Workshop Overview

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.

Available Dates:

  • Custom training available on-site or via Zoom Livestream – On your schedule!
  • Two-day format available.


  • Pricing information available upon request. Contact Mary Patterson for details.

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

Workshop Online

Day Title Overview
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

Workshop Leads

Tom Horvath's photoTom Horvath

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 Master 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.

Program Manager

Mary Patterson's PhotoMary Patterson, CPA, SHRM-CP
Phone Number: 205-348-7049


Questions about this program? Contact Mary Patterson today! Mary Patterson works in the Office of Teaching Innovation and Digital Education at The University of Alabama as a Program Manager, where she assists the OTIDE team in designing and implementing professional development and training programs, industrial training programs, and executive education programs that are offered on-campus, online or onsite at the workplace.  Ms. Patterson has a Bachelor’s degree in Business from the University of Alabama’s Culverhouse College of Business with a major in accounting.  She is a Certified Public Accountant and stays abreast of current developments relevant to business owners, including management, human resources, economics, accounting, taxation, and marketing.  Additionally, Ms. Patterson is a Certified Professional in the Society for Human Resource Management. She works closely with HR departments to design custom training to enhance work objectives, increase productivity, and build a positive culture.  She worked previously as Director of the Alabama Entrepreneurial Research Network (AERN) in the Culverhouse College of Business to bring the resources from the University of Alabama down to the community level.  She is a member of the Tuscaloosa Chapter of the Alabama Society of CPAs, the Society of Human Resource Management, the Culverhouse Commerce Executives Society, and the Southern Automotive Women’s Forum.