I am often asked how supervisory training differs from management training, and how management is different from leadership training.   This can be a hard question to answer.  Not every organization makes a clear distinction among these functions.  That can cause confusion when discussing leadership development.  

According to businessdictionary.com, a supervisor “monitors and regulates processes, or delegates activities, responsibilities, or tasks.”  A manager is tasked with the “organization and coordination of the activities of an enterprise in accordance with certain policies and in achievement of defined objectives.”  Finally, a leader “establishes a clear vision and shares that vision with others so that they will follow willingly, provides the information, knowledge, and methods to realize that vision, and coordinates and balances the conflicting interests of all members or stakeholders.”

These definitions highlight the differences among the positions and the reason why the same leadership training does not necessarily work for all levels of an organization.  While organizations often see supervision, management and leadership as three separate levels of functioning, they should be progression points along a continuum.  Effective leadership training is geared to individual levels in the organization without one being separate and distinct from the other.  Successful training is designed to provide continuous, progressive development throughout all levels of job progression. True leadership development is strategic, comprehensive and integrated. 

When Clark College Corporate Education designs a leadership development program for a company, it integrates all levels of the organization, from frontline supervision to executive leadership.  It takes a systematic approach, designing and delivering it in a building block fashion.  Each level receives training that builds on the learning before it.  Employees participate in progressive skill development from pre-supervisory to middle management through executive leadership. 

Embracing a comprehensive approach to leadership development in this fashion affects the breadth and depth of organizational impact.  A multi-level development program provides common reference points and language throughout the company.  It creates consistent expectations to which employees at all levels of the organization are held accountable.  It provides a framework for both employee and career development.

Today’s businesses face critical, complex challenges.  To overcome these obstacles they need to leverage all of the human capital they have and capitalize on the synergy that comes from cross-organizational leadership.  Implementing multi-level leadership training enables organizations to maximize their resources and effectively face these challenges.

The Baby-Boomer generation has been the catalyst for dramatic change in American lifestyle, politics, and music during the past half-century. As the Baby-Boomers continue to age they are also having a significant impact on healthcare in the U.S. According to the statistics, 2011 is the year that the first of the Baby-Boomer generation will reach retirement age.

The expanded demand created by aging Baby-Boomers is creating an increase in the need for health care services, pharmaceuticals, and skilled health care workers. In order to meet the demand for a larger health care workforce, much of the training and even services that were traditionally only conducted in a face-to-face environment are now available online.

Many healthcare providers throughout the country are a part of the national Telehealth/Telemed system. This system links local healthcare providers with healthcare experts throughout the country. For example a small rural hospital that does not have a trained neurologist may be able to conduct an emergency consulation for a stroke patient with a neurologist hundreds of miles away.

Many healthcare professionals are being trained in an online environment. Clark College Corporate and Continuing Education is currently offering a variety of self-paced and instructor supported courses to meet the training needs of pharmacy technicians, medical coders, healthcare managers, and patient support specialists. Our online courses provide students with the latest information and skills in healthcare management, patient management, medical coding, and other healtcare related topics.

Through the Employment Security Department, unemployed workers have an opportunity to create new businesses through self-employment.

While participating in the Self-Employment Assistance Program (SEAP), you can learn how to develop a small business that interests you and stimulates the local economy. Your new small business can provides employment possibilities not only for you but future job seekers. The SEAP program offers valuable opportunities to eligible people. This program can give you flexibility and an income unavailable through traditional employment.

The Employment Security Department identifies unemployed workers who may be eligible for the program and sends them a letter and instructions on how the process works for SEAP. Did you get your letter? If you think you may be eligible for this program check out the Employment Security Departments website, it provides complete details, a downloadable application, and a list of Training Providers.

SW Washington SEAP’s training curricula is provided by Clark College and technical assistance is provided by WSU Small Business Development Center (SBDC).

Find a complete list of SEAP trainings .

Why are so many organizations choosing to go 'Lean'?  An enterprise that is Lean is competitive, effective, and better-positioned to endure shifting economic trends. Of course, there are no guarantees, but Lean methods eliminate waste in the workplace and add value to the customer, while creating an environment where frustration, fatigue and burn-out do not plague employees. 

What is Lean?  It's not a system that tells people how to do their jobs more effectively.  It is an approach to business process that allows individuals at all levels to play an active part in establishing a streamlined workflow. How things are accomplished in a Lean enterprise is controlled by the workers, which leads to greater job satisfaction and company loyalty. For the end customer, the optimal result is the highest quality products and services possible, with zero defects, delivered on-time at the best price possible.

How does this all happen?  Whether in a manufacturing plant or in an office, Lean thinking  labels any expenditure of time or resource as 'waste' if it does not add value for the end customer.  Thus, 'value' is defined as any action or process that a customer is willing to pay for.

One of the key elements of the Lean method is to examine all process activities in order to identify and categorize them as steps that add customer value (value) and steps that do not (waste). Value added steps are targeted for improvement.  Waste is divided into 'required, but non-value added' waste and 'pure' waste. Defining waste in this manner is critical to identifying and challenging the assumptions and beliefs behind current work processes. The objective is to minimize waste and create a flowing stream of value-add activity (value stream), using ongoing process refinements (kaizens) that fundamentally and continually transform every aspect of the organization.  A Lean enterprise delivers on-time, as expected, with quality and efficiency.

Going Lean isn't simple.  It requires a commitment from everyone at every level, and time to train in the method.  To go Lean requires a change of direction.  To become Lean requires a change in thinking.  To stay Lean and effective requires a coherent Lean strategy across the entire organization - not merely choosing certain areas to make "lean". 

The amazing success of Lean in manufacturing environments over the years has driven it into administrative offices.  Lean Manufacturing and Lean Office methods work across every aspect of any kind of enterprise.  The great news is that, once Lean thinking begins to take hold in an organization, it creates a momentum and enthusiasm that drives it onward and keeps it robust and alive.  The best news is that an organization that is end-to-end Lean is a well-oiled machine — and its customers are highly satisfied.