Managing in Difficult Times

Duration: 22.0

A key challenge for managers is keeping employees motivated and productive during times of change. To survive and grow in volatile markets, organizations have to embrace change; they have to innovate and adapt. However, because change involves uncertainty, it's stressful, and it can evoke fear and resistance among employees – just at a time when an organization needs everyone to pull together and give their best efforts. In this course, you'll learn how to recognize and manage employee stress, as well as your own stress, during periods of change. You'll also learn about common reactions to change, and ways to motivate and support employees.

• recognize common signs of stress in employees
• identify examples of time management techniques that managers can use to manage their own stress
• recognize strategies for reducing employee stress during times of organizational change
• recognize ways to focus on employee motivation and be an example during times of change
• recognize ways to communicate with employees and foster a good organizational culture during times of change
• support employees during difficult times by acknowledging their experiences
• support employees during difficult times by allowing them to react

Duration: 29.0

For managers, approaching a difficult conversation – whether it's with a direct report, colleague, or manager – can be immensely stressful. Handled the wrong way, this kind of conversation can also damage your work relationships and leave you feeling unsure of your abilities. With the right preparation and mindset, you can make sure this doesn't happen. In this course, you'll learn some basic guidelines about when and where to initiate a difficult conversation, and useful steps for managing the associated stress. You'll learn how to prepare for a difficult conversation using a four-step process, so that you're confident and able to manage the conversation constructively. Finally, you'll learn how to demonstrate that you have the right mindset during the conversation so that it has the best possible outcome.

• identify guidelines on when it's appropriate to have a difficult conversation
• recognize examples of four steps for managing the stress of a difficult conversation
• identify examples of how to analyze the facts when preparing for a difficult conversation
• recognize examples of how to analyze emotions when preparing for a difficult conversation
• select examples of how to identify your goal and plan a difficult conversation
• recognize ways to demonstrate the appropriate mindset during a difficult conversation
• use techniques for handling difficult conversations

Duration: 15.0

In business, accountability can apply to the individual, the team, and the organization, and assigning responsibility under normal circumstances is a straightforward proposition. But deciding issues of ownership in a crisis situation poses a unique challenge.

• Topic t2 Objective o3 - Objective Text

Duration: 22.0

Companies may face tough times, for example due to economic hardship or even extreme growth. It's during these times that your role as a manager is vital. The employees you manage and your organization as a whole will depend on your leadership to help see them through. In this course, you'll learn specific strategies for weathering difficult times, including ways to reduce costs, how to communicate with employees and secure their support, and what alternatives to consider before laying off staff. For when there's no other choice, you'll learn how best to plan and implement staff reductions. You'll also learn about opportunities you can use to strengthen your organization during difficult times.

• recognize strategies for responding to difficult times
• recognize how to win employee buy-in to reduce costs during difficult times
• recognize measures to reduce staff-related costs, as an alternative to staff layoffs
• recognize ways to restructure work as an alternative to staff layoffs
• recognize the appropriate steps for planning staff layoffs and deciding who to lay off
• recognize appropriate ways to communicate layoff decisions to employees
• recognize opportunities for strengthening an organization during difficult times