

New Micro-Learning! In conversations with employees that may be somewhat challenging, it’s important for you to have some strong communication skills. Asking good questions is one such skill. Communicating with an employee who may be defensive requires you to model an open, questioning stance - we can call it the learning stance.

New Micro-Learning! Have you ever been reluctant to coach an employee because you didn’t know where to begin or how to handle what may come up during the conversation? Yes, coaching can be scary. You have to excel in the necessary interpersonal skills while at the same time follow a process. You need to engage your employee in recognizing and solving the current problem. And, you need to help develop his or hers own problem-solving capabilities.

New Micro-Learning! Cutting corners can involve any number of actions. It could mean ignoring policies, regulations, or laws. It might involve short-cutting the processes that are in place. It could mean cutting quality. It might mean ignoring or taking significant risks. It could involve lying or covering up problems.

New Micro-Learning! Let’s face it, leaders can never have enough communication skills to deal with all of the situations that come their way in the workplace. By the end of this module, you will be able to identify coaching and problem-solving questions to help employees develop greater competence and confidence.

New Micro-Learning! We are all shaped by our life experiences, people who have similar life experiences tend to think and respond to situations more similarly than others who didn’t share those experiences. At the heart of most of the conflict and misunderstanding that develops between employees of different generations are communication styles and core motivations, and sometimes, the reluctance to change.

New Micro-Learning! Workplaces across the country are adjusting to a new reality. Baby Boomers are remaining as active workforce participants. Meanwhile, the first members of Generation Z, roughly defined as those born since the mid-nineties, will soon be beginning their careers and will make up a large share of the labor market soon. Due to communication differences among generations, communication styles can often be a problem.