Leadership Development for Emerging Leaders - Selecting the Right Candidate & The Art of the Check-In

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01 Oct

Leadership Development for Emerging Leaders - Selecting the Right Candidate & The Art of the Check-In

Leadership Development for Emerging Leaders - Selecting the Right Candidate & The Art of the Check-In

Thursday, October 1, 2026 (12:00 AM) to Saturday, October 31, 2026 (11:59 PM)
1 PDCs
Provider: TWO Partners, LLC
Course Name: Leadership Development for Emerging Leaders - Selecting the Right Candidate & The Art of the Check-In

Speaker: MJ Whalen
Program Type: Seminar/Workshop
Registration URL: https://two-partners.com/
Leadership Development for Emerging Leaders - Selecting the Right Candidate & The Art of the Check-In, Tampa, Florida
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By the end of this session, participants will be able to: Identify the core components of a documented, consistent, and legally defensible hiring process, including a complete interview kit and standardized pre-employment screening. Apply Quint Studer's four rounding questions to structure a meaningful, consistent 1:1 check-in with any employee. Explain how a regular cadence of check-ins builds the documentation record needed to justify promotion and compensation decisions. Evaluate their own organization's hiring and check-in practices against a proven model, and identify specific gaps to close.

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This session is built around three hands-on exercises that translate directly into workplace practice. Exercise 1: Self-Evaluation (5 minutes, individual). Participants rate their organization's current hiring process against a five-point checklist covering documentation, interview kit completeness, and consistency of pre-employment screening. This individual reflection surfaces personal gaps before the group discussion begins, so each participant enters the next segment with a specific area of focus already identified. Exercise 2: Table Exercise, Practice the Check-In (6 minutes, small group). Working in pairs or triads, participants role-play a manager and employee conversation using Quint Studer's four rounding questions: what's working well, whether the employee has the tools needed to succeed, who deserves recognition, and what barriers the manager can help remove. One participant observes and notes which details from the conversation would be worth documenting for a future performance review. Roles rotate if time allows, so participants experience the exercise from more than one seat at the table. Exercise 3: Case Study, Closing (8 minutes, table discussion with report-out). Tables work through a scenario connecting both halves of the session: a hiring decision that leads into a new employee's first 1:1, and eventually a promotion conversation. Groups discuss what in the hiring process gave the manager confidence in the selection, which rounding questions would matter most in the employee's first 90 days, and what documentation from those early check-ins would justify a future promotion decision. Each table reports a key insight back to the full group. The session closes with a short written commitment: participants name one specific change they will make to their hiring or check-in process the following week, reinforcing accountability beyond the room.

Leadership Development for Emerging Leaders - Selecting the Right Candidate & The Art of the Check-In
Leadership Development for Emerging Leaders - Selecting the Right Candidate & The Art of the Check-In
1501 W Cleveland St
Tampa, FL 33606-1812

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