The role of a supervisor is critical to the success of any organization, its people and ultimately its customers. Who else is asked to translate the strategy of the organization to the minds, hands and feet of the workers who deliver products and services to the customer? The responsibilities of a supervisor’s day-to-day activities are even more challenging – balancing the demands of employees and management, aligning performance while empowering staff, and prioritizing the day’s work.
Supervision: Knocking on the Door to Supervisory Success, a two-day instructor-led classroom program, takes a practical and actionable approach to provide the answers to address these challenges. Navigating changing roles, expectations and performance demands are addressed in the context of the personal, interpersonal and organizational dynamics that group leaders live day-to-day.
- Custom training available on-site or via Zoom Livestream – On your schedule!
- Two-day format available.
- Custom pricing available.
Who Should Attend
- Soon to be, or recently promoted supervisors
- Supervisors who have never been developed for maximum success in their role
- Teams of supervisors/leaders who seek greater alignment and more effective team management
|Day 1||Internal Change – Purpose & Planning||Proactive and reactive change must be viewed through the lens of the organizations purpose and activated through strategic planning throughout the organization|
|Organizing & Planning||The work of the organization must be moved from chaos to commitment in delivering results|
|People & Process||Every supervisor must lead their most valuable assets – people and process – to maximize the impact of the organization|
|Implementation (Execution)||(“Execution” can be such a misunderstood word!)
At the end of the day, getting things done is what matters most – learn to focus on what matters most
|Direct & Develop||A leader directs and develops their team – one size does not fit all – the whole is greater than the sum of the parts|
|Leading (Leading vs. Managing)||Leading vs. Managing – the organization needs both|
|Internal Change – Measuring, Evaluation and Change||Leading change with scorecards for success and improvement|
|External Change – Strategic and Tactical||Navigating industry and marketplace changes by positioning your organization to win|
|Day 2||Personal Skills||Self-Awareness – Know yourself (because everyone else is different)
Time Management – From “To Do” to “Done” – Making the most from the time you have
|Interpersonal Skills||Influence Strategies – How to lead through influencing the organization|
|Interpersonal Skills||Managing the Millennials: Generational Differences – Leading across the generational divide|
|Organizational Skills||Change – Managing change so that change doesn’t manage you
Problem Solving – Moving through and past problems to break through solutions
Tom Horvath’s professional career has taken him from the mailroom to the boardroom with roles ranging from Customer Service Rep to Chief Operating Officer. Regardless of the job titles or role, Tom’s passion for “inspiring excellence” is steadfast – in fact, it is his personal life purpose.
His career illustrates practical expertise in strategy formulation, leadership consulting, executive coaching, supervision skills, performance management, marketing, sales, process improvement, product development, training design & delivery and project management. In the role of Chief Operating Officer in two organizations, Tom provided oversight and coordination of teams focused on Human Resource management, Legal, Marketing, Purchasing, Finance, Pricing, Warehouse/Logistics and Customer Service. These skills and capabilities were developed at such blue chip companies as Prudential, Standard Register, Merrill Lynch, Bank of America and CNL. In addition, Tom has led a variety of consulting engagements around the globe with all sizes of companies and non-profit organizations. Notable career milestones include spearheading various departmental teams at Merrill Lynch Credit Corporation (resulting in their selection for the 1997 Malcolm Baldrige National Quality Award); top decile sales performance; and several community leadership awards.
Tom received his Masters of Business Administration from the University of North Florida and his Bachelors of Science in Business Administration from Bloomsburg University. He has extensive experience as an adjunct instructor with Cornell University, Penn State University, the Crummer School of Business – Rollins College and the University of Porto – Portugal. Tom shares the integration of theory with practical application to the world in which we operate. Community stewardship includes volunteer leadership roles with the Central Florida YMCA, Junior Achievement, Rotary International, Priority Associates, The Jobs Partnership of Florida and the International Community School.