Best Places to Work Management Essentials

Research-Backed Foundational Management Training based on the "Best Places to Work" Survey

Based on over 70,000 Organizations, 5 million Surveys and 47 Contests. Focused on Improving Performance, Engagement and Retention

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“The Best Places to Work Management Essentials Training program really shows us what we’re doing right by our employees. It shows us what we’re doing well, what we need to continue doing, and where we could stand to improve.”.”
Liz McKee | Internal Communications Manager | Baker Donelson

“We partnered with LSA Global to help us invest in our people. LSA designed a modular and customized management curriculum that allows us to deliver top quality solutions to our managers and leaders. We consider LSA to be our learning and development partner and our LSA consultants to be an extension of our team.”
Lisa Bruun | SVP Human Resources | Ellie Mae, Inc.

“We consistently receive outstanding feedback about the quality of LSA’s Management Essentials Training Programs. LSA always aligns their solutions to our unique culture to meet our very specific requirements. Thank you for regularly going above and beyond!”
Anna Meyer | Leadership Development | Intuit

Even with the recent buzz around holacracies and self-managed work teams, the number of managers, the importance of management and the investment in management development is still growing. We believe this is driven by flatter organizational structures intended to give managers wider responsibility over more employees in the hopes of decreasing costs while increasing performance, decision making and information flow.

But, according to research by McKinsey, nearly 70% of senior executives are only “somewhat” or “not at all satisfied” with the performance of their front-line managers. And a stunning 81% of managers reported not being satisfied with their own performance and spending more than half of their time on non-managerial tasks.

This is bad news.  Bad managers make bad companies. The good news is that high performing managers make high performing companies. According to Gallup, companies with higher performing managers realize a 48% increase in profitability, a 22% increase in productivity, a 30% increase in employee engagement, a 17% increase in customer engagement scores and a 19% decrease in turnover.  Our Best Places to Work research based upon over 500,000 annual employee engagement surveys, tells us that managers have a direct impact on four key metrics:

  1. Employee performance
  2. Employee engagement
  3. Employee retention
  4. Employee relations

Based on Best Places to Work research with over 70,000 organizations and over 20 years of working with managers and their teams, our customized and highly experiential Management Essentials Training workshop uses small learning teams to help first-level managers improve those four management success metrics.

Our Proven 5-Step Methodology

1. Proprietary Best Places to Work Research-Backed Management Essentials Assessment.
The online management  assessment measures 20 manager best practices with the highest correlation to manager effectiveness in the areas of Alignment with Goals, Feeling Valued, Individual Contribution, Retention, Team Effectiveness and Trust based upon over 12 years, 5 million surveys, 70,000 organizations and 47 contests. The results of the survey combined with interviews and what matters most for your unique situation drive the workshop design.

2.  One-to-Three-day Experiential Best Places to Work Management Essentials Training Workshop
Managers learn-by-doing in small teams led by an experienced master facilitator-coach. Each participant has an opportunity to lead the team and to identify relevant actions that apply on-the-job.

Participants’ insights, enhanced by practical management tools, targeted feedback and peer coaching, become pragmatic management strategies that can transfer directly back to the work environment.  Workshop learners progress through the following Best Places to Work core modules that are selected and customized according to the needs highlighted in the assessment and interviews.

Alignment with Goals. How managers create strong alignment. An employee may have their oar in the water, but do they know what direction the ship is headed? And if so, do they understand how their oar can move the ship toward its goal?.

Feeling Valued. How managers improve perceptions about the organization’s commitment to its people. Whether an employee feels valued is highly correlated with their level of engagement and productivity.

Individual Contribution.  How managers help employees to consistently think about ways to do their jobs better and how to effectively reward and recognize employees for doing so.

Manager Effectiveness.  How managers perform their jobs, earn respect and help their direct reports progress and develop.

Retention Risk.  How managers impact an employee’s intent to stay with the organization and be an organizational advocate.

Team Effectiveness.  How managers help ensure employees can count on their coworkers to go the extra mile and consistently produce quality work.

Trust in Managers.  How managers create trust through character and competence.

3.  Best Places to Work Management Action Plan
A rigorous and actionable plan is developed and reviewed at the end of the seminar and becomes the basis for the follow-up coaching. Each participant walks away with goals and a detailed action plan that has been tested with organizational peers and the executive facilitator.

4.  Best Places to Work Performance Coaching
We believe that learning is a process. Participants are scheduled into team teleconferences two weeks and two months after the seminar to discuss insights and implementation of their action plans. For additional support, individual one-on-one performance coaching is available for a period of six months.

5.  Best Places to Work Resurvey and Coaching
Eight to ten months after the seminar, resurveys are used to get feedback on workshop participants’ perceived efforts to improve across those 20 Best Places to Work manager best practices with the highest correlation to manager effectiveness. The follow-up data is reviewed in order to reinforce improvements and identify areas for further progress and on-going coaching.

Target Audience
First-level managers and supervisors who want to improve employee performance, engagement, and retention and organizations who want to create one of the Best Places to Work.

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Maya Paul
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