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Articles & Downloads
Supervisory Basics Article Series | Whitepapers | Other Articles
The Supervisory Basics Article Series
The transition from an individual contributor to a supervisor or manager role is one of the most critical and difficult career moves. The Supervisory Basics Series is a 12 part series on helping 1st time supervisors/managers and seasoned, but untrained supervisors, transition to effective leaders. Each article is based on a module from The Supervisory Basics Series which provides a framework for starting out in a new supervisory or management position.
August 2010
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Article #8: "Handling Performance Problems" 
 Performance problem situations are a supervisor or manager’s defining moments
The way these defining moments are dealt with can either trap you in a cycle of limitations, decreasing the quality of your work life, or enable you to manage performance effectively.
This article, Handling Performance Problems, is based on Module #8 from the popular Supervisory Basics training series from Impact Achievement Group. It offers tips and guidance for new confronting and addressing performance problem situations.
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* brief registration required
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July 2010
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Article #7: "Handling Difficult Situations"
 Not all situations that come before the new manager will be easy to deal with. A main responsibility and obligation in a managerial capacity is to address and, many times, confront difficult and uncomfortable issues.
This article offers insights into the important skills necessary for handling workplace complaints, employee conflicts, and personal requests. Topics covered include addressing workplace complaints, tactics for handling employee conflicts, and handling personal requests.
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NO registration required
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June 2010
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Article #6: "Performance Review Skills"
 New managers must handle an important new area of responsibility — conducting performance reviews. Training is critical to help them provide fair and meaningful employee appraisals, according to Impact Achievement Group.
Providing great reviews, whether informal or formal, is a challenge for most managers. Those new to management can excel by recognizing three critical areas to a great employee performance review: clear expectations; well-defined standards, and clearly defined performance measures. This article teaches new managers important theories and tactics to conduct quality performance reviews.
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NO registration required
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May 2010
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Article #5: "Labor Law: Compliance Basics:"
 Little can cause new managers as much difficulty as misunderstanding labor laws. Legal concerns can and will vary by organization, location, and state or province or country. But every manager must know the basics. Part 5 in a 12-Part Series on Helping Individual Contributors and Seasoned, But Untrained, Supervisors Transition to Effective Leaders, this article “The Law: Compliance Basics” presents a handy reference for new managers regarding key employment legal issues and pitfalls.
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NO registration required
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April 2010
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Article #4: "Working With the Boss: How HR Can Prepare New Managers”
 The boss is the person with the greatest control over a new manager’s success. How well the new manager manages the relationship will, to a great degree, have a critical impact on the new manager’s career aspirations and success at that job.
Part 4 in a 12-Part Series on Helping Individual Contributors and Seasoned, But Untrained, Supervisors Transition to Effective Leaders, this article “Working With the Boss” discusses the importance for new managers to develop a relationship with their boss, how to go about doing that, and how to effectively use that relationship to eliminate obstacles in their growth as a supervisor.
We also show how Human resources can assist newly promoted managers by pointing out specific things a new supervisor or manager can do – at first and then routinely – to become a valued resource to the boss.
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NO registration required
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February 2010
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Article #2: "Helping First Time Supervisors
Understand the Value of a
Customer – For Life!"
 Based on Module #2 from The Supervisory Basics Series, this article gives first-time managers an appreciation for “business acumen”’ – an understanding of how a business creates value and makes money. Topics covered include business acumen (a basic understanding of how an organization makes money), the principles of customer loyalty and creating a culture that focuses on the customer. Download Now!* >
NO registration required
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January 2010
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Article #1: "Helping Newly Promoted Managers Succeed- Good For Them, Good For You"
 Based on Module #1 from The Supervisory Basics Series, this article provides a framework for starting out in a new supervisory or management position. Topics covered include overcoming common mistake new supervisors make and the importance of people skills and initial team meetings. Download Now!* >
NO registration required
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Whitepapers
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"The New Supervisor: A Gamble or a Strategy?"
The transition from individual contributor to manager represents a profound
psychological adjustment—a transformation—as managers contend with their new
responsibilities. New managers must learn how to lead others, to win trust and respect,
to motivate, and to strike the right balance between delegation and control. It is a
transition many new managers fail to make. Download Now! >
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Harrison Assessments™ Differentiation – The Challenges and Potentials of Effective Employee Assessment: Superior employee performance and productivity depends on hiring the right employees at the outset. This position paper from Impact Achievement Group discusses how companies can measures levels of both the candidates’ eligibility and suitability using tools like the Harrison Assessment at the point of hire. Dr. Dan Harrison, author of the paper, demonstrates how the Harrison Assessments provides organizations the most critical information for talent management. Download Now! >
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Creating Exceptional Customer Experiences: Be The Customer: During the steady march from a manufacturing to a service economy, businesses that succeeded learned a key lesson. Competing in an era where customers no longer tolerated poor quality required the proactive involvement of people able to take personal responsibility for the creation, sales, and delivery of quality products. Businesses, large and small, learned this lesson well, contributing to a different standard for world-class products and professional services. Unfortunately, many organizations failed to address their next challenge in the same successful manner. A major revelation emerged in the early 90’s—the way a business treated their customer paid dividends. Sadly, while customer service levels in various industries saw slight improvements, levels of customer loyalty, service satisfaction, and customer experiences today are average at best. The challenge is clear: a good product and/or professional service and competitive pricing have now become the ante just to get into the game. Winning and losing are now a function of the human factors that set the tone for the customer. Download Now! >
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Asking the Right Questions: How to Get ROI on Customer Surveys. Measuring customer behaviors – going beyond typical customer satisfaction surveys – is critical for companies to have an accurate view into customer loyalty. And companies that measure only buying behaviors are missing critical information that ultimately can affect their bottom line, according to Impact Achievement Group. In this white paper, "Asking the Right Questions: How to Get ROI on Customer Surveys”, Impact Achievement Group's Rick Tate and Julie White Ph.D. explore how companies can use customer surveys to improve the bottom line. Download Now! >
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Other Articles
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Read Chapter One (Leadership & Performance) of our Best Selling Book "People Leave Managers... Not Organizations" For a limited time, Impact Achievement Group is offering Chapter One of our best selling book for free -- online. Read this chapter (Motivation at Work) to learn about the critical role of managers -- and how they need to learn to adapts to the performance needs of employees. Read more >
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Read Chapter Two (Motivation at Work) of our Best Selling Book "People Leave Managers... Not Organizations" For a limited time, Impact Achievement Group is offering Chapter Two of our best selling book for free -- online. Read this chapter (Motivation at Work) to learn about how to turn organizations around... particularly ones that often show lack of employee morale, extremely low productivity, or disrespect for authority. Read more >
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Lip Service and Leadership Development: The Truth About Buy-In: The idea that people leave managers, not organizations, is hardly new. Still, many organizations are so engrossed in the daily details of doing business, they merely pay lip service to the idea of leadership development. But to get the upper hand in the war for talent, senior managers need to do more than give verbal validation to leadership training — they need to roll up their sleeves and get their hands dirty. When leaders send managers to development courses but then complain these activities take individuals away from their work, it sends the message that learning isn’t really a part of a manager’s job, said Julie White and Rick Tate, senior managing partners at Impact Achievement Group, a leadership development training company. And without active senior leadership involvement, it can be difficult to align what the business says with the things that are actually happening on the ground.
Read more >
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Ensuring Customer Service Quality: Published in Workforce Performance Solutions Magazine. By 1980, “Star Wars” had taken the movie-going public by storm—and in the business world, the “Quality Wars” had begun. Successful businesses learned a major lesson: When you compete in an arena where customers no longer tolerate poor-quality products, it’s essential to get employees actively involved and improve their ability to deliver quality products. If only we had truly learned that lesson. Today, good product and competitive pricing have become the bare minimum required just to get into the game. Winning and losing have become functions of the “human factor” that sets the tone for the customer.
Read more >
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