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In this final course in the Six Sigma Black Belt program candidates will focus on the improve and control stages of DMAIC. Topics included in this course include hypothesis testing, regression analysis, design of experiments, hypothesis testing, non-parametric analysis, and statistical process control. Participants will have to apply the concepts learned in the Introduction and Intermediate Six Sigma Belt courses as well as the material covered in the Green Belt course. The instructor will share many handouts, spreadsheets, and web links that have tools participants will use while completing Six Sigma projects.

Raising awareness is not enough! Social change is baked into the work of many mission driven organizations, but is it effective? Exactly what change are you after? Do you know if your efforts are working? This course is designed to support staff of nonprofit organizations in using planning and evaluation tools to increase the effectiveness of social change advocacy campaigns. Students will be guided through case studies, planning tools, and evaluation methods specific to advocacy work. This course will emphasize strategy and evaluation.

Mentoring and coaching have come to be used more frequently in organizations to improve leadership competencies and provide employee support. It has benefits for the employer and employee. Develop skills in the development, implementation, and support of coaching and mentoring programs in your workplace. Take home the much-awaited toolkit you have been searching for to improve your employees’ performance and create the working environment that your employees will find truly rewarding. Building on Coaching and Mentoring in the Workplace Course I, C/M II take a further in-depth look at variables involved in employee support. Additionally, in this course you will develop skills in the development, implementation, and support of coaching and mentoring programs in your workplace. Critical analysis and improvement of your programs alongside group dynamics and innovative strategies will also be examined in terms of coaching and mentoring programs. This course offers the much-awaited toolkit you have been searching for to improve your employees’ performance and create the working environment that your employees will find truly rewarding. Agenda - Month One Unit 1 Introduction to Mentoring/Coaching Coaching and Mentoring – Defined Why Mentor or Coach? What are the types of mentoring? (Career development and Skills development) Unit 2 Coaching versus Mentoring (What’s the Difference?) Role Model - Define Which one is right for you? (Assess yourself as a Mentor/Coach) What is Peer Mentoring? Unit 3 The Effective Mentor or Coach (Leadership Tools & Techniques etc.) Setting Realistic Expectations Get Creative Communicate Effectively Unit 4 Issues in Mentoring and Coaching Teamwork (Group Dynamics) Diversity Increasing your Emotional IQ (Civility in the Workplace) Agenda - Month Two Unit 1 Special Employee Considerations in Workplace Coaching and Mentoring Programs The Remote Worker The Part-time Worker/Just-in-Time Workforce Generational Differences The Power Differential Unit 2 Development of a Coaching/Mentoring Program at Your Workplace Setting Your Workplace Goals & Objectives Making Your Workplace A Learning and Growth Organization Buy-in & Rewards Promotion of Your C/M Pr Investment & Support Unit 3 Critical Evaluation of Your Workplace Coaching/Mentoring Program Checkpoints for successful coaching/mentorship programs Successful Workplace Models of Coaching/Mentoring Programmatic and individual evaluations in coaching/mentorship programs When are you “Done”? The Feedback Loop Unit 4 Final Issues to Build On in Mentoring/Coaching in the Workplace Trust Group Dynamics Innovation

Especially geared for future leaders in the Gen Y generation (born 1980-1999), the certificate provides how-to practical information on advancing your leadership potential and making a difference in both the workplace and in society. Find out what it takes to become an effective leader. Discover your style of leadership. Discuss task completion, building relationships with your subordinates, becoming socially perceptive to changes in the workplace, utilizing your emotions in a positive and effective manner, and addressing challenging goals. Then learn the unspoken secrets that leaders know and the strategies they employ/exhibit for influencing others. Leadership skills are acquired and learned. You can become a leader if you know the do’s and don’ts; what to say, what not to say; what to do, what not to do. At the end of completing the three course certificate, you will come away with a new understanding, new toolbox of leadership skills, and the information to move your leadership development into high gear.

Whether you manage or lead people, collaborative skills are essential to help harness the energy of groups and teams for maximum performance and productivity. Knowledge of collaborative skills will enable you to gain participation quickly, get input and buy-in for building consensus and plan for cooperation to get crucial projects completed. This course will help you explore the principles of collaborative management and gain insight on how to expand your collaborative skills for success of your team or organization. Agenda Unit 1: Principles of collaboration in management -Defining principles of collaboration -Emotions, self-mastery and collaboration - Redirecting teams and group collaboration - Conflict management and facilitation Unit 2: Relationship building - Building relationships fundamentals - Renegotiating failed relationships - Managing collaborative potentials Unit 3: Strategies to tap into group collaborative potential -Harnessing collaborative energy - Responsible communication - Managing collaboration for performance Unit 4 : Your action plan for collaborative management - Setting your management goals - Identify and utilize collaborative resources - Creating a collaborative management action plan

Whether you manage or lead people, collaborative skills are essential to help harness the energy of groups and teams for maximum performance and productivity. Knowledge of collaborative skills will enable you to gain participation quickly, get input and buy-in for building consensus and plan for cooperation to get crucial projects completed. This course will help you explore the principles of collaborative management and gain insight on how to expand your collaborative skills for success of your team or organization. Agenda Unit 1: Principles of collaboration in management -Defining principles of collaboration -Emotions, self-mastery and collaboration - Redirecting teams and group collaboration - Conflict management and facilitation Unit 2: Relationship building - Building relationships fundamentals - Renegotiating failed relationships - Managing collaborative potentials Unit 3: Strategies to tap into group collaborative potential -Harnessing collaborative energy - Responsible communication - Managing collaboration for performance Unit 4 : Your action plan for collaborative management - Setting your management goals - Identify and utilize collaborative resources - Creating a collaborative management action plan

A recent study conducted by the American Management Association (AMA) revealed that the average manager spends more than 20 percent of their day engaged in or reacting to a conflict situation. This study also identified that out of twenty-five management skills, conflict management was the only one positively correlated to higher earnings and promotion. Discover a workable conflict management model, discuss case studies in conflict management, and then take away successful conflict management strategies to apply in your workplace. Agenda Unit 1 Understanding Conflict - Definition of conflict. - The up side of conflict. - Describe performance expectations related to conflict. Unit 2 Understanding the Conflict Management Model -Using the model -Dialog for a conflict conversation -When to take action and address a conflict situation Unit 3 Conflict Management Case Studies -Review of real world cases -Analyze and evaluate the cases Unit 4 Strategies for success -Creating a standard of performance -Creating your own dialog -Applying the model

From elected officials to the CEO of Apple, leaders are now urging people in the workplace and community to participate in community and social change to help improve communities and society. Discover how social change happens, and doesn’t, and how you can influence change. Then explore working within an established organization versus creating your own group for change. Finally, learn different change strategies and techniques to highlight issues and improve your community and society for all.

From elected officials to the CEO of Apple, leaders are now urging people in the workplace and community to participate in community and social change to help improve communities and society. Discover how social change happens, and doesn’t, and how you can influence change. Then explore working within an established organization versus creating your own group for change. Finally, learn different change strategies and techniques to highlight issues and improve your community and society for all.

From elected officials to the CEO of Apple, leaders are now urging people in the workplace and community to participate in community and social change to help improve communities and society. Discover how social change happens, and doesn’t, and how you can influence change. Then explore working within an established organization versus creating your own group for change. Finally, learn different change strategies and techniques to highlight issues and improve your community and society for all.

Building on the foundation learned in Introduction to Leading Virtual Teams, this course covers the skills and processes needed to move an ordinary virtual team to a high performance virtual team. The skills include how to organize the team and then how to empower communication between team members while meeting the individual team member’s needs. You will also learn processes used by most high performing virtual teams. Finally, the course will cover the leaders’ role in developing highly engaged team members including how to build trust, commitment, respect and empowerment.

Building on the foundation learned in Introduction to Leading Virtual Teams, this course covers the skills and processes needed to move an ordinary virtual team to a high performance virtual team. The skills include how to organize the team and then how to empower communication between team members while meeting the individual team member’s needs. You will also learn processes used by most high performing virtual teams. Finally, the course will cover the leaders’ role in developing highly engaged team members including how to build trust, commitment, respect and empowerment.