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.




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