Training & Workshops

Harassment rarely starts as harassment. It starts with the joke nobody interrupts, the gossip everyone tolerates, and the complaint that goes to a coworker instead of someone who can act on it. This session connects the culture a team builds every day with the conduct the law prohibits. Staff leave knowing what crosses the line, including from patrons and vendors, how to raise a concern while it is still small, and exactly where to go when it isn't.

Covers: what a healthy culture looks like in practice, gossip and triangulation, federal and Louisiana protected characteristics, third-party conduct, your reporting procedure, and protection from retaliation.

Includes a full hour of sexual harassment prevention content, meeting the annual requirement for Louisiana public servants under R.S. 42:343.

Every organization has a policy. Whether it holds up depends on what a supervisor does in the first hour after someone tells them something. Building on the all-staff session, this covers the duties that come with managing people: what supervisors owe the person in front of them, who to call, what to write down, and how to keep a complaint from turning into a retaliation claim.

Covers: responding to a report, what not to promise, documentation, when and how to escalate, supervisor liability, and retaliation.

Completed with the all-staff session in the same calendar year, this meets the additional training requirement for Louisiana public-sector supervisors under R.S. 42:343.

Most supervisors were promoted because they were good at the work, and nobody explained that the work had changed. The job is now setting direction, making expectations clear, and getting the best out of people who each need something different. This session covers the weekly habits that make a team run well: regular one-on-ones, feedback that lands, recognition that means something, and handing off real work.

Covers: the shift into the role, supervising former peers, setting expectations and priorities, one-on-ones, feedback and recognition, and delegation.

When discipline goes wrong, it is usually because the standard was never said clearly, the conversations weren't written down, or the timing looks like punishment for something else. This session follows a performance problem from the first expectation to corrective action, so supervisors can explain every step they took and why.

Covers: setting and communicating expectations, documenting performance conversations, the line between coaching and corrective action, checking timing and precedent before acting, and, in the two-hour version, handling terminations.

An organization runs at the pace its leader sets: which meetings happen, what gets decided and how, and what the leader visibly pays attention to. It also carries problems the leader often can't see, like the conflict people have stopped mentioning or the strong performer everyone quietly works around. This session covers both halves of the job: setting a steady rhythm for the organization and learning to read what is happening underneath it.

Covers: setting priorities and pace, how decisions are made and communicated, early warning signs, culture, conflict, and how your managers learned to lead by watching you.

When two employees stop speaking, most managers either wait it out or pick a winner, and both usually make it worse. This session covers how to tell a real interpersonal conflict from a workload, fairness, or performance problem in disguise, and how to run a conversation between two employees when it is yours to handle.

Covers: mapping a conflict, finding what is underneath it, structuring a two-party conversation, and knowing when to facilitate, decide, or escalate.