Management Training

Management training isn’t just for newbies and novices – managers and supervisors of all levels and all ages need actionable management practices to bring to their department, division or company. Learn how to be the best boss you can be by expanding your management skills, managing change effectively and bring strong leadership into your everyday management practices.

One important way to judge your success as a manger is by the success of your employees. An effective manager isn’t just a boss who can extract the most productivity from his people, but the one who produces great future managers. How can you be sure that under your leadership managers will blossom?

Start your management training program here with our articles, tools, self-tests, and training sessions…

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Deep learning occurs when you enable employees to forge neural connections so their skills and in­­sights are easier to tap. Here’s how to make that happen.
Eric Greitens became a Navy SEAL by becoming a leader. He figured the best way to start Hell Week would be to pull together a team of seven and keep them together, using the chaos of night to their advantage ...
Employees who like their immediate supervisor tend to feel prouder and more enthusiastic about their organization as a whole. So if you want a more engaged workforce, enhance your supervisors’ ability to manage well.
To train employees to acquire new skills, borrow the tools of top teachers. Research shows that certain pedagogical strategies help students retain information and apply what they learn more successfully.
If you’re struggling to be a leader, consider these tips from Dan McCarthy.
The world’s largest retailer, Walmart, has a new boss. Doug McMillon, an Arkansas native and head of the company’s international division, takes over this month from retiring CEO Mike Duke, who has been at the helm for five years and will remain on the board.
If you’re not so sure about digital technology and the social media hubbub, take a class. That’s what a lot of your peers are doing.
Advances in brain science give us a better sense of how we think and how we apply these insights to produce better results. Some of the findings are counterintuitive.
A young executive was enough of a bully to (a) be nicknamed “the monster” and (b) require a leadership coach. Shown evidence of his crabbiness and temper, he was surprised, expecting to hear how smart he was ...
Before making a big, complex decision based on reams of analysis, it’s vital to ask: What are the key assumptions that must prove correct for this analysis to prove accurate? Skip this question and you court disaster.
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