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Supervisor Foundations
Supervisor Foundations Final Assessment
30 questions · Passing score: 24/30 (80%)
Complete all nine modules before starting the final assessment.
Final assessment & completionModule 1 — Stepping into Supervision
10 micro-lessons · Approximately 60–75 minutes
0 of 13 completed
Module 2 — Setting Expectations & Delegating Well
10 micro-lessons · Approximately 60–75 minutes
0 of 13 completed
Module 3 — Coaching, Feedback & Performance Conversations
10 micro-lessons · Approximately 60–75 minutes
0 of 13 completed
Module 4 — Correcting Without Humiliating
10 micro-lessons · Approximately 65–80 minutes
0 of 13 completed
Module 5 — Managing Poor Performance & Accountability
10 micro-lessons · Approximately 65–80 minutes
0 of 13 completed
Module 6 — Conflict, Fairness & Favoritism
10 micro-lessons · Approximately 66–80 minutes
0 of 13 completed
Module 7 — Customer Complaints Involving Employees
10 micro-lessons · Approximately 65–80 minutes
0 of 13 completed
Module 8 — Emotional Control, Difficult Conversations & Employee Dignity
10 micro-lessons · Approximately 65–80 minutes
0 of 13 completed
Module 9 — Documentation, Recognition & Building a Strong Team
10 micro-lessons · Approximately 65–90 minutes
0 of 13 completed
Module 1 · Module IntroductionModule 1 · Opening ScenarioLesson 1.1 — WHAT A SUPERVISOR IS ACTUALLY RESPONSIBLE FORLesson 1.2 — AUTHORITY IS NOT PERMISSION TO DISRESPECT PEOPLELesson 1.3 — MOVING FROM COWORKER TO SUPERVISORLesson 1.4 — SUPERVISING FRIENDS AND FAMILY MEMBERSLesson 1.5 — CREDIBILITY COMES FROM CONSISTENCYLesson 1.6 — STANDARDS MUST BE CLEAR BEFORE ACCOUNTABILITYLesson 1.7 — BEING APPROACHABLE WITHOUT LOSING BOUNDARIESLesson 1.8 — WHAT EMPLOYEES SHOULD BE ABLE TO EXPECT FROM A SUPERVISORLesson 1.9 — KNOW WHAT TO HANDLE AND WHAT TO ESCALATELesson 1.10 — PROFESSIONAL WHEN SENIOR MANAGEMENT IS NOT WATCHINGModule 1 · Workplace ChallengeModule 2 · Module IntroductionModule 2 · Opening ScenarioLesson 2.1 — CLEAR INSTRUCTIONS PREVENT AVOIDABLE FAILURELesson 2.2 — EXPLAIN THE OUTCOME, NOT JUST THE TASKLesson 2.3 — CONFIRM UNDERSTANDING WITHOUT BEING INSULTINGLesson 2.4 — ASSIGN RESPONSIBILITY CLEARLYLesson 2.5 — DEADLINES, PRIORITIES & FOLLOW-UPLesson 2.6 — CLARIFY WHAT THE EMPLOYEE IS AUTHORIZED TO DECIDELesson 2.7 — DELEGATION IS NOT DUMPING WORKLesson 2.8 — AVOID CONFLICTING INSTRUCTIONSLesson 2.9 — ADJUST WHEN CIRCUMSTANCES CHANGELesson 2.10 — FOLLOW UP WITHOUT MICROMANAGINGModule 2 · Workplace ChallengeModule 3 · Module IntroductionModule 3 · Opening ScenarioLesson 3.1 — FEEDBACK IS NOT THE SAME AS CRITICISMLesson 3.2 — BE SPECIFIC ABOUT BEHAVIORLesson 3.3 — CORRECT THE WORK, NOT THE PERSON’S WORTHLesson 3.4 — GIVE FEEDBACK CLOSE ENOUGH TO THE EVENTLesson 3.5 — ASK BEFORE ASSUMINGLesson 3.6 — RECOGNIZE GOOD PERFORMANCELesson 3.7 — COACH SOMEONE WHO IS TRYING BUT STRUGGLINGLesson 3.8 — LISTEN TO EXPLANATIONS WITHOUT LOSING ACCOUNTABILITYLesson 3.9 — AGREE ON A CLEAR NEXT STEPLesson 3.10 — FOLLOW UP AFTER FEEDBACKModule 3 · Workplace ChallengeModule 4 · Module IntroductionModule 4 · Opening ScenarioLesson 4.1 — CORRECTION IS NECESSARY; HUMILIATION IS NOTLesson 4.2 — CORRECT IN PRIVATE WHENEVER POSSIBLELesson 4.3 — INVESTIGATE BEFORE JUDGINGLesson 4.4 — DO NOT PERFORM DISCIPLINE FOR AN AUDIENCELesson 4.5 — DON’T HUMILIATE TO IMPRESS THE CUSTOMERLesson 4.6 — SEPARATE FACTS FROM EMOTIONLesson 4.7 — FIRM DOES NOT MEAN ABUSIVELesson 4.8 — SOMETIMES IMMEDIATE PUBLIC INTERVENTION IS NECESSARYLesson 4.9 — REPAIR DAMAGE AFTER A POORLY HANDLED CORRECTIONLesson 4.10 — MODEL THE STANDARD YOU EXPECTModule 4 · Workplace ChallengeModule 5 · Module IntroductionModule 5 · Opening ScenarioLesson 5.1 — ONE MISTAKE VS A PATTERNLesson 5.2 — IDENTIFY THE ACTUAL PERFORMANCE PROBLEMLesson 5.3 — ASK WHAT HAPPENED BEFORE DECIDING WHYLesson 5.4 — CLARIFY THE EXPECTED STANDARDLesson 5.5 — SET A SPECIFIC IMPROVEMENT EXPECTATIONLesson 5.6 — DOCUMENT IMPORTANT PERFORMANCE CONVERSATIONSLesson 5.7 — FOLLOW UPLesson 5.8 — WHEN THE SAME PROBLEM CONTINUESLesson 5.9 — CONSEQUENCES SHOULD NOT BE ARBITRARYLesson 5.10 — KNOW WHEN TO ESCALATEModule 5 · Workplace ChallengeModule 6 · Module IntroductionModule 6 · Opening ScenarioLesson 6.1 — WORKPLACE CONFLICT IS NORMALLesson 6.2 — LISTEN TO BOTH SIDESLesson 6.3 — FACTS BEFORE CONCLUSIONSLesson 6.4 — DO NOT REWARD THE LOUDEST PERSONLesson 6.5 — FRIENDSHIPS AND FAMILY RELATIONSHIPS AT WORKLesson 6.6 — FAVORITISM DAMAGES TRUSTLesson 6.7 — SIMILAR SITUATIONS SHOULD BE TREATED CONSISTENTLYLesson 6.8 — GOSSIP IS NOT EVIDENCELesson 6.9 — RESOLVE WHAT CAN BE RESOLVEDLesson 6.10 — KNOW WHEN CONFLICT NEEDS ESCALATIONModule 6 · Workplace ChallengeModule 7 · Module IntroductionModule 7 · Opening ScenarioLesson 7.1 — LISTEN WITHOUT PROMISING A VERDICTLesson 7.2 — A COMPLAINT IS NOT A CONCLUSIONLesson 7.3 — HEAR THE EMPLOYEE’S ACCOUNTLesson 7.4 — CHECK AVAILABLE EVIDENCELesson 7.5 — WHEN THE EMPLOYEE WAS WRONGLesson 7.6 — WHEN THE CUSTOMER WAS WRONGLesson 7.7 — WHEN BOTH SIDES CONTRIBUTEDLesson 7.8 — CUSTOMER ABUSE TOWARD EMPLOYEESLesson 7.9 — SERVICE RECOVERY WITHOUT PUBLIC HUMILIATIONLesson 7.10 — CLOSE THE LOOP WITH BOTH CUSTOMER AND EMPLOYEEModule 7 · Workplace ChallengeModule 8 · Module IntroductionModule 8 · Opening ScenarioLesson 8.1 — SUPERVISOR ANGER IS STILL WORKPLACE BEHAVIORLesson 8.2 — PAUSE BEFORE REACTINGLesson 8.3 — DIFFICULT CONVERSATIONS WITHOUT SHOUTINGLesson 8.4 — EMPLOYEES MAY DISAGREE RESPECTFULLYLesson 8.5 — DO NOT USE THREATS TO GAIN COMPLIANCELesson 8.6 — RESPONDING TO EMPLOYEE DEFENSIVENESSLesson 8.7 — HANDLING TEARS, ANGER OR FRUSTRATION PROFESSIONALLYLesson 8.8 — PROTECT EMPLOYEES FROM CUSTOMER ABUSELesson 8.9 — BULLYING, INTIMIDATION & INAPPROPRIATE CONDUCTLesson 8.10 — STEP AWAY, DOCUMENT & ESCALATE WHEN NECESSARYModule 8 · Workplace ChallengeModule 9 · Module IntroductionModule 9 · Opening ScenarioLesson 9.1 — WHY SUPERVISORS NEED BASIC DOCUMENTATIONLesson 9.2 — DOCUMENT FACTS, NOT INSULTS OR ASSUMPTIONSLesson 9.3 — PERFORMANCE NOTES SHOULD SUPPORT FOLLOW-UPLesson 9.4 — INCIDENTS & COMPLAINTS NEED USEFUL RECORDSLesson 9.5 — HANDOVERS BETWEEN SUPERVISORSLesson 9.6 — RECOGNIZE GOOD WORKLesson 9.7 — RECOGNITION SHOULD BE SPECIFIC & FAIRLesson 9.8 — DEVELOP RELIABLE EMPLOYEESLesson 9.9 — REPEATED PROBLEMS MAY SIGNAL A SYSTEM PROBLEMLesson 9.10 — BUILD A TEAM THAT DOES NOT REQUIRE CONSTANT SUPERVISIONModule 9 · Workplace Challenge