New Managers Training (5-session series for 15 CEs)

For Social Work Manager and Social Service Leaders, delegation can feel counter to their training and be a challenging skill to master.  This session highlights the strategies and goals of successful delegation that honors the dignity of both the supervisee and the manager.  By naming the psychological barriers that can derail delegation, we can prevent them and foster a culture of successful work sharing and leadership.  We will review best practices and strategies to empower new managers to create a culture of shared responsibility and skill development in the context of social work and social services. 

By the end of our session, participants will be able to:

1. Recite the common challenges new managers experience around delegation.

2. Relay the 5 points for successful delegation

3. Explain their personal challenges and the strategies they could adopt for navigating them.

4. Structuring our work plans and self-management toward success as a manager.

Promotions from line work to management rarely include instruction and support on how to run meetings with the principles of Psychological Safety and responsible leadership. From navigating reactivity to bad news, to fostering effective Trauma Informed feedback processes, many new managers report being left to fend for themselves when trying to coalesce a team of social service providers. This session will highlight helpful considerations and strategies that new managers should consider when structuring and leading meetings.  

By the end of this session, participants will be able to:

1. Relay best practices for leading both small and large group events.

2. Recite common pitfalls and challenges to effective meeting management.

3. Identify the markers of a successful meeting and how to foster them within their team's gatherings.

As many people are promoted due to their success in the current position, it is not uncommon for new managers to be ill-informed about how to foster new skills in their staff or manage performance issues to safeguard vulnerable clients. This session highlights ways leaders of social service agencies can use Trauma Informed Principles to empower staff to develop new skills, change problematic behavior, and review best practices related to evaluations, staff development initiatives, and Performance Improvement Plans (PIPs). 

By the end of this event, participants will be able to:

1. Relay the best practices related to evaluations, staff development initiatives, and Performance Improvement Plans (PIPs)

2. Recite common challenges and pitfalls that managers encounter when trying to foster behavior change and skill development in their staff.

3. Explain their own strengths and growth opportunities when engaging staff around performance issues. 

With the changing expectations of our current workforce and the stark realities facing staff providing social and human services, staff distress can thwart an organization's efforts and successes. This session will offer participants opportunities to plan for and foster a culture of effective self-management and wellbeing in their supervisees.

By the end of this session, participants will be able to:

1. Relay the definition of self-management and the supervisor's roles in promoting and fostering it in staff 

2. Recite the role, expectations, and strategies for supervisors when supporting staff's self-management in their staff working in social services

3. Identify the caveats and pitfalls for supervisors and managers when managing self-management