THE FIRST 100 DAYS (1 day)

Hey, new Manager/Supervisor, how are you feeling about your new role? Mixed emotions that range from excitement to trepidation? According to the Blanchard’s 2015 First-Time Managers Survey, “60% of new mangers fail during their first two years and 85% received no training prior to switching into their role as a manager. Those who survived develop bad habits that stay with them throughout their careers.”  This course will help you define an action checklist, establish new working relationships, manage expectations, build your team and avoid common pitfalls of new leaders.  Read More.

collaborative Leadership (2 days)

Today’s managers must network, coach, partner and inspire individuals to work toward intangibles like learning, continuous improvement, and excellence. To be effective in organizations, managers need to become facilitative leaders – people who make it easier for others to communicate, accept responsibility and problem solve. Read More.

TRANSFORMATIONal Leadership and supervision

Formally Called -High Performance Coaching and Organizational Development

(2 – 4 days)

Only 20% of employees agree that their performance is managed in a way that motivates them to do outstanding work. Individuals, teams and departments…each has their own character, unique knowledge, held assumptions, biases, personalities and skillsets. And, because of that variety, it is easy for conflict, differences and disruptive behaviours to emerge. Help get individuals, teams and the entire organization to change with this eye-opening program! Read more.


Performance evaluation is one of the most dreaded and hated process for managers and employees. There has been a movement to abolish performance evaluations altogether because they simply do not work. Managers go wrong with performance evaluations in so many ways, that it’s difficult to identify all of them. Some of the problems have to do with the overall system and other problems are the result of the one-on-one annual meeting. With this training you will adopt a positive mindset, identify elements and assess performance, meet regularly and evaluate progression effectively. Read more.


Managing yourself while leading people and teams

We all want a workplace free of difficult people and conversations, but we know conflict is inevitable. However, there is healthy and unhealthy conflict. Patrick Lencioni author of, “The Five Behaviors of a Cohesive Team”, asserts that one of the five behaviours is ‘engaging in healthy conflict’. If your goal is to create and sustain a culture of trust, respect and resiliency, then it’s a matter of learning and applying the soft skills to assist you and your team to have those conversations. Read more.


Empowering teams to define and achieve quality results

You have developed a great plan to help you achieve your goals. The team feels momentum! Next, comes the execution of the plan. Often, that is where the momentum slows. There are many plans on office shelves gathering dust. You have learned the hard way that execution of the plan is almost always harder than the actual planning. Learn, once and for all, how to turn your creative vision into a reality. Read more.


A Practical Guide for ‘New’ and ‘Not So New’ Training Facilitators

James C. Collins, lecturer on the subject of company sustainability and growth once stated, “Good is the enemy of great. And that is one of the key reasons why we have so little that becomes great.” Investing in people to go beyond just good Trainers to exceptional Facilitators is what helps separate good organizations from great ones. A Facilitator plans, guides and manages a group training event to ensure that the group's objectives are effectively met, with clear thinking, good participation and full buy-in from everyone involved. Think about it this way: Trainers tend to focus on the subject matter. Facilitators focus on both the subject matter and the process and how it should be taught from a learner-centered perspective. Read more.


To achieve a goal you have never achieved before you must start doing things you have never done before and that requires change. “People don’t resist change. They resist being changed! “ – Peter Senge, Organizational Specialist. This program is designed to help individuals polish their skills at coping with and handling a variety of organizational changes. Focusing on the emotional response to change, this program is an excellent way for individuals to identify methods of adopting and adapting to change that really work for them. Read more.

Rainforest Game (1/2 day)

Working from home and/or working with others in satellite offices, at a distance, requires new ways to communicate, keep updated and to build relationships. The fun experience of playing the Rainforest Game teaches leadership and collaboration across boundaries. Read more.

Mars Rover Challenge  (1/2 day)

It is one thing to talk about collaboration and its power amongst team members but when they experience it, the training becomes deep and personal….and sticks! That’s what the Mars Rover Challenge game does. Read more


Quality experts unanimously agree – about 80% of service/quality problems the customer experiences are due to faulty or unreliable processes, not people. And, who creates processes? Management. In response, thousands of “blue-chip” organizations have used Lean Six Sigma for over 20 years to overhaul their processes to help ensure their customers have a quality experience. And, those organizations have realized dramatically improved business results that they credit to their work on processes. This 1-day course describes the methodology, how it is used, types of issues it addresses and program expectations. Read more.

interested in learning more?