Manager Mojo Program Overview

Mojo: A power that can be described as a phenomenon that allows someone to be very effective and successful. Manager Mojo strives to enhance participants’ management skills along with tools and strategies to help them be successful and yes, even phenomenal!

What does becoming a manager involve? What skills are needed to be a good one? What will others expect from me?  If these are questions you've been asking as a new or experienced manager, here's a resource designed just for you! EOD's Manager Mojo provides you opportunities to acquire, and enhance, key management skills and ready to implement strategies to give direction, create teamwork, inspire people to give their best, build confidence to help you be successful in your leadership role.

Start enhancing your management potential today by participating in a Manager Mojo Program!

The January-March 2015 Manager Mojo Program is filled. Nominations for future Manager Mojo Programs  now being accepted.                  

                                                           Leadership Academy                               Executive Leadership Program

Who Should Consider This Program

Designed for managers and supervisors:  

  • Technical experts who became managers without the benefit of training
  • Managers wanting to enhance and refresh skills and learn new tools
  • Managers who are facing challenges in their current role
  • Newly hired supervisors and managers
  • Team Leaders, supervisors, managers - its all the same Mojo! 

Participants will leave the program with:

  • Increased self-awareness of their strengths and areas for development through the use of assessments and coaching.
  • Sense of responsibility and expectations for being excellent managers.
  • Tools for effective leadership, giving feedback, coaching, developing staff, creating teams that work effectively together, and managing change.
  • Skills to earn trust, encourage innovation, communicate effectively and work through conflict.
  • Networking opportunities and peer-cohorts serving as a community support system in the work environment.
Program Features & Elements

MANAGER MOJO PROGRAM OVERVIEW:

  • Developed in response to staff surveys
  • Required for all supervisors and managers
  • Small group of participants go through program as an intact team
  • Sessions scheduled into 9 mini-training camps
  • Content linked to UCAR management competencies
  • Highly interactive and dynamic classroom modules and online content
  • Assessments: SDI (Strength Deployment Inventory) and 360 Development Tools
  • Individual Coaching (internal coaches)
  • Fieldwork application practice
  • Communities of practice (engaging with peers, posing questions, best practices)
  • No cost to participants for FY15 Pilot Manager Mojo Program

 

Curriculum and Class Descriptions

Welcome Kickoff and Roles, Responsibilities and Expectations of a UCAR Manager
A welcome and overview of the Manager Mojo program featuring program highlights, schedules and questions. Participants will then gain an understanding of what it means to be a UCAR manager, their roles, responsibilities and organizational expectations of this important position. A review of key UCAR manager competencies, UCAR policies, support and resources will also be highlighted.

Discover Your Strengths Class
Completion of the online SDI (Strength Deployment Inventory) is required prior to session. Participants will review results to help identify personal strengths, motivational drivers, and conflict triggers for self & others; how to use these tools to enhance communication, interpersonal relationships, and reduce conflict between individuals and teams.

Situational Leadership
Today’s leaders need to be able to identify the needs of their staff and adapt to the situations and circumstances which surround them. Using Ken Blanchard’s Situational Leadership model, participants will gain strategies for providing the right amount of direction and support to their staff. TOPICS: Diagnose others’ developmental levels and choose appropriate leadership style; Know why there is no best leadership or coaching style; Learn a common language for coaching and developing others; Understand the negative impact of over/under supervision on performance and morale.

Communication Feedback & Employee Development
This highly interactive session breaks down the feedback process and allows participants to walk through a real life situation using the tools. Topics: Define the role of coach for UCAR/NCAR leaders; Provide participants with the tools to move from reactive to proactive coaching; Prepare leaders to address a wide range of coaching situations; Practice a mini-coaching conversation. Fieldwork: Conduct a private coaching feedback session.

Time & Priority Management for Managers
Participants will learn tools and strategies to manage activities, set priorities, delegate effectively, stay in control/on track and reduce stress. Topics include: how to analyze assignments & identify priorities; tools to break out of crisis mode; strategies for planning/ goal setting; tips to reduce time wasters; defeat - procrastination, perfectionism and self-destruction enemies; and creating an action plan.

Conflict Management
Defensive vs. Collaborative Communication: Which one do you choose? Defensiveness is a poison pill to relationships. When we approach situations like warriors in a battle this leads to the assumption that intellectual inquiry and problem solving is a game of attack, counterattack, and self-defense. We will be introducing an alternative to this common form of communication called Collaborative Communication. Collaborative communication helps us build strong collaborative relationships while focusing on mutual success even in the most contested of environments. Topics: Manage differences productively, while maintaining positive relationships; Understand the nature of difficult situations & people; Identify behaviors, reactions and outcomes of difficult situations; Tools for shifting from defensive to collaborative; communication.

Building Team Capacity for Excellence
As a leader we know that it is important to create an atmosphere on our teams that increases the effectiveness of the entire team. Yet achieving this atmosphere can be very challenging. Atmosphere and role incompatibility can cause delays, inefficiencies, redundancies, increased conflict, etc. Using FIRO (Fundamental Interpersonal Relations Orientation) theory we will outline some of reasons teams and individuals have difficulty relating to one another in the workplace as well as how to create an atmosphere that leads to success. TOPICS: Ways to recognize the various types of difficulties that block successful teamwork; The proposition that teams do not fail because members are different, but because of rigidities within one or more individuals (including the leader); Leveraging strengths and skill sets; Actions leaders can take to create an atmosphere of compatibility on their teams.

Workgroup Improvement and Innovation
Effective teams and workgroups don’t just happen on their own. They need to be given the guidance, support and tools to become effective and self-directed from team/group leaders. Topics include: Understand how to spark and maintain revolutionary thinking; Tips and tools for facilitating a revolution; Understand revolutionary change and how to make it work; Determine the skills you need to develop to facilitate a revolution; Key success factors to innovation; Pitfalls; and Tools to design, implement, evaluate and improve.

Change Management
Change can create significant challenges and displacements in organizations due to the difficulty of many individuals and groups being able to adapt to change. Leaders are a critical component on not only setting the vision for change but for guiding and leading the process so that the change effort is a success. Topics include: Delineate the differences between change and transitions; Identify six key competencies of resiliency and their relationship to managing change well; Transitions Model and the leaders role; Addressing enemies of change: resistance and complacency; Acquire models of organizational and change effectiveness; Utilize tools to facilitate teams through change.

Manager Mojo Course Schedule (FY15 Pilot)

2015 MANAGER MOJO COURSE SCHEDULE  (JANUARY-MARCH PROGRAM FILLED) 

SESSION Materials INSTRUCTOR DAY DATE TIME LOCATION
Welcome & Manager Orientation Presentation 1 Presention 2 Cheryl, Michelle, Delaine, HR T 1/27/15 9 am-12 pm CG1-S Auditorium
SDI Discover Your Strengths   Cheryl, Michelle, Delaine, HR T 2/10/15 1-4:30 pm CG1-S Auditorium
Situational Leadership   Peggy Penberthy, MSEC Th 2/26/15 8:30 am-12 pm ML-Fleishman Bldg
Communicating Feedback &
Employee Development
  Kelly Wyngarden, Revolution Advisors T 3/10/15 1-4:30 pm FLA-2205
Time & Priority Management for Managers   Doug Gertner, Emu Consulting Th 3/19/15 1-4:30 pm ML-Damon
Conflict Management   Kelly Wyngarden, Revolution Advisors T 4/7/15 8:30 am-12 pm FLA-2205
Building Team Capacity for Excellence   Kelly Wyngarden, Revolution Advisors T 4/21/15 8:30 am-12 pm CG1-3131
Work Group Improvement   Kelly Wyngarden, Revolution Advisors T 5/5/15 1-4:30 pm CG1-S Audit
Change Management   Kelly Wyngarden, Revolution Advisors T 5/19/15 8:30 am-12 pm FLA-2205
Graduation Celebration     T 5/19/15 12:30-2 pm FLA-2205














(revised 9/12/15)

How do I participate?

To participate in the Manager Mojo Program please:

  • Check to see you meet the basic requirements to participate in Manager Mojo
  • Discuss your interest with your supervisor
  • Get your supervisor's approval to participate
  • Check the current course schedule for availability
  • Contact EOD to get your name on the interest list:
  • Selections made on first come, first serve basis
  • Selected participants will receive confirmation and Mojo welcome packet
  • Join in, Engage and Have Fun!
  • Flex your Manager Mojo!!



CITI PROGRAM:

First Time

Registration Instructions 

EDUCATION ASSISTANCE:

Information

CAREER PLANNING:

Professional

Development

For more information, contact Toni Wallace, 303-497-8716

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