Program Highlights

About Kevin Stacey

On-line Demo Videos

What People Say    

Client List



Sweating to Splendor 
Mental Toughness        



Self- Esteem

Conflict Resolution

Buzz Bowl 

Team Building
Time Management
Change Management
Presentation Skills
National Guard


From Management to Leadership

Management - to direct or control an action; Leadership - to bring a person to a place. Learn the essential skills and perspective to lead your employees to a place of believing in the company, your leadership, and wanting not only to do the work- but wanting to work for you.        

Learn how to:

    • Find the trigger that unlocks an employee’s potential and find out what they care about and what motivates them.
    • Create a link between what employees care about and positively influencing their job performance.
    • Focus on what you can control, which makes you not only less stressed,
      but more effective and productive.
    • Be the example of steadiness through constant change.
    • Coach your subordinates to take responsibility for the situations they don’t like.
    • Maximize your human relations skills to be able to say the right thing, at the right time, in the right way and get the very best out of your employees.
    • Get others to believe in the company and find the benefit in what they are doing so it is not viewed as “just a place to work.”
    • Take the time, and ask the right questions, to “dig under the surface” to discover what is really going on with an employee.
    • Get across to the employee that they care, want to listen, and are committed to helping to employees achieve their maximum performance
    • Deal effectively with negative employees and how to keep their attitudes from spreading.
    • Give a negative employee “permission to go.”
    • Use the “fogging” and “broken record" techniques effectively in employee conversations.
    • How to get the most impact when praising positive performance.
    • Give clear-cut instructions and delegate effectively.
    • “Push back” to employees and hold them accountable for their actions.
    • Re-direct employees when they are focusing on counterproductive matters, things they can’t control, and excuses back to the things that they as individuals can control and are accountable for.
    • Provide feedback in motivating way that encourages the employee to strive for their best and avoid demoralizing, destructive criticism that discourages self-growth.
    • Describe what good performance looks like, and provide concrete examples of good work.
    • Describe desired performance in terms of results that are to be achieved and explain what happens to the department or the company when the employee does not perform well.
    • Follow-up to ensure employees are meeting expectations and make employee performance a priority and not something that is avoided and dealt with only once a year.
    • Use effective influencing skills to get an employee to want to change, and get them excited and committed enough to take the responsibility and ownership for their professional development and career growth.
    • What to do when employee problems occur and the essentials of an effective positive discipline process.
    • Utilize the best solutions to employee performance issues through role-play.

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