This course provides Pace University managers with the necessary references for and knowledge of the University policies and procedures, as well as an understanding of his/her role as a manager at Pace University. This program is mandatory for all newly hired and/or promoted managers dating back to January 2009. At the end of this module, participants will be able to: Demonstrate an understanding of Pace’s strategic vision. Describe the roles and responsibilities of a manager at Pace. Implement Pace’s Performance Management and Development Process (PMDP) and managerial responsibilities with regard to performance review and employee development. Identify Pace’s core competencies for professional staff, managers, and University leaders. Explain Pace’s disciplinary procedures. Tell what the Pace Employee Handbook covers. Identify Pace’s Human Resource policies and procedures. Explain the administrative responsibilities of Pace managers, including managing time. Describe Pace’s staffing process. Discuss new employee obligations at Pace. Describe Pace’s separation process.

People who manage their emotions at work and help others do the same have a positive impact on productivity, relationships, overall atmosphere, and their own well-being. In this course, you will discover how you can apply key actions to address and manage these emotions at work.

When poorly executed, delegation negatively impacts productivity and leaves employees feeling frustrated and prepared for failure. When done well, however, delegation taps into the full capability of others, building confidence and enhancing supervisor-employee relationships. With sound delegation practices in place, supervisors can focus their attention on activities that add value, like removing performance barriers, planning, and continuous improvement.

Managers and individual contributors need occasionally ask themselves: 1) What should my high-priority responsibilities be right now. 2) How will I and others know how well I’m performing? This course consists of two closely related processes. The first helps you prioritize your work according to key results the organization is trying to achieve. The second helps you formulate clear goals that have high payoffs for the organization and use objective terms that support verification of results.

To be effective at work you need to tune out the "noise" and tune in what's important. Effective listening enhances your ability to maintain solid work relationships. In the end, listening is more than just hearing. It's understanding, especially the information we need to do a job well. The purpose of this course is to sharpen your listening skills so you can quickly get the information you need to achieve results while maintaining constructive relationships with others.

In this course, you will learn techniques that help you deal with complex interpersonal interactions, build strong work relationships, and increase your overall productivity, even in an environment where changing priorities are a daily reality.

This course provides an effective approach to navigating change that people in any organization can use. You will explore skills that help you deal with change both individually and interpersonally, and develop strategies to deal effectively with difficult changes.

In this course, you will explore five key actions for planning for successful performance-related discussions. You will learn to prioritize an employee’s responsibilities, develop measurable goals, and create a performance tracking plan. Overall, this course will help you prepare for discussions that increase productivity, collaboration and the achievement of critical goals.

In this course, you will learn vital skills that will let you provide constructive feedback in a way that builds openness and mutual respect and promotes problem solving and learning.

Conflict between peers-people at the same organizational level-is a natural product of a varied group of people working together to produce results. Mishandled conflict can be distracting at the least, and a real energy drain at its worst. The purpose of this course is to provide you with a set of key actions for resolving conflicts with your peers which encourages shared solutions and builds constructive work relationships.

Team conflict can be constructive, helping to unleash creativity and innovative thinking, promoting growth and learning, and building team cohesiveness. When left unchecked, however, conflict can become highly destructive, eroding trust, undermining team pride and cohesiveness, and causing serious performance shortfalls. This course help you build the skills to deal with team conflict, either by intervening directly or by helping team members resolve conflicts on their own.

Speaking in a "listener friendly" way is especially important in today's work environment, where people are often bombarded with competing requests for their attention. While new technologies enable us to quickly share information with others, there is still no substitute for speaking in real time when trying to share an idea, make a point, or persuade others to act. In this course, you'll learn how to speak to influence others in a way that helps drive improvements, innovations.

In a complex and changing business world, people want to work with people they can trust and who have what it takes to address and overcome daily challenges. They are looking for genuine leaders, who are not in it for themselves; they have a sincere desire to create something larger and better than what they can create alone. In this course, you will learn how to apply the Principles and demonstrate the Qualities of Genuine Leadership to help you achieve results in your job.

Leaders face incredible pressure in today's business environment. New, often conflicting demands spawn complex problems that seem to require advanced leadership skills. Yet the heart of leadership remains the same: A leader must build the commitment and guide the efforts of others to achieve shared goals. This core skill depends on a leader's basic ability to build trust.

Constant change is part of the fabric of today’s workplace. Complex organizational structures produce competing and sometimes conflicting priorities, which — combined with expanded access to technology — creates the expectation for an immediate response. It’s no wonder that some days employees and leaders alike feel overwhelmed and are not quite sure where to focus next. To be successful in this environment, employees need to understand what’s expected of them, what success looks like, and where to apply their time and energy to create the most value. Clear performance expectations provide employees with the guidance they need to focus and recalibrate their efforts regularly.

Correcting employee performance problems has always been a top leadership priority; however, now the stakes are even higher. Achieving the results required for success in today’s constantly changing, filled-to-capacity workplace requires each person to perform at his or her best and beyond. When left unaddressed, performance problems constrain a team’s ability to meet unprecedentedly high performance expectations and to respond agilely to change. Performance problems place an additional burden on other team members to compensate, causing friction and disengagement. All this adds up to a loss of leader credibility, a prerequisite for building the trusted relationships required to meet today’s challenges.

Skill in giving feedback helps leaders support the internal motivation of employees to grow their knowledge and expertise. Serious performance problems or extreme resistance to development require different leadership skills. Employees gain internal motivation when their work allows them to satisfy their psychological needs, including the need for autonomy, simply defined as making decisions about their own activities. Yet organizations require employees to work within firm guidelines and timeframes.

For most adults, work meets many needs — income, of course, as well as friendship and achievement. Too often, though, employees feel bored or alienated at work. The result can be illness, absenteeism, and turnover — at huge cost to the organization. Many leaders assume that employees, having secured food and shelter, become passive, in need of external motivation. So they offer incentives — wage increases, bonuses, promotions — or threaten punishment for failure to perform. But 40 years of scientific research confirms that rewards and threats actually undermine sustained motivation and performance.

Employees have latent talents and existing skills we often fail to leverage. Turning these talents into capabilities by developing others to their fullest potential is a leader’s most important work and a requirement for long-term organizational success. Supporting this leadership role are major studies over the past 40 years confirming that people, by their nature, have a strong need to: Engage in interesting activities, Succeed at new challenges, Improve their competence & Demonstrate mastery.

People want to use their abilities, connect with others, and guide their own efforts. Regardless of gender, age, ethnicity, culture, or life experiences, everyone shares these three psychological needs: Competence, Relatedness & Autonomy. Forty years of research confirm the many benefits of helping people satisfy these needs. Leaders realize these benefits by creating conditions that support employees' needs for competence, relatedness, and autonomy. The practical goal is sustained performance and results driven by internally motivated people.