BHR Leadership Development Program 2021 by BHR_Training

BHR LEADERSHIP DEVELOPMENT PROGRAM COURSE CATALOG JUNE 2021

2021 2022

Developing Leaders at Every Level

CONTENTS LEADERSHIP LEVEL COURSE LIST 02

ANY-LEVEL LEADERS

FIRST-TIME SUPERVISORS

MID-LEVEL LEADERS & EXPERIENCED SUPERVISORS

SENIOR-LEVEL LEADERS & HIGH-LEVEL TEAMS

COURSE DESCRIPTIONS 17 BHR COURSE DESCRIPTIONS 22 LEADERSHIP IQ COURSE DESCRIPTIONS 29 LEADERSHIP CODE COURSE LIST

BOOK CLUB

2021 SELECTION: PG. 10

Start With Why by Simon Sinek

FEATURES 12 DRIVERS OF ENGAGEMENT BY AGENCY 14 DRIVING UP ENGAGEMENT COURSES

16 LEADERSHIP CODE CATEGORIES

INTRODUCING:

THE SCIENCE OF LEADERSHIP ACADEMY PG. 22 Research-based video leadership training brought to you by Mark Murphy, LeadershipIQ

Any-Level Leaders

Organizational leaders don't necessarily hold a leadership slot on an organizational chart. Strong organizations need leaders at every level. Whether these people are emerging as leaders or are already strong leaders in non-supervisory positions, this level focuses on increasing self-awareness, enhancing communication skills, and developing purpose.

COURSES: BHR Courses: 16 Personalities for Supervisors & Leaders Four Tendencies for Supervisors & Leaders CPC: Taking the Coach Approach The Challenge of Change The Five Levels of Leadership Crucial Conversations Effective Writing

Suggested Assessments:

Leadership IQ Courses: The Science of Finding Time to Be a Leader (0:51:47) The Science of HARD Goals (01:21:14) The Science of Influence and Communication (1:00:24) The Science of Killer Presentations (0:53:05) The Science of Managing Up (00:46:37) The Science of Resolving Conflict (00:47:42) The Science of Emotional Intelligence (01:02:38)

16 Personalities Four Tendencies EQi Leadership Report Hogan Compass Report Hogan Career Report

Take a peek into a day in the life of budding artist Stella Young, and how she improves her craft

“Becoming a leader is synonymous with becoming yourself. It is precisely that simple and it is also that difficult.” – Warren Bennis 2

Any-Level Leaders' Book List

To gain a true leadership advantage, organizations must be filled with individuals who understand how to maximize their own ratio of “accomplishment over authority.” They must believe it’s possible to do something big with a little dab of power. Passion, curiosity, compassion, daring, generosity, accountability and grit - these are the qualities that attract allies and amplify accomplishments. The following books take you through a journey where leadership is possible from anywhere.

The Leadership Code: Five Rules to Lead By

Grit: The Power of Passion and Perseverance

Dave Ulrich, Norm Smallwood, & Kate Sweetman | 2008

Angela Duckworth | 2016

What makes a great leader?

The daughter of a scientist who frequently noted her lack of “genius,” Angela Duckworth is now a celebrated researcher and professor. It was her early eye-opening stints in teaching, business consulting, and neuroscience that led to her hypothesis about what really drives success: not genius, but a unique combination of passion and long-term perseverance.

It's a question that has been tackled by thousands. In fact, there are literally tens of thousands of leadership studies, theories, frameworks, models, and recommended best practices. But where are the clear, simple answers we need for our daily work lives? Are there any?

Among Grit’s most valuable insights: Take a peek into a any day effort in the twice life of budding you make ultimately counts toward your artist Stella Young, goal; grit can be learned, regardless of IQ or and how she improves circumstances; when it comes to child-rearing, her craft neither a warm embrace nor high standards will work by themselves; how to trigger lifelong interest; the magic of the Hard Thing Rule; and so much more. Winningly personal, insightful, and even life-changing, Grit is a book about what goes through your head when you fall down, and how that—not talent or luck—makes all the difference. This is “a fascinating tour of the psychological research on success” (The Wall Street Journal).

Dave Ulrich, Norm Smallwood, and Kate Sweetman set out to answer these questions— to crack the code of leadership. Drawing on decades of research experience, the authors conducted extensive interviews with a variety of respected CEOs, academics, experienced executives, and seasoned consultants—and heard the same five essentials repeated again and again. These five rules became The Leadership Code. In The Leadership Code, the authors break down great leadership into day-to-day actions, so that you know what to do Monday morning. Crack the leadership code—and take your leadership to the next level.

First-Time Supervisors

New Supervisors are transitioning from the role of doer to that of leading others and making an impact through the accomplishments of their team. Often they are focusing on multiple responsibilities, dealing with constant change, and balancing managing others in addition to their own job functions. Understanding fundamental supervisory, communication, and feedback skills are critical at this level.

COURSES: BHR Courses: Legal Aspects of Interviewing and Hiring (Syntrio Online) Americans With Disabilities Act (Syntrio Online) Understanding the Family and Medical Leave Act (Syntrio Online) Avoiding Conflicts of Interest (Syntrio Online) Interview and Selection Onboarding New Employees Documenting Discipline The Challenge of Change 16 Personalities for Supervisors & Leaders Four Tendencies for Supervisors & Leaders CPC: Taking the Coach Approach

Suggested Assessments:

Leadership IQ Courses: The Science of Finding Time to Be a Leader (0:51:47) The Science of Giving Constructive Feedback (1:06:02) The Science of HARD Goals (01:21:14) The Science of Hiring for Attitude (01:20:14) The Science of Influence and Communication (1:00:24) The Science of Killer Presentations (0:53:05) The Science of Managing Up (00:46:37) The Science of Resolving Conflict (00:47:42) The Science of Taking the Pain Out of Performance Appraisals (01:05:38) The Science of Emotional Intelligence (01:02:38)

16 Personalities Four Tendencies

POSTMODERN PAINTING. Stella alternately paints in oil and watercolor

Take a peek into a day in the life of budding artist Stella Young, and how she improves her craft

"You manage things; you lead people." Admiral Grace Murray Hopper

First-Time Supervisors' Book List

One of the first things new managers discover is that their role is even more demanding than they’d anticipated. They are surprised to learn that the skills and methods required for success as an individual contributor and those required for success as a manager are starkly different—and there is a gap between their current capabilities and the requirements of the new position. We specifically chose those books to help help give insight and guidance into this very important transition.

The Making of a Manager: What to Do When Everyone Looks To You

The Leadership Code: Five Rules to Lead By Dave Ulrich, Norm Smallwood, & Kate Sweetman | 2008

Julie Zhuo | 2019

Congratulations, you're a manager! After you pop the champagne, accept the shiny new title, and step into this thrilling next chapter of your career, the truth descends like a fog: you don't POSTMODERN really know what you're doing. PAINTING. Stella

What makes a great leader? It's a question that has been tackled by thousands. In fact, there are literally tens of thousands of leadership studies, theories, frameworks, models, and recommended best practices. But where are the clear, simple answers we need for our daily work lives? Are there any?

alternately paints in oil and watercolor

That's exactly how Julie Zhuo felt when she became a rookie manager at the age of 25. She stared at a long list of logistics--from hiring to firing, from meeting to messaging, from planning to pitching--andTake faced a thousand a peek into a day in theHow life ofwas budding questions and uncertainties. she artist Stella Young, supposed to spin teamwork into value? How and how she improves could she be a good steward of her reports' her craft careers? What was the secret to leading with confidence in new and unexpected situations?

The Making of a Manager is a modern field guide packed everyday examples and transformative insights, including: * When you should look past an awkward interview and hire someone anyway * How to build trust with your reports through not being a boss * Where to look when you lose faith and lack the answers

Middle Managers & Experienced Supervisors

Experienced supervisors, managers, and director-level leaders need learning designed around deepening and expanding current skills. These leaders may need a refresher in supervisory skills while also turning their focus to driving change, developing others, and implementing strategic goals.

COURSES: BHR Courses: Help Them Grow Crucial Conversations Crucial Accountability Team Values Workshop The Challenge of Change 16 Personalities for Supervisors & Leaders Four Tendencies for Supervisors & Leaders Effective Writing

Repeat of Required 3-year Syntrio and 5-year Supervisory Modules: Legal Aspects of Interviewing and Hiring (Syntrio Online) Americans With Disabilities Act (Syntrio Online) Understanding the Family and Medical Leave Act (Syntrio Online) Avoiding Conflicts of Interest (Syntrio Online) Interview and Selection Documenting Discipline CPC: Taking the Coach Approach

Leadership IQ Courses: The Science of Leadership Style (0:52:25) The Science of Finding Time to Be a Leader (0:51:47) The Science of Giving Constructive Feedback (1:06:02) The Science of HARD Goals (01:21:14) The Science of Hiring for Attitude (01:20:14) The Science of Increasing Accountability (0:56:27) The Science of Influence and Communication (1:00:24) The Science of Keeping High Performers Excited & POSTMODERN PAINTING. Stella Engaged (0:58:27) alternately paints in The Science of Leading Change (01:00:26) oil and watercolor The Science of Managing Difficult Personalities (01:01:51) The Science of Maximizing Middle Performers (00:46:27) The Science of Managing Remote Employees Take a peek into a day (01:00:35) in the life of budding The Science of Managing Teams (01:11:41) artist Stella Young, The Science of Resolving Conflict (00:47:42) and how she improves her craft The Science of Taking the Pain Out of Performance Appraisals (01:05:38) The Science of Emotional Intelligence (01:02:38) The Science of Managing Millenials (00:42:10)

Suggested Assessments: 16 Personalities Four Tendencies EQi Leadership Report EQi Group Report Hogan Judgment Report 6

"No man will make a great leader who wants to do it all himself, or to get all the credit for doing it." Andrew Carnegie

Middle Managers' & Experienced Supervisors' Book List

When you first step into a leadership role, you spend a lot of time thinking about your own development. Once you are a few years in, it's time to start thinking about the other side of the equation: the people that you lead. It's important to understand how to lead diverse groups of people, build productive teams, and generally lean into your ability to empathize with your employees. These books help on this journey of discovering the other side of the equation.

Dare to Lead: Brave Work. Tough Conversations. Whole Hearts.

Quiet: The Power of Introverts in a World Where People Can't Stop Talking

Brene Brown | 2018 Susan Cain | 2012

You likely have introverts on your team. It could be that you yourself are struggling to understand how to lead as an introvert.

Leadership is not about titles, status, and wielding power. A leader is anyone who takes responsibility for recognizing the potential in people and ideas, and has the courage to develop that potential.

At least one-third of the people we know are POSTMODERN PAINTING. Stella introverts. They are the ones who prefer alternately paints in oil and watercolor listening to speaking; who innovate and create but dislike self-promotion; who favor working on their own over working in teams.

When we dare to lead, we don’t pretend to have the right answers; we stay curious and ask the right questions. We don’t see power as finite and hoard it; we know that power becomes infinite when we share it with others. We don’t avoid difficult conversations and situations; we lean into vulnerability when it’s necessary to do good work.

In Quiet, Susan Cain argues that we Take a peek into a day dramatically undervalue introverts and shows in the life of budding how much we lose in doing charts the artist so. StellaShe Young, and how she improves rise of the Extrovert Ideal throughout the her craft twentieth century and explores how deeply it has come to permeate our culture. She also introduces us to successful introverts—from a witty, high-octane public speaker who recharges in solitude after his talks, to a recordbreaking salesman who quietly taps into the power of questions. Passionately argued, superbly researched, and filled with indelible stories of real people, Quiet has the power to permanently change how we see introverts and, equally important, how they see themselves.

Brown writes, “One of the most important findings of my career is that daring leadership is a collection of four skill sets that are 100 percent teachable, observable, and measurable. It’s learning and unlearning that requires brave work, tough conversations, and showing up with your whole heart. Easy? No. Because choosing courage over comfort is not always our default. Worth it? Always. We want to be brave with our lives and our work. It’s why we’re here.” 7

Senior Leaders & High-Level Teams

Innovative leaders and teams approach their work differently. They ask better and different questions –– and create an environment where others can do the same. They create learning-driven cultures. They constantly seek to discover what they don’t know they don’t know. They break down barriers and frame new possibilities for their organizations. And they share compelling visions that align and inspire the teams they lead.

COURSES: BHR Courses: The Challenge of Change Help Them Grow Crucial Conversations Crucial Accountability VitalSmarts Influencer (2022) CPC: Taking the Coach Approach Team Values Workshop 16 Personalities for Supervisors & Leaders Four Tendencies for Supervisors & Leaders

Suggested Assessments: 16 Personalities Four Tendencies EQi Leadership 360 Report EQi Group Report Hogan Team Report

"The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant." --Max DePree

Leadership IQ Courses: The Science of Leadership Style (0:52:25) The Science of Finding Time to Be a Leader (0:51:47) The Science of Giving Constructive Feedback (1:06:02) The Science of HARD Goals (01:21:14) The Science of Hiring for Attitude (01:20:14) POSTMODERN PAINTING. Stella The Science of Increasing Accountability (0:56:27) alternately paints in oil and watercolor The Science of Influence and Communication (1:00:24) The Science of Keeping High Performers Excited & Engaged (0:58:27) The Science of Leading Change (01:00:26) The Science of Managing Difficult Personalities Take a peek into a day in the life of budding (01:01:51) artist Stella Young, The Science of Maximizing Middle Performers and how she improves (00:46:27) her craft The Science of Managing Remote Employees (01:00:35) The Science of Managing Teams (01:11:41) The Science of Resolving Conflict (00:47:42) The Science of Taking the Pain Out of Performance Appraisals (01:05:38) The Science of Emotional Intelligence (01:02:38) The Science of Managing Millenials (00:42:10)

Senior Leaders' & High-Level Teams' Book List

After years of overseeing different teams at different levels, you've likely mastered the foundations of leadership and people development. At this point in our career, it is valuable to explore different perspectives and different approaches to leadership. These books inspire new ways to lead or simply provide a fresh perspective while working through obstacles.

Switch: How to Change Things When Change is Hard

Applied Empathy: The New Language of Leadership

Chip Heath & Dan Heath | 2010

Michael Ventura | 2018

Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives? The primary obstacle is a conflict that’s built into our brains.

Empathy is not about being nice. It’s not about pity or sympathy either. It’s about understanding —your consumers, your colleagues, and yourself—and it’s a direct path to powerful leadership. POSTMODERN

Psychologists have discovered that our minds are ruled by two different systems—the rational mind and the emotional mind—that compete for control. The rational mind wants a great beach body; the emotional mind wants that Oreo cookie. The rational mind wants to change something at work; the emotional mind loves the comfort of the existing routine. This tension can doom a change effort—but if it is overcome, change can come quickly.

PAINTING. Stella alternately paints in oil and watercolor

As such, Applied Empathy presents real strategies, based on Sub Rosa’s design work and the popular class Ventura and his team have taught at Princeton University, on how to make lasting connections and evolve your Take a peek into a day business internally (your employees, culture, in the life of budding and product/services) as well asStella externally artist Young, (your brand, consumers, and value). and how she improves her craft

For leaders of all levels, this groundbreaking guide lays the foundation to establish a diverse, inventive, and driven team that can meet the challenges of today’s ever-evolving marketplace.

In a compelling, story-driven narrative, the Heaths bring together decades of counterintuitive research in psychology, sociology, and other fields to shed new light on how we can effect transformative change. Switch shows that successful changes follow a pattern, a pattern you can use to make the changes that matter to you, whether your interest is in changing the world or changing your waistline.

If you want to connect to the people you work with and for, you first have to understand them.

Leadership Development Program Book Club As part of the Leadership Development Program, each semester, we will be facilitating an online book group. Each level will have their own online book group. During each level's book club, three questions will be asked weekly. Participants will have six days to post their response and comment on others' responses. Our first book club selection is Start With Why by Simon Sinek.

Book Description: Why are some people and organizations more innovative, more influential, and more profitable than others? Why do some command greater loyalty? In studying the leaders who've had the greatest influence in the world, Simon Sinek discovered that they all think, act, and communicate in the exact same way-and it's the complete opposite of what everyone else does. People like Martin Luther King Jr., Steve Jobs, and the Wright Brothers might have little in common, but they all started with why. Drawing on a wide range of real-life stories, Sinek weaves together a clear vision of what it truly takes to lead and inspire.

“There are only two ways to influence human behavior: you can manipulate it or you can inspire it." ~ Simon Sinek

Table of Contents: Preface: The power of why Introduction: Why start with why? A world that doesn't start with why: Assume you POSTMODERN know PAINTING. Stella alternately paints in Carrots and sticks oil and watercolor An alternative perspective: The golden circle This is not opinion, this is biology Clarity, discipline, and consistency Leaders need a following: The emergence of trust How a tipping point tips Takewith a peek intobut a day How to rally those who believe: Start why, in the life of budding know how artist Stella Young, Know why. Know how. Then what? and how she improves Communication is not about speaking, it's about her craft listening The biggest challenge is success: When why goes fuzzy Split happens Discover why: The origins of a why The new competition Afterword: Be a part of this movement, share your vision of the world.

Drivers of Engagement & Leadership Development Leadership drives engagement. The 2019 Statewide Engagement Survey determined the top drivers of employee engagement within state government and by agency. Leaders, from coworkers to organizational leaders, influence these drivers every day. The Leadership Development Program course curriculum will influence you to leverage your leadership to maximize engagement. Department of Agriculture 1. Opportunity for development 2. Supervisor concern 3. Managing conflict

South Dakota Developmental Center 1. Realistic expectations 2. Resources for the job 3. Job purpose

Bureau of Human Resources 1. Leadership involvement 2. Supervisor communication 3. Leadership integrity

Department of Labor & Regulation 1. Job purpose 2. Job challenge 3. Opportunities for advancement

Bureau of Finance & Management 1. Purpose 2. Supervisory Concern

Department of Corrections 1. Innovation 2. Leadership fairness 3. Supervisor feedback

Bureau of Information and Telecommunication 1. Feedback from supervisor 2. Vision 3. Resources to do job

Mike Durfee State Prison 1. Job challenge 2. Opportunity for development 3. Recognition Take a peek into a day in the life of budding artist Stella Young, South Dakota State Penitentiary and how she improves 1. Job challenge her craft

Bureau of Administration 1. Clear Expectations 2. Purpose

2. Supervisor concern 3. Coworker integrity

Department of Environment & Natural Resources 1. Job purpose 2. Autonomy 3. Coworker integrity Department of Human Services 1. Leadership Fairness 2. Coworker integrity 3. Recognition

POSTMODERN PAINTING. Stella alternately paints in oil and watercolor

South Dakota Women's Prison 1. Job Challenge 2. Purpose Department of Education 1. Clear expectations 2. Job purpose 3. Opportunity for development 12

Drivers of Engagement & Leadership Development Department of Health 1. Interesting & challenging work 2. Positive work environment 3. Satisfaction with career opportunities

Department of Revenue 1. Job purpose 2. Coworker support 3. Opportunities for advancement

Department of Health: Correctional Health 1. Coworker support 2. Opportunities for advancement 3. Supervisor communication

Department of Social Services 1. Job purpose 2. Vision 3. Opportunities for development DSS - Human Services Center 1. Job purpose 2. Resources to do job 3. Conflict Resolution

Department of Human Services 1. Leadership Fairness 2. Coworker integrity 3. Recognition

Department of Tribal Relations 1. Supervisor Concern 2. Job Challenge 3. Job Fit

DHS - South Dakota Developmental Center 1. Realistic expectations 2. Resources for the job 3. Job purpose

Department of Transportation 1. Job challenge 2. Positive work environment 3. Job Purpose

Department of Labor & Regulation 1. Job purpose 2. Job challenge 3. Opportunities for advancement

Department of Health: Correctional Health 1. Coworker support 2. Opportunities for advancement 3. Supervisor communication

Department of Military 1. Job purpose 2. Job Stress 3. Workload

Department of Veteran's Affairs 1. Workload 2. Job challenge 3. Leadership involvement

Department of Public Safety 1. Vision 2. Job Purpose 3. Job Fit 13

Driving Up Engagement through Leadership Development Throughout this program, our curriculum will give you the skills and knowledge to drive up engagement in your organization. Highly engaged organizations are more than three times as likely to have leaders who prioritize engagement. Our curriculum will take you there.

Leadership Concern The Science of Great Coaching The Challenge of Change The Science of Influence & Communication The Science of Giving Constructive Feedback

Autonomy The Science of Increasing Accountability Help Them Grow CPC: Taking the Coach Approach Job Challenge The Science of HARD Goals Help Them Grow The Science of Maximizing Middle Performers The Science of Keeping High Performers Excited & Engaged CPC: Taking the Coach Approach

Leadership Involvement The Science of Finding Time to Be a Leader The Challenge of Change POSTMODERN Leadership Fairness PAINTING. Stella alternately paints in The Science of Managing Difficult oil and watercolor Personalities The Science of Managing Up The Science of Managing Teams

Job Purpose Start With Why Bookclub CPC: Taking the Coach Approach The Challenge of Change The Science of Managing Teams

Innovation Take a peek into a day The Challenge ofinChange the life of budding artist Stella Young, and how she improves her craft

Job Stress Help Them Grow CPC: Taking the Coach Approach

Vision The Challenge of Change Start With Why Book Club

Clear Expectations CPC: Taking the Coach Approach Documenting Discipline Four Tendencies The Challenge of Change Crucial Accountability

Opportunities for development CPC: Taking the Coach Approach Help Them Grow

Resources to do the job Help Them Grow CPC: Taking the Coach Approach 14

Driving Up Engagement through Leadership Development Opportunities for Advancement Help Them Grow CPC: Taking the Coach Approach The Science of Keeping High Performers Excited & Engaged The Science of Maximizing Middle Performers

Interesting & Challenging Work Help Them Grow The Science of Keeping High Performers Excited & Engaged The Science of Maximizing Middle Performers The Science of Managing Remote Employees

Supervisor Concern The Science of Emotional Intelligence The Challenge of Change

Positive Work Environment 16 Personalities for Supervisors and Leaders Four Tendencies for Supervisors and Leaders The Science of Managing Teams The Science of Giving Constructive Feedback

Supervisor Feedback Start With Why Book club CPC: Taking the Coach Approach The Challenge of Change The Science of Giving Constructive Feedback

POSTMODERN PAINTING. Stella alternately paints in oil and watercolor

Conflict Resolution Crucial Conversations The Science of Resolving Conflict 16 Personalities for Supervisors and Leaders Four Tendencies fora Supervisors Take peek into a day and Leaders in the life of budding artist Stella Conflict Young, The Science of Resolving

Recognition The Five Languages of Appreciation (2021) Coworker Integrity The Science of Managing Teams Start With Why Book Club

and how she improves her craft

Coworker Support The Science of Managing Teams 16 Personalities for Supervisors & Leaders Four Tendencies for Supervisors & Leaders

Satisfaction with Career Opportunities Help Them Grow CPC:Taking the Coach Approach The Science of Maximizing Middle Performers The Science of Keeping High Performers Excited & Engaged Workload Help Them Grow CPC: Taking the Coach Approach 15

The 5 Essential Growth Areas for All Great Leaders We believe all of you have the potential to be great leaders. No matter what level leader you are, mastering the fundamentals based on your level is key. The book, The Leadership Code, explains when we apply these five areas, we lead well. When we help others learn and follow these five areas. we expand leadership from a personal ability into an organizational capability. You will find a color-coded dot next to each course title in our course catalog. The colored dot corresponds to the Leadership Code area(s) the particular course helps you develop.

The Strategist: Shaping the Future

The Human Capital Developer: Building the Next Generation

Staying curious Engaging employees Sharing a vision of the future Collaborating across boundaries Challenging employees with a desire to achieve

Coaching & Mentoring Delegating & Empowering Creating Strong Networks Encouraging relationships Managing careers

The Talent Manager: Engaging Today's Talent

The Executor: Making Things Happen

Communication, communication, communication Understanding employee strengths, weaknesses Creating a positive work environment Giving recognition Creating fun at work

Making change happen Building Teams Ensuring accountability Ensuring technical proficiency Ensuring ongoing feedback

Personal Proficiency: Invest in Yourself Know Yourself Tolerate Stress Build Trust & Character Value Learning Understand your own strengths/weaknesses 16

BHR Course Catalog CPC (Continuous Performance Communication): Taking the Coach Approach Performance management is taking on a whole new form. Welcome to Continuous Performance Communication (CPC.) We are ditching the lengthy evaluating and judging forms of the past and focusing on what really makes a difference – ongoing check-ins with employees. Or what are calling, Taking the Coach Approach! The data shows, more frequent, ongoing check-ins with employees strengthen both performance and relationships. We’ve also shortened this process to just three effective touch base questions that when tailored to your employee’s unique needs, experience, and talents can reinforce performance you want to continue to see and redirect performance that could be strengthened. In this class, learn to tailor your approach to each individual’s needs where you also learn more about your employees in the process! Whether you’re brand new and feeling clueless, or seasoned and feeling confident, you’re guaranteed to pick up something new that will help you make the performance development experience a success!

Documenting Discipline & Performance There are three keys to legally and successfully resolving employee performance problems: Documentation, Documentation, and Documentation!

POSTMODERN PAINTING. Stella alternately paints in oil and watercolor

For supervisors, documentation can be a challenge – whether sending kudos, writing comments on the ACE document or drafting a disciplinary action. In our newly revised course, we will give you guidance on not only what and where to document, but we will also walk you through a framework for having any type of feedback conversation. We also spend time clarifying the difference between feedback, coaching, and discipline to help you decide what is appropriate depending on the situation. Interview & Selection This course will take you through the state's interview and selection process: from announcing the position to developing competency-based interview questions, to submitting the interview packet. Participants will analyze their past interview strategies and enhance what is used in the future. Content also includes understanding Manager Space, Manager Proxy, & Dispositioning Candidates.

= Human Capital Developer

= Strategist

= Executor

= Talent Manager

= Personal Proficiency

BHR Course Catalog Onboarding New Employees Onboarding isn’t about benefits anymore - it’s about employee retention. Today’s new employees aren’t satisfied with just knowing the benefits offered by the organization. New employees want to know what they can contribute, what the team is accomplishing, and how you can use their strengths and talents. This course will explore what you need to communicate even before that employees first day on the job through that crucial first year This course will help you: Understand that onboarding your new employee is your job. Learn what to do to start onboarding your new employee, even before their first day on the job. Develop plans of what to talk about during the crucial first month, 60 days, 90 days, and throughout that first year.

Four Tendencies for Supervisors & Leaders As leaders, you are giving feedback and expectations constantly. At times, you probably feel like you were crystal clear in your communication and expectations…but your staff seems to feel differently. POSTMODERN

PAINTING. Stella Have you ever notices that when it comes to expectations, we are always dealing with inner and outer alternately paints in expectations? Come to class and find out if you are leading Upholders, Questioners, Obligers, oroilRebels. and watercolor Each of the four tendencies deals with inner and out expectations differently. You will leave the class knowing how to feed each tendency the kind of expectations and feedback each need!

16 Personalities for Supervisors & Leaders Discussions about personality have been around since the dawn of time. As Aristotle said a millennia ago, “the hardest victory is the victory over self”. In our modern workplaces we are still in pursuit of this knowledge, which ultimately gives us a lot of power – the power to control and understand yourself. Understanding yourself helps you navigate a variety of situations, both at home and in the workplace. Join us for this class where you will learn more about your traits and behaviors, and how that is leading you toward or standing in the way of your success. You will gain more insight into your strengths, your values, and your workplace habits.

= Human Capital Developer

= Strategist

= Executor 18

= Talent Manager

= Personal Proficiency

BHR Course Catalog The Challenge of Change Change - love it or hate it, it certainly has its challenges, doesn't it?! This is especially true when you are leading and supervising staff.When you are supervising and leading other people, you cannot just start changing things left and right. You need to establish a foundation, get buy in, and leverage small changes into bigger changes. Where do you start? Should we do a quick change? Should the change evolve over time? Who do you talk to? What do you do first? What do you do next? This class shows tips, steps, and tools to help you decide. But that is just part of it - often, the hardest part of leading people through change is understanding the emotions employees go through as they transition through the change process. In the class you will learn the three phases employees go through as they move through accepting the change: Ending (grieving the loss of what used to be); the Neutral Zone (that period of uncertainty between the old and the new); and the New Beginning (launching the new adventure). This class will help you understand the emotions and phases people move through and how to help them not get stuck! POSTMODERN PAINTING. Stella alternately paints in oil and watercolor

Crucial Conversations

Does your workplace ever struggle with taboo topics, disagreement, information hoarding, office politics, or alienation? Do you have to communicate with other employees or offices when you don’t see eye-to-eye? Is your organization battling declining productivity, low morale, reduced quality, or other bottom line concerns? Then you, your team, or agency needs Crucial Conversations Training.Crucial Conversations is a twoday course that teaches skills for handling these crucial conversations: a discussion between two or more people where the stakes are high, opinions vary, and emotions run strong. These conversations – when handled poorly or ignored – lead to strained relationship and dismal results. This course will help you speak and be heard, make the highest-quality decisions, then act on the decisions with unity and commitment.

= Human Capital Developer

= Strategist

= Executor 19

= Talent Manager

= Personal Proficiency

BHR Course Catalog Effective Writing President Obama signed the Plain Writing Act of 2010 on October 13, 2010. The law requires that federal agencies use "clear Government communication that the public can understand and use." Effective Writing participants learn to transfer those same principles used at the federal level to clarify and improve their own writing samples. Participants learn to transfer the Principles of Clear Writing to their own writing samples - whether those be reports, letters, emails, or online content. Participants receive the Federal Guide to Plain Language as well as the Gregg Reference Manual. The participant will learn to write clearly, accurately, and quickly.

The Five Levels of Leadership True leadership is not a matter of having a certain job or title. In fact, being chosen for a position is only the first of the five levels every effective leader achieves. And even if you never hold an official position POSTMODERN of authority, you do have influence in your current role. Influence is the essence of leadership. In this PAINTING. Stella alternately paints in class, we will examine the five stages of leadership and learn how to maximize each one to become oil and watercolor more influential, respected, and successful. For each level, we’ll discuss the upsides and downsides associated with leading at that level as well as the beliefs and behaviors necessary to move from level to level. Position - People follow because they have to. Take a peek into a day Permission - People follow because they want to. in the life of budding Production - People follow because of what you have done for the organization. artist Stella Young, Development - People follow because of what you have done for them personally. and how she improves Pinnacle - People follow because of who you are and what you represent. her craft

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BHR Course Catalog Supervisory Legal Compliance (Online) These courses are assigned monthly to new supervisors of the executive branch. These courses will be assigned on the 15th (or following business day) of each month. The Syntrio database is updated on the 8th of the month and will reflect all changes in supervisory status, hiring, and termination that is updated before that date. A notification will be delivered via Syntrio. After 3 years, supervisors will be automatically reassigned. Legal Aspects of Interviewing & Hiring

Course Length: 40 minutes

The pre-employment process (i.e. recruitment, interviewing and hiring) is filled with legal pitfalls. As such, individuals involved in the recruitment, interviewing and hiring process need to be familiar with effective techniques and knowledgeable of federal, state, and local laws restricting hiring practices that could be considered discriminatory or invasions of privacy. This course discusses legal issues related to writing job descriptions, recruitment methods, interviewing, testing, and evaluating candidates as well as issues related to reference and background checks and offers of employment. Americans with Disabilities Act

Course Length: 45 minutes POSTMODERN

The Americans with Disabilities Act (ADA), as amended by the ADA Amendment Act (ADAAA), and state PAINTING. Stella alternately paints in and local laws prohibit employment discrimination against qualified individuals with a disability. Using oil and watercolor hypothetical scenarios and practical exercises, this course teaches managers how to effectively and legally manage individuals with disabilities including the obligation to provide reasonable accommodations, if necessary. It also teaches preventive steps that a manager can take to avoid a claim of disability discrimination. Understanding the Family and Medical Leave Act

Course Length: 45 minutes

This course provides an overview of the Family and Medical Leave Act. It is designed for managers or supervisors whose employees may request or require leave and discusses eligibility requirements, circumstances that qualify for FMLA protection, procedures for requesting and designating FMLA, and employee and employer rights and responsibilities under the Act. Avoiding Conflicts of Interest

Course Length: 15 minutes

Conflicts of interest that arise in the workplace can undermine the reputation and integrity of the individual(s) involved and the organization. This course teaches employees to recognize potential conflicts of interest or situations that could be perceived as conflicts of interests, and respond appropriately by avoiding or disclosing the situation

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The Science of Leadership Academy The Science of Leadership Style (0:52:25) Leadership IQ studies find that 100 % Leaders enjoy the highest employee engagement and are the leaders people most want to follow. Becoming a 100% Leader requires a leadership style that creates the right level of challenge and emotional connection. We’ll help you identify your current leadership style and guide you through the adjustments needed to make the right decisions about how you challenge and connect with your people. New managers will learn the techniques that protect against the most common new-manager mistakes. Module 1 – The 100% Leader (22:27) Module 2 – Management Secrets for New Managers (29:58) Module 3 – The Science of Leadership Style Quiz The Science of Finding Time to Be a Leader (0:51:47) One of the reasons that billionaires like Warren Buffett, Jeff Bezos and Mark Cuban have reached such heights is that their goals are clear and their days are laser-focused. There are four kinds of work that consume leaders’ time: Green Light, Yellow Light, Orange Light and Red Light Work. But only Green Light Work is goal-focused and will make you an effective leader. We’ll show you how to outline your goals, establish your passion for those goals and then cut it down to what you need to do today to reach POSTMODERN those goals. PAINTING. Stella alternately paints in oil and watercolor

Module 1 – Focus on Clearly Defined Goals (19:54) Module 2 – Yellow, Orange and Red Light Work (13:38) Module 3 – The 7 P’s of Delegation (18:15) Module 4 – The Science of Finding Time to Be a Leader Quiz

The Science of Giving Constructive Feedback (1:06:02) A Leadership IQ study found that 81% of leaders avoid giving tough feedback because they’re afraid the recipient will respond badly (with anger, denial, blame or excuses). Fact-based conversations allow you to speak candidly without making people angry so you can turn tough conversations into coaching conversations that result in positive behavioral change. We’ll show you how to strip feedback messages of any emotional baggage and stick to the facts so defenses stay low and employees can make the “corrective leap” you want. Module 1 – Setting the Right Goals for Feedback Conversations (4:53) Module 2 – Fact-Based Communication – The FIRE Model (10:36) Module 3 – Skills & Attitude Determine Performance/Create a Performance Grid (4:59) Module 4 – 6 Feedback Conversations to Avoid (7:49) Module 5 – The IDEALS Script for Delivering Constructive Feedback (18:03) Module 6 – Feedback Conversations with Talented Terrors (14:07) Module 7 – The Science of Giving Constructive Feedback Quiz

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The Science of Leadership Academy

The Science of Great Coaching (01:08:23) Managing has its place, especially when there’s a crisis, but it’s coaching that instills inspiration and confidence in people and challenges them to grow, develop and unleash their full potential. Coaching is intrinsic; it examines psychological considerations: Why do you want to do certain things? Where do you see yourself going? What is it that’s driving you right now? that encourage employees to develop emotional connections to their work so they want to be high performers. We’ll work with you on developing the five big coaching competencies of Mindset, Goal-Setting, Framing, Listening and Questioning. Module 1 – The Coaching Mindset (12:05) Module 2 – Coaching with HARD Goals (21:19) Module 3 – Positive Reframing (14:47) Module 4 – Listening (20:12) Module 5 – The Science of Great Coaching Quiz The Science of HARD Goals (01:21:14) Most leaders fail to set goals that are gutsy and challenging enough to result in something great. HARD Goals (Heartfelt, Animated, Required and Difficult) “amp up” regular goals and push us past roadblocks like achievable and realistic (found in SMART goals). We’ll draw from the research behind the bestseller HARD Goals to show you how to set meaningful goals for yourself and others that result in great achievements. Module 1 – Overview (14:34) Module 2 – HARD Goals Are Heartfelt (23:28) Module 3 – HARD Goals Are Animated (17:53) Module 4 – HARD Goals Are Required (12:24) Module 5 – HARD Goals Are Difficult (12:55) Module 6 – The Science of Hard Goals Quiz The Science of Hiring for Attitude (01:20:14) Leadership IQ research shows that attitude accounts for 89% of hiring failures. You’ll learn the cuttingedge hiring practices found the bestselling book, Hiring for Attitude, as we walk you through the steps that will reveal if candidates have the right attitude to be high performers in your organization. Module 1 – Why Attitude Matters (22:06) Module 2 – The Interview Questions You Shouldn’t Be Asking (10:19) Module 3 – Creating Brown Shorts Interview Questions (21:07) Module 4 – Creating Brown Shorts Answer Guidelines (15:46) Module 5 – The Coachability Question (10:56)

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The Science of Leadership Academy The Science of Increasing Accountability (0:56.27) Accountable employees take ownership, they’re passionate, driven, collaborative, open, and they make absolutely no excuses. Leadership IQ has studied hundreds of organizations that have accountability hardwired into their culture and we’ve identified the best practices that drive their success. We’ll share scripts and techniques for leading employees out of the emotional and reactive stages of denial, blame, excuses and anxiety so they become more logical, independent, self-sufficient, and accountable. Module 1 – Overview (11:02) Module 2 – Stages of Accountability – Denial (7:19) Module 3 – Stages of Accountability – Blame (9:06) Module 4 – Stages of Accountability – Excuses (9:40) Module 5 – Stages of Accountability – Anxiety (10:12) Module 6 – Stages of Accountability – Accountability (9:08) Module 7 – The Science of Increasing Accountability Quiz The Science of Influence and Communication (1:00:24) The cardinal rule of influence is the more you understand others, the more they’ll understand you. But not everybody likes to give and get information in the same way. We’ll show you how to diagnose the levels of emotional connection and linearity people want in a given situation so you can adjust your communication style accordingly. You’ll further strengthen your influencer abilities as you learn about the 7 Driving Needs that motivate people in the workplace and start to put into practice techniques for developing informational and expert power. Module 1 – 7 Driving Needs (22:05) Module 2 – Sources of Power (15:20) Module 3 – Communication Styles (22:59) Module 4 – The Science of Influence and Communication Quiz The Science of Keeping High Performers Excited and Engaged (0:58:27) In 42% of companies, high performers are less engaged than low performers. Understanding and addressing the deep issues that make high performers tick helps motivate, engage and most importantly, retain these valuable employees. Based on Leadership IQ’s groundbreaking study that was featured in the Wall Street Journal, New York Times, Forbes, Fast Company, HR Executive, and Harvard Business Review, we’ll show you how to tap into the psychological motivators and demotivators of your top talent along with other practical tips to make your high performers more excited and engaged. Module 1 – High Performer Motivation Drivers (18:34) Module 2 – Shoves and Tugs (11:05) Module 3 – Tips for Motivating and Engaging High Performers (18:44) Module 4 – Understanding High Performer Reactions (10:04) Module 5 – The Science of Keeping High Performers Excited and Engaged Quiz

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The Science of Leadership Academy The Science of Killer Presentations (0:53:05) Most presenters just trudge through a pile of text-heavy slides, boring their audience to sleep, never understanding the one thing their audience actually needs to hear. Fortunately, with our dramatically better understanding of neurology and psychology, the science of giving “wow” presentations has advanced light-years. We’ll share the latest presentation techniques and tricks from neurologists, visual designers, speechwriters and psychologists to show you how to keep your audience riveted on the edge of their seats. Module 1 – Identifying The Objective (10:50) Module 2 – Start with the Right Message (3:34) Module 3 – Killer Graphics (10:30) Module 4 – Choose your Words Well (6:14) Module 5 – Assertion Evidence Design (11:31) Module 6 – Construct The Argument (10:24) Module 7 – The Science of Killer Presentations Quiz The Science of Leading Change (01:00:26) A Harvard Business School study found that 70% of change efforts fail and a Leadership IQ study found that mismanaging change is the number one reason why executives lose their jobs. Do we need any more reasons to master this critical skill? We’ll show you how to hardwire change into your organization by creating the urgency and direction people need to successfully make the transition from where they are now to where you want them to go. Module 1 – Understanding the Basic Model of Change (10:53) Module 2 – The Why, Where and How of Change (19:02) Module 3 – Readiness for Change Assessment (9:21) Module 4 – Overcoming Personal Resistance to Change (12:27) Module 5 – The AVER Technique (8:43) Module 6 – The Science of Leading Change Quiz The Science of Managing Difficult Personalities (01:01:51) Not every person in your organization is going to be nice, pleasant and easy-going. But direct confrontation makes negative personalities even more difficult to manage and work with. We’ve identified the Big Five difficult personalities that drive the most conflict in organizations (Negative, Drama Queens and Kings, Narcissists, Blamers and Overly Sensitive) and we’ll share specific scripts and techniques for understanding and managing these difficult personalities. Module 1 – Overview (4:49) Module 2 – Blamers (9:20) Module 3 – Negative Personalities (19:34) Module 4 – Drama Queens and Kings (11:53) Module 5 – Narcissist (9:32) Module 6 – Overly Sensitive Personalities (6:43) Module 7 – The Science of Managing Difficult Personalities Quiz

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The Science of Leadership Academy The Science of Maximizing Middle Performers (00:46:27) About 80% of middle performers have tremendous untapped potential but are blocked from maximizing their full potential due to mistakes in how they’re managed. We’ll show you how to diagnose the blocks and you’ll learn the specific steps you need to take to coach middle performers into achieving superstarlevel performance. Module 1 – Diagnosing Middle Performer Types (21:50) Module 2 – Taking Action (24:37) The Science of Managing Remote Employees (01:00:35) Many of the leadership techniques used inside the office simply don’t work with remote employees. We’ll show you how to meet these unique management challenges by focusing on Connection (building the right bonds with remote employees), Alignment (ensuring remote employees are moving in the same direction), Accountability (making sure the work gets done) and Communication (battling message degradation and other challenges with frequent and focused communications). Module 1 – The Right Type for Remote Work (9:56) Module 2 – Building Connection (10:37) Module 3 – Creating Alignment (14:22) Module 4 – Accountability (12:07) Module 5 – Communication Best Practices (13:33) Module 6 – The Science of Managing Remote Employees Quiz The Science of Managing Teams (01:11:41) Teams are the foundation of every organization, but right now, 91% of teams are not fulfilling their full potential. We’ll show you how to connect and align teams through shared purpose and orientation. You’ll learn techniques for streamlining meetings so they become value-added forums for making better, smarter decisions, how to address interpersonal team dynamics and methods for creating definable objectives and clear agendas so people show up to meetings focused, engaged and prepared (and stay accountable after meetings end). Module 1 – Identifying Team Purpose (13:09) Module 2 – Putting the Right People on the Team (12:02) Module 3 – Challengers, Implementers, Analyzers and Diplomats – Four Personalities Found in Teams (7:55) Module 4 – Improving Team Dynamics (11:34) Module 5 – Team Decision Making (10:09) Module 6 – Structuring Effective Meetings (16:52) Module 7 – The Science of Managing Difficult Personalities Quiz

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The Science of Leadership Academy The Science of Managing Up (00:46:37) The relationship you have with your boss will hugely impact your success at work. But do you know how to speak to your boss’s unique style so they listen to your every word? Do you know how to keep your boss “in the loop” so they never micromanage or feel anxious about your work? Can you bring bad news to your boss without losing their trust or confidence? We’ll show you how to better understand your boss’s strengths, weaknesses, goals, styles, and needs so you can make them, and you, amazingly successful. Module 1 – Understanding the Boss’s Perspective (12:08) Module 2 – Tailoring Communications to Intuitive, Functional, Analytical and Personal Preferred Styles (10:38) Module 3 – Building Trust with the Boss (11:01) Module 4 – Delivering Bad News to the Boss (12:50) Module 5 – The Science of Managing Up Quiz The Science of Resolving Conflict (00:47:42) Conflict is so touchy—we pretend it’s not there, yet we suffer its negative effects every day. Whether a conflict is between you and another person, or you’re mediating conflict between others, we’ll show you how to de-escalate conflict by focusing on facts. You’ll learn the latest research on conflict and get the specific psychological scripts and tools you need to fundamentally resolve conflict (and all of its tricky applications). Module 1 – Overview (12:42) Module 2 – Conflict Between You and Another Person (16:53) Module 3 – Conflict Between Employees (18:07) Module 4 – The Science of Resolving Conflict Quiz The Science of Taking the Pain Out of Performance Reviews (01:05:38) A Leadership IQ survey of over 48,000 CEOs, managers and employees showed that only 13% of managers and employees and only 6 % of CEOs thought year-end reviews were effective. A few mindset changes can turn reviews into useful, productive, and meaningful adult-to-adult conversations. We’ll show you how to leverage the key points that will radically improve performance reviews using techniques that can be implemented quickly and easily at both the HR and frontline manager levels. Module 1 – The Process of Performance Reviews (19:17) Module 2 – Making Performance Review Conversations (10:31) Module 3 – High and Middle Performer Conversations (12:47) Module 4 – Low Performer Conversations (14:54) Module 5 – Goal Setting (8:09) Module 6 – The Science of Taking The Pain Out of Performance Reviews Quiz

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The Science of Leadership Academy The Science of Emotional Intelligence (01:02:38) Emotional Intelligence is more predictive of leadership success than raw brains or years of experience. People follow leaders with high Emotional Intelligence, and quickly leave leaders with low Emotional Intelligence. And a lack of Emotional Intelligence is one of the top reasons why new hires fail. Learn how to develop self awareness, to read other people, and develop emotional management skills. Module 1 – Emotional Intelligence Overview (11:03) Module 2 – Self-Awareness (16:26) Module 3 – Other Awareness (20:49) Module 4 – Emotional Management (14:20) Module 5 – The Science of Emotional Intelligence Quiz

The Science of Managing Millennials (00:42:10) The media has called Millennials everything from "deluded narcissists" to the "me-first generation." Well, how are we supposed to manage any group of employees when we give them such horrible labels? In this program we'll explore the latest research of Millennials, what makes them tick, and how to make them highly productive, focused and accountable. Module 1 – Data About Millennials (17:23) Module 2 – Create an Environment of Learning (13:37) Module 3 – Leadership Style for Managing Millennials (11:10) Module 4 – The Science of Managing Millennials Quiz

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Leadership Code Course Categories The Human Capital Developer: Building the Next Generation CPC (Continuous Performance Communication): Taking the Coach Approach Onboarding New Employees Four Tendencies for Supervisors & Leaders 16 Personalities for Supervisors & Leaders Challenge of Change Crucial Conversations The Science of Giving Constructive Feedback The Science of Great Coaching The Science of Increasing Accountability The Science of Keeping High Performers Excited and Engaged The Science of Maximizing Middle Performers The Science of Managing Remote Employees The Science of Managing Teams The Scient of Resolving Conflict The Science of Taking the Pain out of Performance Reviews

The Strategist : Shaping the Future Interview and Selection Effective Writing The Science of Leadership Style The Science of HARD Goals The Science of Hiring for Attitude The Science of Influence and Communication The Science of Killer Presentations The Science of Managing Remote Employees The Science of Managing Teams The Science of Managing Up

Personal Proficiency : Invest in Yourself Four Tendencies for Supervisors & Leaders 16 Personalities for Supervisors & Leaders Effective Writing The Five Levels of Leadership The Science of Leadership Style The Science of Finding Time to Be a Leader The Science of Killer Presentations The Science of Managing Up The Science of Emotional Intelligence = Human Capital Developer

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Leadership Code Course Categories The Executor : Making Things Happen Documenting Discipline and Performance The Challenge of Change Crucial Conversations Effective Writing The Five Levels of Leadership Supervisory Legal Compliance (Online) Legal Aspects of Interviewing & Hiring Americans with Disabilities Act Understanding the Family and Medical Leave Act Avoiding Conflicts of Interest

The Science of Finding Time to Be a Leader The Science of Giving Constructive Feedback The Science of Great Coaching The Science of Increasing Accountability The Science of Influence and Communication The Science of Leading Change The Science of Managing Difficult Personalities The Science of Managing Remote Employees The Science of Managing Teams The Science of Managing Up The Science of Resolving Conflict

The Talent Manager: Engaging Today's Talent CPC (Continuous Performance Communication): Taking the Coach Approach Documenting Discipline and Performance Interview and Selection Onboarding New Employees Four Tendencies for Supervisors & Leaders 16 Personalities for Supervisors & Leaders The Challenge of Change Crucial Conversations Legal Aspects of Interviewing & Hiring Americans with Disabilities Act The Science of Hiring for Attitude The Science of Influence and Communication The Science of Keeping High Performers Excited and Engaged The Science of Maximizing Middle Performers The Science of Managing Difficult Personalities The Science of Taking the Pain out of Performance Reviews The Science of Managing Millennials

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