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Part 1:- Bootcamp for New Managers and Supervisors: Develop These Essential Leadership Skills and Be a Better Boss!

Speaker: Marcia Zidle

12:00 PM EST - 01:00 PM EST

New managers, supervisors, and team leads matter. They’re on the front lines with your workforce, your customers, and your markets. They have tremendous potential. And some of them will become your organization’s future leaders.

How well have you prepared these newly promoted managers and supervisors to meet the challenges of effectively leading their teams, departments, and projects?
The reality is most organizations promote productive employees and independent contributors into managerial positions based on their technical competence. Very often many fail to grasp how their roles have changed; that their jobs are no longer about their personal achievement but instead about empowering others to achieve; that sometimes driving the bus means taking a backseat: and that building a team is often more important than making a sale or updating software, or whatever their previous job entailed. Even the best new managers can have trouble adjusting to these new realities.

Yet, great leadership skills don’t just show up with a job title. A talented employee who has been promoted to team lead, supervisor, or manager deserves to be given the proper tools to succeed in their new role. This boot camp will give them practical managerial skills they can immediately use back in their job.
It’s these managers and supervisors, on the front lines with your employees and customers, who have the collective power to make a real difference. To make that difference new managers need to be able to think and act as leaders. This webinar will start building your newly promoted managers into peak-performing leaders.

Areas Covered:-

This highly informative webinar will present the essential skills for your newly promoted to successfully transition into their new role and become peak performers. These seven topics will be covered in this webinar.

Identify the top 7 reasons why new leaders fail in their jobs; they sink rather than swim.
Learn the 4 “Get to Know’s”: The key tasks new managers must complete during their first 90- days.
Discover the 5 keys from successful leaders to help new leaders ramp up quickly, take charge, and get results.
Make sure you and your new boss are in sync regarding key responsibilities, priorities, and outcomes.
Review a case study of “teamwork in action”: How firefighters transform into effective winning teams
Understand the variety of work and people challenges confronting the new manager and how to deal with them.
Develop a plan of action for increasing your leadership and managerial skills and your team’s performance.

Why Should You Attend?

So, you’ve recently become a new manager supervisor or team leader. Making the leap from individual contributor to manager, from peer to supervisor, or from project manager to people leader is a big transition for anyone — no matter how intelligent or driven they are.

To be successful, new managers, or recently promoted ones, must master three critical skills: to switch from relying on formal authority to establish credibility with their team or department members; from striving to control everything to building teamwork and accountability; and from managing tasks to leading people. Using the analogy of an orchestra, a new manager must move from being a talented violinist who concentrates on playing his or her instrument skillfully to being a conductor who coordinates the efforts of all the musicians.

Therefore, what it takes to succeed as a new manager or supervisor is a matter of learning new ways of working and, most importantly,y letting go of old ones – even if they have driven your career success up until now. New managers must also find new ways of deriving personal and career satisfaction from their work and measuring their success. This is a critical mental switch that effective managers must make.

This webinar will provide you with the guidelines and principles to build and then maximize the strength and productivity of your team. There is an amazing strength and capability when your team members are in synch and working together to perform at heroic levels. The results will be exceptional team engagement and performance.

Part 2:- Onboarding is NOT Orientation: The Essentials of Employee Onboarding

Speaker:- Marcia Zidle

01:10 PM EST - 02:10 PM EST

Is your hiring and onboarding process costing you unnecessarily? Did you know….

Nearly 1/3 of people are job searching within six months of employment
Almost 1/3 of externally hired executives miss expectations in the first two years
With 10-15% annual attrition, companies lose about 60% of their entire talent base within four years.

Introducing an onboarding program in to your hiring process can mean the difference between retaining your millennial employees or watching them walk out the door after several months. Companies who implement an effective onboarding program during the first three months of the new hire employment experience, will have 31% less turnover than those who don’t according to the Aberdeen Group.

Onboarding is important because it introduces the employee to the company’s culture and expectations and gives the employee the vital training and information needed to succeed in their new position. Also, a new hire’s compatibility or culture fit will likely be determined during the onboarding process. This can save the employer from a prolonged investment into the wrong person.

A strategic onboarding plan can dramatically impact your business. Investing in an onboarding process will help reduce turnover and increase new-hire effectiveness. An onboarding program isn’t just a routine checklist; it should be a comprehensive process that makes the new employee as well as the company confident they made the right choice and confident they can succeed in their new job.

Learning Objectives:-

Robust onboarding programs help your talent get up to speed faster and deter them from leaving for greener pastures. The learning objectives are:

Recognize the difference between orientation and onboarding: They are not the same; you need both
Identify the building blocks of an effective onboarding program: The 4’Cs: compliance, clarification, culture, connections
Review a toolbox of six best practices, with real-world examples, for implementing an onboarding program in your organization
Understand the responsibilities of three key stakeholders: Executive management, human resources, and the new hire’s manager
Learn why managers are the key and how they contribute to the success of your onboarding programs
Make sure you know the 5 key questions new employees have that need to be answered quickly to avoid disengagement.

Why Should You Attend?

You’ve made your decision about whom to hire. You’ve gotten them excited about their new job. You’re excited about what they can bring to your team. Now what?

If you’re like most good organizations, you’re doing something more. The Aberdeen Group reported that 70 percent of all organizations currently deploy some sort of onboarding program with new hires, especially millennials. While this is a good thing, there is great variability in the focus, depth, and length of these programs. The most superficial tend to provide surface-level “meet and greets” and focus on initial paperwork and process knowledge. Others go deeper, focusing on helping new hires learn to navigate the organization’s culture and understand the informal organization and key players.

Remember, you never get a second chance to make a good first impression. Onboarding isn’t just about facts; it’s about feeling, too. Effective onboarding programs provide an experience that helps new hires and leaders affirm that they made the right career move. This webinar will cover what you need to ensure your organization is building a stable, committed, productive workforce from the start.

Part 3:- Managing Toxic and Other Employees Who Have Attitude Issues

Speaker:- Pete Tosh

02:15 PM EST - 03:15 PM EST

Most organizations have employees who, on occasion:

Complain & gossip excessively
Use inappropriate language
Are mildly insubordinate

Toxic Employees have interpersonal styles that demonstrate a pattern of counter-productive work behaviors. While

Emotionally Intelligent employees are aware of their feelings and those of others and exhibit a pattern of appropriate self-management.

The toxic employee problem is surprisingly prevalent, with research showing:

95% of employees have & 64% are currently working with a toxic employee
50% of employees have thought of quitting & 12% did because of a toxic employee
25% of employees have reduced their work effort due to a toxic employee
20% of employees feel they are a target weekly & 10% of employees see toxic behavior daily

Toxic employees cause significant overt, covert, people-related & financial damage, with their visible behavior just being the tip of the iceberg. For example, in one organization, the day a former employee leaves is considered one of their annual holidays.

Areas Covered in the Session:-

I. Human & Financial Costs Resulting from Toxic Employees Toxic Employees Create:

Chaos & unnecessary complexity
Overt damage
Covert damage
Strife, stress & emotional damage
Productivity, quality & financial losses

II. The A, B, and C’s Related to Toxic Employees

Employee attitudes
Employee behaviors
Consequences that managers can exert

III. The Psyche of a Toxic Employee

Frequently seen toxic behaviors
Utilize ‘star status’ & technical expertise to intimidate & manipulate
A chameleon who knows who to flatter & who he/she can abuse Turns their toxicity on & off depending on the impression they wants to make
Three common forms of toxic behavior

IV. Common Reactions to Toxic Employees That Frequently Don’t Work

Restructuring his/her job to accommodate the toxic employee
Tolerating toxic employees who bring rare expertise or experience
Not assertively seeking feedback from employees as to whether there is toxic behavior in the workplace
Not communicating to all employees, the specific behaviors that will not be tolerated – with associated consequences

V. Effective Approaches for Addressing & Preventing Toxicity

Organization-wide strategies:

Making positive interpersonal behavior an organizational value
Evaluating interpersonal behavior as a part of the performance appraisal system
Training leaders on how to address toxic behavior
Using behavioral-based Interview questions to screen toxic Applicants
Exit interviewing to identify any toxic behavior in the workplace

Departmental & team strategies:

Defining appropriate interpersonal interactions with behavior-specific descriptions & standards
Using team discussions & role plays to clarify the application of the behavioral descriptions & standards
Utilizing a 360-degree feedback process to assess the work environment

One-on-one strategies:

Stating explicitly that the behavior is not acceptable & why
Describing both the unacceptable & acceptable behavior
Asking the employee to commit to & describe how he/she will change his/her behavior
Frequent, targeted counseling feedback
Executive coaches
Progressive discipline
Termination

But even terminations are not a cure-all because the:

Toxic-enabling people & organizational culture tendencies may remain
Employees may still be resentful of the way the employee treated them & the time it took the organization to react
The expertise & experience of the toxic employee is lost.

Why Should You Attend?

Clever toxic employees:

Utilize their technical expertise to intimidate & manipulate
Know who to flatter & who they can abuse
Turn their toxicity on & off depending on the impression they want to make

Unfortunately, organizations can work against themselves & even promote toxicity by:

Restructuring his/her job to accommodate a toxic employee
Tolerating toxic employees who have valued expertise
Not assertively seeking employee feedback as to whether there is toxic behavior in the
workplace
Not communicating to all employees the specific interpersonal behaviors that will not be tolerated – with the associated consequences

Managers sometimes attempt to fix this type of problem by addressing a toxic employee's attitude. And while a toxic employee's attitude certainly affects his/her behavior, managers usually find that controlling an employee's attitude is next to impossible.

Managers can be much more effective by:

Discussing the specific behaviors that are negatively impacting other employees and/or the organization
Using positive & negative consequences to influence that behavior.

Part 4:- Dealing with FMLA Abuse in 2025

Speaker: Lauren M. Sobaski

03:25 PM EST - 05:00 PM EST

Navigating the complexities of the FMLA (Family and Medical Leave Act) can be a daunting task for HR professionals and managers alike. When FMLA abuse is suspected, the challenge grows significantly. This practical and informative webinar offers step-by-step guidance on how to identify potential abuse while staying compliant with federal regulations. Participants will learn how to handle difficult conversations, request necessary medical documentation, and manage intermittent leave without overstepping legal boundaries.

Through real-world scenarios and expert insights, this session will address the most common and pressing questions about FMLA leave: Can you ask for additional documentation? When is a second opinion appropriate? What are your rights when you believe an employee is misusing FMLA? Learn how to protect your organization while supporting genuine medical needs, and ensure your leave policies are both fair and enforceable.

Why Should You Attend:-

Techniques for curbing FMLA abuse
What FMLA paperwork is required
Special concerns related to intermittent FMLA leave
What disciplinary actions you can and should use
How to establish effective policies for employees on leave
At what point should termination be considered
Learn proper techniques for investigating FMLA leave abuse

This webinar equips you with the tools to confidently manage suspected FMLA abuse, improving compliance and workplace productivity while safeguarding your organization from legal risks.

Who Should Attend?