Updated 4-17-13
Keys to Supervision Has Been Redesigned
Keys to Supervision has been a two day course designed to introduce new supervisors and managers to
the information and resources needed to succeed at the University of Minnesota. Topics covered
included management structures, leadership and communication styles, how to create a healthy and
productive workplace and managing performance. Organizational Effectiveness is pleased to announce
that Keys to Supervision (AKA “Keys”) training has undergone a redesign. The objectives of this
redesign are threefold:
1. Make content more accessible to University of Minnesota leaders throughout the university system
2. Support the development of faculty leaders by incorporating more information and resources
relating to academic leadership into the course
3. Add more information and resources relating to “virtual management” for leaders who manage
faculty and staff in other locations
Some highlights of the redesign include:
 Less focus on classroom learning and more emphasis on self-paced, outside classroom learning
 Completion of a People Leadership Skills Assessment so participants learn what performance
management skills need development
 2 of the 6 sessions of the course will be offered via UM Connect
 Increased use of web-based modules and videos to teach important concepts such as employee
engagement, creation of S.M.A.R.T. goals, MBTI personality preferences, etc.
To signal the fact that Keys to Supervision training has been updated, the course has been renamed
Foundations of Leadership.
Course Purpose
The goal of Foundations of Leadership, as it was with Keys, is to provide new University of Minnesota
Leaders who have been hired externally, or promoted internally, the knowledge and resources needed to
be a successful leader.
Design Highlights
The course is divided into 3 parts which are scheduled 2 weeks apart to accommodate completion of
pre-work. The three parts are:



Part A: Understanding Yourself
Part B: Understanding U of M Culture
Part C: Leading People
Time Commitment
 Completion of all 3 parts of Foundations of Leadership requires a 15 hour time commitment
 Each part consists of 3.5 hours of classroom training and 1.5 to 2 hours of pre-work
 Participants should discuss the pre-work time commitment with their manager in advance and set
aside time on their schedule to complete it
Course Description
Foundations of Leadership has been designed with the belief that in order for leaders to be successful,
they need to first manage and understand themselves well. Second, they should have a good
understanding of the environment in which they work and third, understand important leadership
concepts and management responsibilities. Each part of the course expands on these topics:
Objectives of Part A: Understanding Yourself
 Using information gained from completing the MBTI Step II, explain where you get your energy, how
you like to gather information, make decisions and behave under stress
 Recognize benefits of routinely soliciting developmental feedback and receive developmental
feedback without defensiveness
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
Describe people leadership skills that need improvement and create efficient plans for developing
them
Objectives of Part B: Understanding U of M Culture
 Describe what organizational culture is as well as influences of subcultures within the University of
Minnesota
 Identify actions leaders at different levels can take to change organizational culture
 Describe what employee engagement is and take steps to increase it
 Describe the services offered by the Employee Assistance Program (EAP), Disability Services/U
Return Office, Office of Conflict Resolution, Office of Occupational Health and Safety and the Office
of Risk Management
 Describe specific steps leaders can take to create and maintain an equitable, diverse, inclusive and
welcoming workplace
Objectives of Part C: Leading People
 Describe the differences between leadership and management roles
 Identify the four qualities employees most admire in leaders
 Describe important changes leaders need to make when moving from one level of leadership to
another
 Describe connection between positions and department or unit’s mission and goals
 Define team behavioral norms, individual performance expectations and measures of success
 Diagnose the development needs of direct reports when assigning goals or tasks
Comparison of Keys to Supervision and Foundations of Leadership
Keys to Supervision (Old)
Foundations of Leadership (New)
Same
Target Audience
Provide new leaders knowledge and
resources needed to be successful
Staff leaders
Length of Course
2 days of classroom training in a row
3 - 3 1/2 hour long sessions spaced
2 weeks apart
Offered 7-8 times per year
Offered 5 times per year
2 hours
5 hours
15 hours
10 Hours
No
Yes
No
Yes
Presenters came to class
Presentations now online and can be
accessed anytime
Provided online
Built Into participant materials
No
Yes
Use of Learning Journal to capture
important training lessons
Same
Purpose
Frequency of Course
Pre-work Time
Commitment
Classroom Time
Commitment
Use of UM Connect to
Deliver Classroom Content
MBTI Step II Completed by
Participants
Review Important U of M
Resources (EAP, UReturn,
etc.)
Access to Additional Web
Based Resources
Tips on Leading “Remote”
Employees in Coursework
Post Training Development
Planning
Staff and faculty leaders
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