Overview

The programme is specifically designed for those individuals who are about to embark on making the transition from individual contributor to manager for the first time or have been in a new team leader or manager role for up to a year. This course will provide a guide on how to get into the mind-set of a manager plus an overview on management fundamentals and how to avoid falling into new manager traps. It will help accelerate their development as a manager by equipping them with the basic skills and knowledge they will need to embrace that role with confidence.

 

Module

Content

Making the Transition

  • Programme launch by Project Sponsor
  • Programme overview & objectives
  • Understand the role & responsibilities of a manager
  • Differentiate management realities from myths
  • Make the transition from Individual Contributor to Manager
  • Identify personal strengths & development areas as a manager
  • Avoid common pitfalls that often derail new managers
  • Describe the 3 areas of focus all good managers need
  • Recognise & adapt to situational management styles
  • Understand the importance of setting clear direction & managing staff expectations
  • Prioritise daily activities to maximise performance & identify tasks to delegate
  • Get results through others by delegating effectively

The Manager’s Mindset

  • Experience management during the Management Company Immersion Activity
  • Explain the difference between growth & fixed mindset
  • Employ a ‘progression not perfection’ attitude to development
  • State the four key ingredients to develop a growth mindset
  • Learn from failure & deal with knockbacks
  • Define resilience and its importance in a manager’s role
  • Discover five strategies to boost resilience
  • Reframe adverse events with CBT’s Cognitive Model of Resilience
  • Understand the 4 domains of emotional intelligence & how to increase them
  • Define action learning & its use for personal & professional development
  • Run live action learning sets

High Performing Teams

  • Define high performing teams
  • Identify advantages & roadblocks to high performing teams
  • Understand the factors needed to create a high performing team
  • Explore the difference between individual vs. team success with a Team survival activity
  • Benchmark current teams against Tuckman’s stages of team development
  • State the 6 characteristics of successful teams
  • Assess current team effectiveness and areas for development
  • Set a team vision & charter
  • Establish core behaviours needed for effective teams
  • Understand Belbin team roles and their impact on team effectiveness
  • Explore the Belbin team roles during a live project plan
  • Identify the key criteria to chair effective meetings
  • Understand the role of the chair and how to set clear ground rules for meetings
  • Present ideas effectively in meetings

Positive Influence

  • Define positive influence & identify influence situations
  • Explain the difference between positive influence & manipulation
  • Identify influence role models and elicit their success strategies
  • Describe the 6 steps of positive influence
  • Build rapport quickly during influence conversations
  • Recognise the two key factors that can influence people’s behaviour
  • Uncover needs & issues to find out what people value
  • Start with the aim in mind when defining an influence message
  • Gain clarity over your influence message with the 6 clarity questions
  • Set the scene with an influence statement
  • Use the power of because and a compelling ‘why; to gain buy-in
  • Deliver influence messages with impact
  • Use Cialdini’s 6 principles of persuasion to positively influence others
  • Tailor influence conversations to specific stakeholders

Developing Others

  • Define coaching and its place in the manager’s role
  • Recognise coachable moments
  • State the difference between coaching, mentoring, training & counselling
  • Explain the difference between directive and non-directive coaching
  • Identify when to use a formal or informal approach
  • Use SMART as a conversational coaching framework
  • Describe the key stages of the coaching process
  • Identify preferred learning style in self & others
  • Adapt coaching style to the four main learning styles
  • Develop the two main skills needed to be a great coach
  • Define the four stages of the GROW model
  • Use the GROW model to conduct a coaching session

Managing Performance

  •  Define employee engagement & motivation
  • Recognise the difference between disengaged & highly engaged staff
  • Explain 2 key motivational theories
  • Elicit motivational drivers in self & others
  • Link motivational drivers to task
  • Manage the performance of others
  • Understand the performance management cycle
  • Identify gaps in performance & how best to fill them
  • Conduct successful 1-2-1s
  • Deliver both reinforcing & developmental feedback using the RISE feedback model
  • Conduct a developmental feedback conversation

By the end of the course learners will be able to…

  • Understand the role and expectations of being a manager
  • Avoid common pitfalls that often derail managers
  • Prioritise daily activities to maximise impact on performance
  • Understand the characteristics that make up high performing teams
  • Increase levels of personal influence at work with key stakeholders
  • Provide conversational coaching to others
  • Deliver effective feedback when in a management role
  • Develop and implement an action plan for stepping into a manager role