PA CPM Level 1
Millersville University Leadership Academy

PA Certified Public Manager
  • Millersville University Certificate Program
  • Core Management/Leadership skills
  • Target Audience:                                    New Supervisors/Managers, or those being groomed for leadership positions from both the public and private sector.
    • Public Sector Candidates: Will earn 56 contact hours towards their CPM certification
    • Private Sector Candidates: Will earn 4 CEUs (40 hours) because the Opening Retreat is NOT REQUIRED

***Would You like to have your Leadership Development Program endorsed by the PA CPM program? Click Here to Become a PA CPM Affiltate ***

PACPM101: CPM Opening Retreat (2 day conference... ONLY REQUIRED for CREDIT toward CPM Program) Topics to include: Academy Overview, DiSC Personality Profile Preview, Essential Skills of Communicating and Action Planning Template Overview

PACPM102: The Essential Leader

  • Base your discussions about performance and work habits on your team members' behavior rather than their personalities or attitudes.
  • Involve your team members in goal setting, solving problems, and making decisions.
  • Understand and interpret change and the impact on your team members.
  • View change and the anxiety it can cause team members as natural and inevitable.
  • Assist your team members as they adjust to change.
  • Involve team members in the process of change.
  • Help your team members make the change.
  • Follow up on the initial meeting to make sure adjustment to the change is going as planned.

PACPM103: The Essential Communicator

  • Understand the importance of effective delegation as well as the problems associatedwith the lack of delegating or delegating poorly.
  • Communicate both the need for and the “why” of every delegated assignment and task.
  • Use delegation to improve your team members’ skills.
  • Establish a team member's responsibility and authority for a delegated task.
  • Regularly monitor progress through feedback and review.
  • Understand the importance of framing all communication with your manager in terms of his/her self-interest.
  • Enter meetings with your manager armed with a well thought-out and clearly stated objective.
  • Clearly link your objective with facts that support your plans and goals.
  • Work with your manager to uncover any questions or reservations he/she may have concerning your message.
  • Move conversations toward agreement using questions that focus on benefits to be gained when your objective is reached.

PACPM104: The Essential Performance Manager

  • Define goals, objectives, and performance standards.
  • Identify and set performance standards that are SMART, using concrete active language.
  • Involve team members in creating their own individual performance standards.
  • Negotiate to develop performance standards for team members that address both desired results and team members's capabilities.
  • Monitor your team member's progress toward their goals by holding individual review meetings.
  • Base assessments on facts and behavior.
  • Use positive feedback to motivate team members.
  • Gain team member participation in assessment.
  • Gain team member commitment to the change needed to improve performance.

PACPM105: The Essential Mediator

  • Distinguish between the two major sources of team member conflicts: personalityclashes and work structure problems.
  • Be aware of the positive and negative impacts of conflicts.
  • Accept conflict as an inevitable part of all work situations, one that must be dealt with, not ignored.
  • Establish a cooperative atmosphere to resolve conflicts when they arise.
  • Help individuals involved in conflicts understand each other’s point of view.
  • Lead them to agree on the facts and a solution.
  • Understanding why all team member complaints must be dealt with rather than ignored or dismissed.
  • Be more sensitive to all the problems-major or trivial, real or imagined-that can lie behind complaints.
  • Understand techniques used to determine underlying problems, which are not always the same as those the team member thinks are responsible for his/her difficulties.
  • Use various techniques to solve such problems while maintaining a positive relationship with the team member.

PACPM106: The Essential Talent Manager

  • Describe the scope and severity of the talent shortage.
  • Calculate the costs of attrition.
  • Identify attrition risks that currently exist within your own team.
  • Identify what motivates your team members and how to build their commitment.
  • Use the STARS Model to identify specific retention practices you can personally apply with your team members.
  • Conduct a discussion with your team members to surface retention needs.
  • Intervene when you see “early warning signals” exhibited by your team members.

Total Investment for all 6 Courses: $1600.00