CVMR_ODOT_Bid_Proposal.pdf

OAKS ID: 0000321774

Tax ID: 39-2076331

DUNS: 003451344

Business Type: Small Business, Veteran Owned

STATE OF OHIO DEPARTMENT

OF TRANSPORTATION

ITB 009-25 Leadership and Management Training

ClearView Management Resources Michael McVey

614.282.7105 Michael.McVey@clearview-mgt.com

101 W Clearview Ave., Worthington, OH 43085

Abstract ClearView Management Resources (CVMR) presents a tailored leadership and management training proposal for the Ohio Department of Transportation (ODOT), designed to foster a culture of innovation, efficiency, and excellence. Our approach integrates cutting-edge methodologies to enhance ODOT’s leadership capabilities, driving forward organizational success.

ManagementResources

ClearView Management Resources, Worthington, OH 43085 ● www.ClearView-mgt.com ● 614.282.7105 1

Table of Contents Introduction and Company Overview

Understanding ODOT's Leadership and Management Training Needs

Business Skills and Professional Development Training:

CVMR Course Outlines

Understanding the “People” in People Leadership (3 days)

Coaching & Mentoring (2 days)

Communication Processes & Tools for Results (2 days)

Communications – Business Writing (3 days)

Customer Service (2 days)

Dealing with Difficult Employees & Unacceptable Behaviors (2 days)

Engaging Employees (2 days)

Interviewing Skills for Management (2 days)

New Manager Orientation: Transitioning to Management (2 days)

Time Management - Multi-Tasking: Managing Multiple Projects, Objectives & Deadlines (2 days) .. 10

Performance Measurement, Documentation, Feedback and Accountability (2 days)

Inspiring “Excellence” (2 Day)

Leadership & Boundaries: To Know Them is to Love Them (2 Days)

Planning (1 Day)

Organizing (1 Day)

Controlling (2 Days)

Problem Solving & Change Management (3 days)

Onboarding & Talent Development of Employees (3 days)

Building & Maintaining Teamwork (2 days)

Workplace Diversity (1 day)

GKW Course Outlines

Lean Principles Workshop (One Day)

Mistake Proofing - Poka-Yoke Workshop (Two Day Workshop)

Advanced Value Stream Mapping and Financial Analysis Workshop (5 Day Workshop)

DLH Course Outlines

Emotional Intelligence

Emotional Intelligence for Leaders

Emotionally Intelligent Leader Awareness: Common Pitfalls to Avoid

Balancing Empathy and Assertiveness: A delicate art for leaders

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Effective Leadership: Handling conflicts assertively and empathetically

Emotionally Charged Conflicts: Strategies for de-escalation

Enhance Emotional Intelligence as a Follower

Providing Constructive Feedback Using EI as a Follower

Handling Defensive Reactions from Recipients of Feedback: A delicate balance

When Emotions Run High During Feedback: Productive de-escalation

Emotional intelligence tests:

Diversity, Equity & Inclusion

Importance of Metrics and Key Performance Indicators (KPIs) in Measuring DEI Initiative Impact ... 24

COURSE: Addressing Resistance to DEI Initiatives

Common Misconceptions on DEI Initiatives

Promoting Allyship Within Teams

Bias Awareness

The Relationship Between DEI and EI

EI and It’s Role in Addressing Unconscious Bias

Management Training Program

Management & Leadership Development Series (Seven Courses, 12 days)

Customized Delivery Approach

CVMR Qualifications

Pricing and Value Proposition

CVMR Biographies

CVMR References

Contact Information and Staff Capabilities

Additional Partners - Subcontractors

GKW Introduction/Executive Summary

GKW Biographies

GKW Qualifications

GKW References

Dr. David L. Helton Biography: Government, Leadership, Emotional Intelligence and DEI Mentor

Dr. David L. Helton Certifications and Qualifications

Educational Experience:

Licenses & Certifications

ClearView Management Resources, Worthington, OH 43085 ● www.ClearView-mgt.com ● 614.282.7105 3

Introduction and Company Overview ClearView Management Resources (CVMR) is dedicated to empowering organizations to achieve sustainable growth through comprehensive performance solutions and innovative talent system engineering. Our unique D8 systems approach, developed by a team of experts with profound experience in system engineering, focuses on transforming organizational talent strategies by minimizing emotional thinking and maximizing business logic. This methodology has consistently delivered measurable improvements in corporate performance, talent management, and leadership development across various sectors.

At CVMR, we understand the critical role that strategic leadership and management training plays in achieving organizational excellence and resilience. Our extensive experience, coupled with a commitment to customized solutions, positions us as the ideal partner for the Ohio Department of

Transportation (ODOT). To give ODOT a more complete package we have teamed up with GKW Business

Solutions (GKW), which specializes in training leadership on Lean Principles, as well as Dr. David L. Helton

(DLH), an independent trainer to assist in the delivery of our courses or his own. Together, we are excited about the opportunity to collaborate with ODOT, leveraging our expertise to enhance leadership capabilities within the department and contribute to its mission of being a long-term, reliable, professional, and highly productive organization.

For more detailed insights into our approach and services, we invite you to visit our website: ClearView

Management Resources.

Understanding ODOT's Leadership and Management

Training Needs ClearView Management Resources (CVMR) recognizes the Ohio Department of Transportation's (ODOT) commitment to fostering a culture of excellence, innovation, and productivity. ODOT’s vision to enhance leadership capabilities across its organization resonates with our core mission—empowering leaders to drive transformative change and achieve sustainable organizational growth.

In response to ODOT’s Request for Proposal (RFP), CVMR has meticulously analyzed the department’s specified training objectives. These include the development of effective leadership competencies, change management strategies, emotional intelligence, team building, and communication skills among

ODOT’s management team. Our proposal is crafted to meet these objectives, drawing on our extensive experience and innovative training methodologies.

CVMR is committed to partnering with ODOT in this transformative journey, aligning our training solutions with ODOT's strategic goals to ensure that each leader is equipped not only with the necessary skills but also with the vision to lead with purpose, efficiency, and innovation.

http://clearview-mgt.com/ http://clearview-mgt.com/

ClearView Management Resources, Worthington, OH 43085 ● www.ClearView-mgt.com ● 614.282.7105 4

Business Skills and Professional Development Training:

CVMR Course Outlines

Understanding the “People” in People Leadership (3 days)

Fundamentals: Proven Concepts, Human Nature Facts, the Behavioral Science Behind Management &

Leadership Best Practices...the Many Factors

A. Models, Figures, Charts, Graphs, Matrices, Studies...

1. Performance Equation

2. Talent Management & Leadership (TM&L) and Succession Management

• What is “Talent"?

• What is “HR-TM”?

3. Talent Development Methodology Matrix

• Formal vs Informal Talent Development...applies to you, too

4. Nature of the “Beast” (including you); What influences Human Nature

5. Employee Engagement vs Align & Engage

6. Good Better Best Jobs Matrix: Competition for Talent

7. The Triumvirate of Leadership; Who Plays a Role

B. Categories (aka Real World definitions) of “You are a Leader”

1. How many different ways is the Term Used and What does it “really” mean?

2. Subject Matter Leader, Performance Leader, Visionary/Strategy Leader, People Leader...

C. What Makes Up a Job: Elements of a Job, Factors Which Play a Role in “Successful” Performance of a

Job

1. Leadership & Management JD360O

2. The Rest of the Story; What’s Not in the Document or Isn’t Obvious in the Document

D. People/Talent Data

1. What is it; what can it tell you; where do you get it?

E. Documentation You Keep/Don’t Keep

F. Work Ethics, Yours vs Theirs; How are they Developed and what do they mean to a Manager/ Leader

Coaching & Mentoring (2 days)

Coaching is a set of talents applied by individuals (often SME's (Subject Matter Experts) in multiple competency arenas) with other individuals who have the skills, competencies, education, experience, and work styles/traits to successfully achieve an objective or set of objectives but are having difficulty.

Basically, with a multitude of strategic questions coaches help others walk through process that help others to evaluate their situation and determine a plan to apply their talents to successfully accomplish their objective or set of objectives.

Often coaches assist individuals who are dealing with situations that vary from simple performance issues such job responsibilities they do not like to complex, controversial and/or highly sensitive work issues involving numerous people.

Coaching curriculum includes subject matter such as:

A. Active Listening B. Powerful Questioning

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C. Engaging Others D. Analyzing Words, Emotions, Mixed Messages… E. Communication Planning F. Problem Resolution Processes G. Resolution Brainstorming H. Effective Change Planning I. Follow Up and Follow Through J. Accountability through Consequences

Mentoring Skills

Mentoring is often about a system, process or competency SME (Subject Matter Expert) utilizing instructional talents with one to eight individuals in a non-classroom environment to help them learn one or more talents (competencies, skills...) to perform work activities. It is usually conducted to first learn talents or to increase the proficiency level of talents. Also, it is most effective when it is a structured

(designed or planned in writing) learning activity which often offers unstructured learning opportunities as well.

The mentoring process is not only beneficial to the individuals learning or enhancing talents, but to the mentor also. In every mentoring situation, mentors reconfirm and enhance their talents and learn new ones.

Finally, it is beneficial to the organization in a multitude of ways. People learn from those that know best;

learning is enhanced. Because mentors are engaged and valued, they increase their motivations and their commitment to the organization; performance and retention is enhanced.

This course is designed to develop the following skills:

A. Setting Learning Goals & Objectives B. Designing Structured OJT for Meeting Learning Goals & Objectives C. Designing a Blended Learning Plan consisting of Multiple Plans of Structured OJT D. Measuring the Achievement of Learning Goals & Objectives

Communication Processes & Tools for Results (2 days)

Communications is a process, everyone knows that; sender to receiver…And it’s frequently thought of as a basic, almost elementary, process. However, is your process efficient, achieving desired results in as little time as conceivable? Do your communications have the impact you desire, or do you sometimes feel that you have been communicating over and over with little results? Would you like to enhance the interactions you have with your employees, peers, and management?

Do your communications sometimes get the desired results and yet cause conflict, annoyance, or frustration with others? Does your process include tools to facilitate the process and get the desired results?

In this course participants will be able to:

1. List and explain the six steps of the Communication Road Map and how the use of this will improve the efficiency of communications and enhance employee relations;

2. List and explain the Communication Values for positive employee interactions;

3. Explain and demonstrate use of the Feedback Made EASY process and tools;

4. Demonstrate use of the Discussion Planner in conjunction with the Communication Values to prepare for communications with employees, peers, and management;

5. Explain and/or demonstrate how these communication tools may be used for the following

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a. Coaching Employees

b. Making & Explaining Decisions

c. Introducing Change

d. Problem Solving

e. Corrective Action

f. Meeting Management

g. Performance Feedback

h. Other Situations

Communications – Business Writing (3 days)

General Business Writing Courses

A. Grammar, Structure, Spelling, Common Misused Words, Vocabulary Levels, and Other Typical Writing Errors – The Basic Foundation of Credible Writing

B. Illustrating Data & Concepts: Flow Charts, Graphs, Matrices, Models, Pictures, PowerPoint Presentations, and other Visualizations – Illustrating for Impact: Understanding & Retention

1. Benefits of Visuals – Painting the Picture

2. Continuums – When Information Isn’t Black or White

3. Flow Charts & Timelines – Illustrating Processes and Chronological Order

4. Graphic Representations of Data - Putting Data Information In Perspective and Misrepresenting

Information

5. Matrices – Organizing Categories of Information

6. Models & Photographs – A Picture Paints a Thousand Words

7. Similes & Metaphors – Only Words, But Graphic Nonetheless

8. Selecting Words with Impact

9. PowerPoint Presentations – Words & Graphics in Motion

10. Spread sheets – It’s not just words, numbers also tell a story

C. Standard Communications: Letters, Memorandums, Faxes, and Emails – Internal and External

1. The Roles of the Different Categories of Written Communications: When to Write v. When to

Speak; When to Hardcopy v. When to Email; When a Letter v. When a Memo; and On and On.

2. Quick Tips for Organizing Your Message

3. Basic Formats of Each Category

4. Communicating Tone

5. Overcoming Resistance to Your Message - Write as if you know the response of the reader

6. Pros & Cons of Emails (e.g., brevity v. professionalism)

7. Proof Reading for Understanding of Your Message: I Know What I Wanted to Say; Is That What

They Read?

8. Minimizing Communication Inundation – Avoiding Overwhelming the Reader

D. Proposal Writing: Influencing Change

1. Basic Format for Writing Proposals – Models of Proposals

2. Characteristics of Effective Proposals

3. Evaluating & Understanding the Current Situation: Strengths & Weaknesses, Quantitative &

Qualitative Analysis, and Supporters & Resisters to Change

4. Identifying Objectives - Measurable Outcomes

5. Pros & Cons of Change

6. Researching Alternatives

7. Alert: Best Practices & Other Bandwagons

8. Costing Alternatives

9. Presenting Alternatives

10. Supporters & Resisters to Change; Finding & Using Allies

11. Delivery: Who, When, and How

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12. Proposals In Response to RFP’s: Reviewing RFP’s to Identify the Characteristics of an Effective Response

Customer Service (2 days)

This course will explore Who are the customers for ODOT (Internal and External...Job Specific); What is

‘good’ customer service and what is ‘bad’ customer service, when does it show up and how do we measure it; what is good; Why provide good customer service, ramifications and benefits; What are the obstacles to good customer service; How to provide good customer service, goods and services and service delivery; and When to give good customer service.

It will examine the most common and most difficult customer service scenarios and how to best deal with them. In addition, it will explore tracking and forecasting customer service situations to better prepare staff and to minimize occurrences and reoccurrences. Finally, participants will learn about customers’ needs, practices that help meet those needs, and categories of customers and ‘best’ ways of interacting with each.

Customer Service Course Outline

A. Who are the Customers...External and Internal?

B. What do the Customers mean to ODOT; to Me?

C. What’s the difference in internal Customer Services and Team Building/Teamwork?

D. Good v. Bad Customer Service; Job Description standards and governance; ODOT Policies; past precedence.

E. How does Emotional Intelligence play a role in Customer Service (e.g., impact of visible and verbal “attitude”)?

F. Understanding Customers and Building Positive Customer Relations; Factors Customers Use to

Evaluate Customer Service G. Statistics About Customers H. Feelings & Perceptions versus Reality;

I. Customer Interactions J. Your Roles and Responsibilities Regarding Good Customer Service K. Listening toward Understanding L. Dealing with Confrontation; Problem Resolution M. The Language We Use; Do’s & Don’t of Word Selection N. Service Habits to Meet the Needs O. Documentation and Witnesses

Positive Outcomes with Angry Customers

Sometimes customers can act out their inner frustrations. This can result in verbal expressions that can be loud and disruptive to other customers and to JFS workers, can be threatening to the safety of others, can be vulgar, and on and on. If not handled correctly, it can impact the entire production culture creating a negative, destructive environment in which people do not want to work or to seek the services.

Attendees will gain knowledge, philosophies, and methodologies (skills and tools) to achieve more positive outcomes when confronted with these types of situations and to minimize the occurrences of these types of situations. This will include subjects such as the impact of mindset, organizational support, what not to do to facilitate the behaviors, and tactics to use in person and on the phone.

Sometimes Customers can walk away from a situation that was initially handled poorly, but then handled beautifully with lots of respect; and they feel better about it and you than they would have if it was handled correctly in the first place.

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Dealing with Difficult Employees & Unacceptable Behaviors (2 days)

It’s no secret that productivity, staff morale, and service to clients is at its highest when everyone is working effectively as a team and practicing basic tenets of appropriate behavior and interaction.

Unfortunately, this is not always the case due to the disruptive behaviors of difficult co-workers – behaviors which contaminate attitudes and negatively impact interpersonal relationships.

This one-day workshop will provide an in-depth examination of the types of ‘difficult’ employees; present a framework for understanding the disruptive and unacceptable behaviors; identify some of the factors that contribute to or enable their difficult behavior; and present specific strategies for responding appropriately whether you are the difficult person, a co-worker, or the supervisor.

At the end of this workshop participants will be able to

1. Understand the various types of tough, difficult employees and their impact on the workplace

2. Understand the different types of negative attitudes, be sensitive to underlying causes leading to negative attitudes, and know ways of preventing an Attitude Virus or Epidemic from permeating an entire group or the entire workplace

3. Identify specific strategies for dealing with the Sherman Tank, the Drama King/Queen, the Know-it-all, the Bully, the Perfectionist, and the Chronic Complainer

4. One time event vs ongoing, periodic and with only one person vs with multiple

5. History: their refusals, your ignoring...

6. Know common characteristics shared by all difficult employees and look through a ‘lens of understanding’ to be able to identify typical reasons WHY the behavior exists and persists

7. Examine their own behavior to determine if they are one of the ‘difficult employees’...Self Emotional

Intelligence examination

8. Referrals; Up the Chain vs Integrate HR

9. Communications and Documentation for Changes and Accountability

10. Consistent Follow-Up Process, including Recognition and/or Coaching

Engaging Employees (2 days)

Inspiring people to follow (leadership) involves a number of philosophies, competencies, and methodologies. Engaging employees and keeping them engaged requires a combination of these beginning with a clear, concerted picture of the mission and values of the organization. In addition, efficient communication practices are at the core of inspiring, impactful leadership.

This course is designed to develop the leadership competencies and methodologies to ensure consistent mission messages, to align personal leadership values with organization values and leadership practices, to increase awareness of employee morale and engagement, to quit “putting out the fires”, and to communicate efficiently and effectively to achieve the mission while increasing or maintaining employee morale.

Using the Employee Engagement Model, Employee Engagement “Do’s & Don’ts” Matrix, SME’s Model &

Listings...:

1. Organization, Department, Unit…Mission Statements

2. Creating a Leadership Culture: Organization “Core” Values...from Words to Behaviors

3. Your Leadership & Management Values and Their Alignment with the Organization’s

4. Leadership Integrity: Practices Reflecting Values

5. Continuity of Leaders; Vertically and Horizontally Across the Organization...the Trust Factor

6. Motivation v. Demotivation: Minimizing “Public Sector Turnover” (the body is here, but the soul has left)

7. Reading, Not Labeling Employees

8. Communication Strategies and Tactics

ClearView Management Resources, Worthington, OH 43085 ● www.ClearView-mgt.com ● 614.282.7105 9

a. Engaging Employees

b. Communication Values

c. Situational Leadership

d. Coaching v. Directing

e. Communication Roadmap: Creating Efficiencies in Communication

f. Discussion Worksheet: Design for Results

g. Leadership “What-If Mind Drills” – Case Studies in Communications

Interviewing Skills for Management (2 days)

Hiring & Promotion Interviews

1. Candidate Assessment Process

2. The “Do & Don’t Asks” in the Interview Process

3. Developing Selection Criteria: Begin with the Job Description

• Gather info and perspectives from: HR, your Manager, other management in your position, and workforce in the job you are hiring

• Include information regarding what parts of the jobs have the greatest challenges, include specific scenarios, and identify talents they should have (including specific experiences or achievements to ask about)

4. Assessment Tools & Processes; customize to the job you are hiring

• Interviews

• Roles Plays

• Demonstrations

• Sample Work

• Testing

5. How to Measure Candidates’ Assessment Performance With Respect to the Criteria, and How to Rate

Candidates’ Performance

New Manager Orientation: Transitioning to Management (2 days)

This workshop is designed to help promoted peers and outside hires transition into a new and highly impactful role in management. It begins with an exploration of the impact that individuals in management roles play in business outcomes such as the achievement of the organization mission, the evolution of the workplace culture, and legal compliance and liability. This course will expand participants’ awareness of the scope of the job, the challenges of being new to the role and/or to the organization, and the process of moving into the roles and accomplishing the missions. And, it will explore the process of transitioning into management.

1. Exploring Your Impact as a Manager & Leader

2. Missions; The Organization and Management

3. The Four Functions of Management

4. Expectations: Your Roles and Responsibilities; An Overview

5. The Many Challenges of a New Manager

a. You’re Not a “Bud” Anymore

b. Confidentiality

c. Personal v. Business Life

d. Perceptions

e. Modeling the Values

f. Managing Your Time

g. Maintaining the Time Resources of Your Employees

h. others

6. The First 90 Days

7. Setting Expectations, Yours and Theirs

ClearView Management Resources, Worthington, OH 43085 ● www.ClearView-mgt.com ● 614.282.7105 10

Time Management - Multi-Tasking: Managing Multiple Projects, Objectives &

Deadlines (2 days)

Managing time or becoming more efficient is a performance issue for all workers as well as one for managing workers. Frequently, it can become one of overcoming lifelong learned habits. This can be particularly difficult for the aging population. In this course participants will learn how to identify practices to change and how to change them. Throughout the course we will examine items indicated by a * to explore how these are different when working with the aging population (elderly and vulnerable adults).

This workshop will address the following:

1. Analyzing How You Currently Spend Your Time – Time Wasters & Under-Utilizers*

2. Changing a Mindset

3. Time Blocking v. “To Do” Lists*

4. Highest Priorities First - Always*

5. Reducing Interruptions*

6. Setting Objectives*

7. Planning in Writing

8. Meeting & Telephone Management*

9. Color Coding

10. Notebooks

11. Filing for Quick and Reliable Access

12. Efficient Communications*

13. System for Flagging Deadlines

14. Making Efficient Use of ‘Help’ (e.g. assistants)*

15. Holding People Accountable*

16. General Time Management Practices*

17. Setting Project Benchmark and Deadline Dates

18. Controlling Work & Projects

19. Organizing for Project Success: People for a Successful Project – The Team

20. Selecting Projects - Fit the Mission and Everyone Understands the Commitment That’s Necessary

Finally, competencies and skills achieved in all in all twenty of line items above will enhance an APS workers efficiencies and effectiveness and, thus, their ability to serve the elderly and vulnerable adults in providing all services associated with the programs targeted at the elderly and vulnerable adult population of Ohio.

Performance Measurement, Documentation, Feedback and Accountability (2 days)

1. Performance Management

a. Philosophies/Values: Risk Management, Employee Development, Succession Planning, Overcoming “Skilled Incompetence”…

b. Methodologies

i. Feedback Made EASY

ii. Performance Sampling: A Scheduled Methodology

iii. Multiple Managers in Same Evaluation Period

iv. Feedback Track

v. Progressive Discipline in Performance Feedback Documentation

2. Corrective Action and Progressive Discipline

a. Philosophies: Risk Management: Entering The Swamp of Corrective Action & Progressive

Discipline

b. Methodologies:

ClearView Management Resources, Worthington, OH 43085 ● www.ClearView-mgt.com ● 614.282.7105 11

i. Overcoming Past Practice/Precedence

ii. Documentation

iii. Feedback Made Easy

iv. Communication Worksheet

v. Points of Authority (internal v. external); Factors Impacting Authority Decisions; and the

Influence on Your Integrity

Inspiring “Excellence” (2 Day)

Many organizations are in a “survival” mode; do just what is necessary to stay out of trouble. This course is designed to give managers the leadership mindsets, skillsets, and toolsets to create a workplace culture and practices that inspire all personnel to continuously pursue improved processes and results.

In this course, participants will learn how to build and maintain teams with drive and focus; how to enhance the impact of diversity; how to create a workplace in which change is perceived as a positive, ongoing practice; how to inspire personal brilliance which results in creativity and innovation; and how to benchmark practices within other organizations and industries to create applicable processes which yield measurable mission results.

1. Teams:

a. Their Impact on Business

b. Teams: Business Families - Functional v. Dysfunctional

c. Practicing Integration with Other Teams; Evading Silos

d. Stages in Team Development

e. Leading Through Team Changes and Maneuvering Through Conflict 1 day

2. Change as a Norm; Inspiration of, Generation of, and Enhanced Responsiveness to

3. Creating a Continuous Improvement Culture: Initiating and Inspiring Creativity and Innovation; Benchmarking; Best Practices; Organizational Mentors…

4. Workplace Diversity; From Tolerance to Appreciation to “Facilitation” – 1 day

Leadership & Boundaries: To Know Them is to Love Them (2 Days)

Legislation is typically viewed as restrictive; not allowing organizations to efficiently accomplish their mission. However, the more you know, the more you learn what can be done. And frequently, moves toward compliance result in enhanced performance and reputation.

This course is designed to explore what compliance means and doesn’t mean; to teach methodologies that enhance the efficiencies of performance and meet compliance requirements; and to increase compliance knowledge such that liability is reduced.

1. Exploring the Benefits

2. Employment Law: Springboard, Conscience, and Tool for Improvement

a. Your Roles and Responsibilities

b. An Overview (Discrimination, Safety, Labor, Family Protection, Privacy, ORC 124, OAC 123…)

c. Investigations

3. Policies and Work Rules

4. Union Contract

Planning (1 Day)

If you want something to happen and you want it to happen most efficiently, you must plan for it and do so in writing. Otherwise, it’s frequently just a pipedream; never going to happen.

1 day

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This course is designed to teach the methodologies and skills to establish goals and objectives; to understand the benefits of proactive, strategic thinking; to develop efficient plans to maximize the use of available resources; to react to immediate legal compliance needs and yet plan for the most efficient process which still meets compliance needs; and to realize the benefits of establishing a concerted plan of action for employee development. And, this course will create a philosophy of planning; not just reacting.

1. Setting Goals and Objectives

2. Strategic, Operational, and Improvement Planning

3. Mandated Changes: Parallel Path Planning

4. Succession Planning

5. Personnel Development

a. Personal Brilliance

b. L&D Architecture: A Learning System

c. Individual Development Plans

d. Coaching

e. What-If Mind Drills: Ongoing Employee Development

f. Mentors and Structured OJT

g. Delegation

h. Management Modeling and Reinforcement

i. Career Planning

Organizing (1 Day)

How well leaders are organized and how well they manage the factors which impact the organization of employees’ influence the efficiency with which work is accomplished, thus minimizing the effects of limited resources.

This course is design to teach how to organize work; how to develop work-flow documentation; how to measure process inefficiencies; how to improve work processes; how to effectively delegate work to develop staff and to accomplish more; about management practices which adversely impact the time management of employees; how to enhance the results of meetings; and how to improve the efficiencies and accomplishments of projects.

1. Organizational Structure; Work-Flow…

2. Process Improvement

3. Delegation

4. Organizational v. Individual Time Management

5. Meeting Management

6. Project Management

Controlling (2 Days)

Management control is frequently thought of as holding people accountable, putting the hammer down, tightening the reigns, and on and on. In fact, more control is achieved when management establishes an effective list of key performance indicators, establishes clear expectations, conducts periodic audits (NOT micromanaging), provides effective performance feedback, assists in problem solving, and enforces consequences when necessary and consistently.

These courses will teach all of the above and provide communication methodology to do so most effectively. It will include case studies and “dress rehearsals.”

1. Key Performance Indicators: State, County, and Yours

2. Standards: Regulations…

3. Performance Management: Measurement, Feedback, Improvement Plans, Documentation…

4. Corrective Action

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5. Problem Solving

6. Decision Making and Decision Changing

Problem Solving & Change Management (3 days)

D8 = Designed for Results & Transformation Methodology

1. Most effective Problem Solving and Change Management engages a process; one that is used across the organization.

2. Small problems to large; small opportunities for change to large...consistently used in every scenario (create a habit of using a process to get consistent improvement results)

3. For everyone of the 8 phases below, identify communication strategies for effective Change Management

4. Define: Situation, Communities of Interest (CoI), Initial Factors and Impact (initial data)...what don’t we know (verified facts) and where/who do we go to find it? Who in Management & Leadership chain should be made aware of this...why, how?

5. Discover: Explore, research, interview, study, observe...data, facts, data, facts, including defining or identifying more CoI (specific connects to be involved including communication strategies as part of Change Management)

6. reDefine: Using Data “discovered” reDefine situation (including exact specifications), causes, impact (eg, costs)...

7. Design: Identify Design Team to include workforce and management of jobs to be affected, include special talents such as “tools and process” experts; Process Mapping; costs vs ROI...

8. Develop: Once the change Design plan is approved, Develop the modifications; test...

9. Deliver: “Test piloting”

10. Deploy: Communicate, train, Deploy fully...

11. Dissect: Operate for period of time, Debriefings, analyze behaviors and outcomes...

Onboarding & Talent Development of Employees (3 days)

Management & Leadership (M&L) works with employees daily, with frequent discussions regarding talent needs, performance needs, including employee goals regarding current job, SME certs for current job, special certs, career goals, etc.

Onboarding:

What is onboarding? Who all teach those KSA’s, brings new employee into the fold (Inclusion), helps them to adapt to the “general” rules of behavior, adapt to the culture... How should that be organized and what is your role in that and what are the roles of some of your employees in that?

Talent Development: Using Talent Development Methodology Matrix, D8 Matrix, Job Plan360O, Workflow

Diagramming/Process Mapping, Planning Tools...

1. Incumbents:

a. Job Shadowing of other jobs; preparation, shadowing process, shadowing debriefing, tracking of experience and what learned

b. Based on expressed interests of employees

c. Based on current performance

i. Strengths: Recommend additional learning goals and processes to achieve additional talents, including

2. New Employees: Use Job Description and Job Plan 360O, Talent Development Methodology Matrix, and Workflow Diagramming/Process Mapping

3. We’ll walk through the processes of Defining Learning Goals, Designing Learning Processes, Measuring Learning Outcomes, and Tracking Learning Outcomes

ClearView Management Resources, Worthington, OH 43085 ● www.ClearView-mgt.com ● 614.282.7105 14

Note: There are two other categories of Talent Development; Formal and Informal (aka Unconscious).

Formal includes all the work listed above under Onboarding and Talent Development; it’s planned, organized, measured, etc. Every time you open your mouth, you take an action somebody hears it and/or sees it. Guess what, they just learned something from them. Is that what you want them to learn?

Building & Maintaining Teamwork (2 days) This course builds skills needed by management to most effectively lead and manage teams of employees for excellent performance and the skills needed by team members to create teams that are most efficient. These skills will impact the level with which services are delivered to customers, such as timeliness, accuracy, and customer impact.

It covers how to lead and support/reinforce team philosophies, competencies and methodologies and how to be a constructively impactful team member.

1. How each individual’s roles/work activities impact the efficiencies of other work unit peers;

2. How each individual’s roles/work activities can be integrated with other work unit peers to create a more efficient unit;

3. How work unit peers can daily identify potential gaps in work performance and help to close those gaps as needed;

4. How to measure the impact that teaming has on work unit efficiencies on a regular basis;

5. Communication values and tools which will minimize common communication problems and will increase the effectiveness of day-to-day interactions amongst work team members.

Activities/exercises will incorporate the exploration of current and planned (new and modifications) teaming systems (e.g. work flows, competencies, and values)

Work units, groups, committees…are all teams of people; it’s just that some are more “functional” and some are more

“dysfunctional" on the Teamwork Continuum. This course will examine philosophies, competencies and methodologies integrated into efficient teaming practices.

Workplace Diversity (1 day) This basic course is an introduction to the benefits and challenges of an increasingly diverse workplace. Exercises and discussions focus on defining diversity and related terms, identifying and dispelling prejudices, valuing differences, and examining relevant laws and allowable behaviors in the workplace.

How we behave with and treat others because of their differences or perceived differences impacts professional ethics, social and cultural foundations, supervision and administration of programs, Social Worker values and ethics, and practices for special populations.

At the completion of this course, participants will be able to:

1. Explain the many different aspects of workplace diversity – give a definition.

2. List and explain the impact it can and does have on the workplace between customers, both internal and external.

3. Give the Definitions of the various “diversity” terms and phrases.

4. Understand and explain how our different circles of contact impact our understandings of and interactions with diverse populations.

5. Explain what prejudice is, how individuals become prejudiced, and how prejudice can result in inappropriate behaviors in the workplace.

6. Identify their own prejudices.

7. List and explain the values of diversity in the workplace; what are the positive outcomes.

8. Explain the differences between obvious distinctions and who they are as persons in the workplace.

9. Explain Differences & Similarities

10. Create a more inclusive Cultural Diversity Calendar.

11. Explain the Legal Evolution

ClearView Management Resources, Worthington, OH 43085 ● www.ClearView-mgt.com ● 614.282.7105 15

GKW Course Outlines

Lean Principles Workshop (One Day)

This Lean Principles 1 Day Workshop provides the attendees with an introduction to: - Lean Tools that includes a Lean Overview, 5S /Visual Controls, Kaizen, Value Streams, Kanban/Just in Time and Setup

Reduction. By leveraging these detailed applications of lean tools, the Ohio Department of Transportation can enhance operational efficiency, optimize resource utilization, and deliver higher-quality services to the residents of Ohio.

• Evolution of The Pitstop

• Lego Robot Build Exercise

• Lean Training o Lean Manufacturing o 5S and Visual Controls o Kaizen o Value Streams o Kanban and Just in Time

▪ Push vs Pull Simulation Exercise o Setup Reduction - SMED

Mistake Proofing - Poka-Yoke Workshop (Two Day Workshop)

This Mistake Proofing (Poka-Yoke) 2 Day Workshop provides the attendees with an in depth introduction to Mistake

Proofing that includes an introduction to Poka-Yoke Techniques. Workshop to include What is Mistake Proofing, Everyday Examples, Effectiveness and ROI, Inspection Techniques and Types of Poka-Yokes. This Workshop will assist in analysis of historical data and conduct failure mode and effects analysis (FMEA) to identify common errors and defects in road construction and maintenance activities. Will also support design processes with built-in error-proofing mechanisms such as checklists, visual prompts, and automated inspections. Also training to conduct regular audits to ensure compliance with error-proofing measures and continually refine processes to minimize the risk of defects and errors.

• What is Mistake Proofing?

o Everyday Examples o Effectiveness & ROI o Error Proofing and SPC

• Inspection Techniques

• Failure Mode and Effects Analysis – FMEA

• How To Identify Defects and Errors – ODOT Application

• Design of Processes to build in Error Proofing Mechanisms o Checklists o Visual Inspections o Automated Inspections

• Implementation of Layered Audits o Ensure Compliance o Continuous Improvement of Process

▪ Review Process to minimize risk or defects and errors.

ClearView Management Resources, Worthington, OH 43085 ● www.ClearView-mgt.com ● 614.282.7105 16

Advanced Value Stream Mapping and Financial Analysis Workshop (5 Day

Workshop)

This Advanced Value Stream Mapping and Financial Analysis 5 Day Workshop provides the attendees training using Value Stream Mapping to map the process, review the process for Throughput

Improvements, Identify Actions, Timing and Owners for execution of actions. Will work through the process of evaluating the proposed process improvements and the impact on the Financial Performance of the organization with focus on Profit, EBITDA and Cashflow improvements. Training will cover the use

QI Macros and assistance in developing a Financial Model to support the impact analysis to the Financial

Statement.

• Value Stream Mapping Training o What are the Concepts of Lean?

o What is Value Stream o Value Stream Analysis – Data Attributes o Value Stream Mapping Case Study o The Current State

▪ Identification of Waste in The Stream

▪ Changes to Current State o The Future State

▪ Implementing Change

▪ Metrics

▪ Roadblocks

• Value Stream Mapping Symbols

• Tools For Value Stream Mapping o QI Macros

▪ Benefits of The Tool

▪ How To Use the Tool

• Generate Current State Map for Process in Plant o Calculate Leadtime o Calculate Value Added Ratio o Calculate Change o Identify JIT 1, 2, 3 Actions o Assign JIT 1

▪ Owners

▪ Due Date

• Sustainment Actions o Assign

▪ Owners

▪ Due Date

• Standard Work Actions o Assign

▪ Owners

▪ Due Date o KPI’s o Assign

▪ Owners

▪ Due Date

• Review Financial Model

ClearView Management Resources, Worthington, OH 43085 ● www.ClearView-mgt.com ● 614.282.7105 17 o Load Data o Review Results o Other Opportunities

• Discussion on Value of Financial Analysis Impact of VSM Plans

• Review Model Workings o Discuss Details to Support Replication o How To Load Data

DLH Course Outlines

Emotional Intelligence

Emotional intelligence is critical for both aspiring and established leaders. By mastering these skills, individuals can navigate challenging emotional situations with confidence and create a positive impact in their personal and professional lives.

Duration: 1 day

1. The Concept of Emotional Intelligence:

o Individuals will understand what emotional intelligence (EI) is and why it matters.

o Individuals will explore the components of EI, including self-awareness, self-regulation, social awareness, and relationship management.

2. Emotional Intelligence in the Workplace:

o Individuals will recognize the impact of EI on individual and team performance.

o Individuals will discuss how EI influences communication, collaboration, and leadership effectiveness.

3. Understanding and Managing Emotions:

o Individuals will understand core human emotions and their significance.

o Individuals will learn techniques for identifying and managing emotions in various contexts.

4. Improving Your Emotional Intelligence:

o Individuals will learn how to develop practical skills to enhance EI.

o Individuals will explore strategies for empathetic communication, conflict resolution, and self-reflection.

Emotional Intelligence for Leaders

Emotional intelligence is a continuous journey. By integrating these topics, leaders can create positive work environments, build strong relationships, and inspire their teams.

Duration: 4 days

1. Understanding Emotional Intelligence (EI):

o Define EI and its significance in leadership.

o Explore the components of EI: self-awareness, self-regulation, social awareness, and relationship management.

2. Self-Awareness and Self-Management:

o Self-Reflection: Encourage leaders to understand their own emotions, triggers, and behavioral patterns.

ClearView Management Resources, Worthington, OH 43085 ● www.ClearView-mgt.com ● 614.282.7105 18 o Emotional Regulation: Teach techniques for managing emotions effectively, especially during high-pressure situations.

3. Empathy and Social Awareness:

o Empathetic Listening: Develop active listening skills to understand others’ emotions and perspectives.

o Cultural Competence: Explore diverse backgrounds and perspectives to enhance empathy.

4. Building Trust and Authentic Relationships:

o Trustworthiness: Discuss how trust impacts leadership effectiveness.

o Vulnerability: Encourage leaders to be authentic and open with their teams.

5. Conflict Resolution and Difficult Conversations:

o Constructive Feedback: Teach leaders how to provide feedback empathetically.

o Managing Conflict: Equip leaders with conflict resolution strategies.

6. Inclusive Leadership:

o Diversity and Inclusion: Understand biases and promote an inclusive environment.

o Equity: Address systemic inequities and promote fairness.

7. Emotional Intelligence in Decision-Making:

o Balancing Logic and Emotion: Explore how EI influences decision-making.

o Intuition: Discuss the role of intuition in leadership choices.

8. Stress Management and Resilience:

o Stress Reduction Techniques: Help leaders cope with stress and maintain well-being.

o Adaptability: Foster resilience in the face of challenges.

9. Leading with Purpose and Vision:

o Inspiring Others: Connect emotions to organizational purpose.

o Visionary Leadership: Align emotions with long-term goals.

10. Practical Application and Case Studies:

o Real-Life Scenarios: Use case studies to apply EI principles in leadership contexts.

o 360-Degree Assessments: Provide feedback on leaders’ emotional intelligence.

Emotionally Intelligent Leader Awareness: Common Pitfalls to Avoid

Emotional intelligence is a continuous journey, and self-awareness is key to avoiding these pitfalls.

Duration: 3 days

1. Overconfidence:

o Overconfidence refers to having an inflated or unrealistic sense of your own emotional intelligence abilities.

o It can lead to complacency, arrogance, or insensitivity, damaging relationships, and reputation.

o To avoid overconfidence, practice self-reflection, seek feedback, and remain open-minded.

2. Under-confidence:

o Under-confidence is having a low or negative self-image of your emotional intelligence abilities.

o It can result in anxiety, insecurity, and avoidance, hindering effective communication and influence.

o To avoid under-confidence, recognize your achievements, be positive, and actively seek opportunities for growth.

https://www.linkedin.com/advice/3/what-some-common-pitfalls-emotional-intelligence https://www.linkedin.com/advice/3/what-some-common-pitfalls-emotional-intelligence https://www.linkedin.com/advice/3/what-some-common-pitfalls-emotional-intelligence

ClearView Management Resources, Worthington, OH 43085 ● www.ClearView-mgt.com ● 614.282.7105 19

3. Misreading Emotions:

o Misreading occurs when you have a poor understanding of your own or others’ emotions.

o It leads to confusion, misunderstanding, and potential conflict.

o To avoid misreading, be attentive, curious, and pay attention to verbal and non-verbal cues.

4. Overreacting:

o Emotionally intelligent leaders should avoid extreme reactions to situations.

o Overreacting can harm relationships and decision-making.

o Practice emotional regulation and consider the bigger picture before responding.

5. Underreacting:

o Underreacting involves not addressing emotions or situations appropriately.

o It can lead to missed opportunities or unresolved issues.

o Be proactive, address emotions, and take timely action when needed.

6. Manipulating:

o Emotionally intelligent leaders should avoid using emotions to manipulate others.

o Manipulation damages trust and undermines authentic leadership.

o Focus on building genuine relationships and ethical influence.

Balancing Empathy and Assertiveness: A delicate art for leaders

Effective leadership combines strength with compassion. By mastering this balance, you can inspire trust, foster collaboration, and drive positive outcomes.

Duration: 2 days

1. Understand Your Audience:

o Different situations and people require varying levels of empathy and assertiveness.

o Tailor your approach based on the context and the individuals involved.

2. Use the Right Tone:

o Your tone of voice, body language, and word choice matter.

o Be assertive without being aggressive. Show empathy through your demeanor.

3. Listen Actively:

o Empathetic leaders actively listen to their team members.

o Understand their emotions, concerns, and needs.

4. Be Assertive, Not Aggressive:

o Assertiveness involves expressing your needs and expectations clearly.

o Avoid dominating or overpowering others. Strike a balance.

5. Seek Feedback:

o Regularly seek feedback from your team.

o Understand how your approach impacts them and adjust accordingly.

6. Practice Regularly:

o Like any skill, balancing empathy and assertiveness improves with practice.

o Reflect on your interactions and learn from each experience.

Effective Leadership: Handling conflicts assertively and empathetically

Balancing assertiveness and empathy allow leaders to address conflicts effectively while maintaining positive relationships within the team.

https://www.linkedin.com/advice/3/what-some-common-pitfalls-emotional-intelligence https://www.linkedin.com/advice/3/what-some-common-pitfalls-emotional-intelligence https://businesschief.com/leadership-and-strategy/11-common-reasons-why-leaders-fail https://businesschief.com/leadership-and-strategy/11-common-reasons-why-leaders-fail https://www.linkedin.com/advice/0/how-can-managers-balance-empathy-assertiveness

ClearView Management Resources, Worthington, OH 43085 ● www.ClearView-mgt.com ● 614.282.7105 20

Duration: 2 days

1. Identify the Source and Impact:

o Understand the nature of the conflict. Is it about facts, opinions, values, goals, or methods?

o Consider how it affects team performance, morale, culture, or the organization’s mission.

2. Listen Actively and Empathetically:

o Pay attention to the other person’s words, tone, body language, and emotions.

o Reflect what you hear and show genuine curiosity…