The Impacts of Undertrained Supervisors

90% of leadership training fails to make lasting changes

Our training system provides you with lasting results because we customize it to your work culture, we provide ongoing coaching support to your team and we use accountability mechanisms that drive permanent positive shifts.

My training is custom fit to your Treatment Plant culture

Your supervisors forget most leadership training within a week or two because the training doesn’t translate to their daily tasks. Our coaching tailors to your business so they learn practical things they can use out on the floor today.

Your supervisors get coaching that meets them where they are

Our group coaching features in-depth leadership discussions with your supervisors. The coaching space promotes active listening and continuous reflection. We also do 1-on-1 remedial support for any supervisors who need it.

I provide a no cost Culture Bottleneck Analysis

We do a free Culture Bottleneck Analysis to uncover anything that can interfere with training success. Before we begin any training we identify the hidden roadblocks and bottlenecks. It's about peaking under the hood to find insights and diagnose potential challenges.

Root out the hidden fears sabotaging your productivity

Even great cultures have hidden fears and communication problems. Small issues with hidden fears can cause anxiety in your work culture. This then lowers trust and disrupts collaboration for everyone in the culture.Rooting out these fears boosts your performance and builds more trust—leading to better retention.

Collaborative leaders drive productivity & reduce your turnover

Our system uses a model of collaboration that drives productivity, engagement and job satisfaction. It reduces delays, saves wasted hours and lowers turnover. The people running production or executing a task need to know what doing a good job means. We show your supervisors how.

Core Knowledge

1. Enhanced Culture
Your leaders now understand / can describe the advantages and results of an Enhanced Culture.2. What Leaders Shouldn’t Do
Your leaders can describe the negative traits of leaders who fail to improve their relationship with their supervisor and/or the performance of their team.3. Situations When They Should Write Things Down
Your leaders will now be observed writing down information during critical note-taking and fact gathering situations.4. Inclusion, Control and Openness
Your leaders understand and can describe the importance of inclusion, control, and openness.They understand that ICO is responsible for fear reduction, and lead with this in mind.5. Quadrant Thinking
Your leaders can describe the technical and collaborative skills-based quadrant system. They know its purpose and apply it.6. House Rules
Your leaders can describe the reason why House Rules are important. They understand behaviors that disrupt the house rules are destructive. They prevent and mitigate these behaviors.

Supporting Their Boss.

7. Recipe for Success
Your leader will be able to show an up to date version of their Recipe for Success upon request. Your leader develops the recipe and shares it during meetings with their supervisor.8. Basic Rules for Their Supervisor Relationship
Leaders now proactively manage their relationship with their supervisor. They seek out their supervisor with issues beyond their authority. They use the chain of command and take responsibility for poor outcomes.9. Mentoring Relationship
Your leaders now deploy high levels of communication with their direct boss. They meet their boss’s performance expectations and complete tasks as assigned.10. Supporting Their Supervisor
Your leaders align their goals, priorities and problem list with the goals, priorities and problems of their boss(es).

Supporting Their Team

11. Emulate Dignity & Respect
Your leaders consistently and predictably treat their coworkers with dignity and respect. They don’t use negative behaviors inconsistent with this approach.12. Timely Decisions and Problem-solving
Your leaders remove and mitigate directive or institutional roadblocks that inhibit the productivity of their work team. They proactively solve problems using systematic problem-solving and train their people to do so as well.13. Train Train Train
Your leader is developing a personal training program for each direct report. They train each direct report on their weakest skill set first, making them experts.14. Repeating Good Behavior via Recognition
Your leaders are following the recognition process as described, and held accountable if they do not.15. Mission, Values, Directives and Performance Expectations
Your leaders are following the Mission and Values directives training process. They promote that every team member is important. They hold regular meetings with direct reports to appropriately prioritize work.16. Maximizing Productivity
Your leaders follow guidelines when issuing directives to their direct reports. They actively streamline or eliminate tasks to increase productivity.17. Innovation
Your leaders have a running log of innovative ideas collected from their direct reports. The leader’s log should demonstrate all current improvement ideas.18. Helping With Recovery from Low Performance and Errors
Your leaders address low performance issues or errors on the part of any direct report with the final outcome of improving performance to a minimum level of standard performance.19. Protects and Promotes the Culture
Your leaders are observed mitigating inappropriate comments or behaviors in public forums. They actively investigate situations where inappropriate comments or behaviors in public forums may have occurred.20. Implement All Performance Expectations
Your leaders are actively and assertively implementing all action items associated with these performance expectations.