INTRODUCTION TO MANAGEMENT a 1-day programme
- Face-to-face or live-virtual
- Groups of <12 people per cohort
- Fully customisable
- Option for Institute of Leadership Accreditation
- 1-2-1 Coaching optional
Introduction to Management Training
This 1-day programme is a fast-paced, interactive learning experience for new managers who have not previously attended management or leadership training. It is a practical foundation-level course designed to enhance self-awareness, improve confidence and skills, and introduce a select number of essential theories and models all people managers should have in their toolbox.
- Welcome, introductions and programme objectives; A short ice breaker session linked to the course content to set the tone and atmosphere for the day and to agree ground rules
- Difference Between Managing & Leading – why both are important and exploration of the statement: ‘we lead people and manage resources’
- Influencing Styles – using a questionnaire participants learn about their predominant leadership style and explore how to adapt across the continuum from Directive / Collaborative and Consultative influencing Styles
- Situational Leadership – a model used to illustrate the different ways in which a manager and leader can adapt their style to get the best from teams and individuals. Participants plan to apply this in the context of their current role and establish the balance of directive and supportive behaviours needed for everyone
- Delegation – as an outcome of the situational leadership session the programme goes on to explore delegation, the pitfalls, the benefits, and a 9-Step Process to delegate most effectively. Setting clear expectations with team members in an honest and open manner, so that team members clearly understand the requirements of their role
- Motivation is a key responsibility of managers and leaders, through an understanding of some established theories of motivation, participants work on an activity to decide how to apply this understanding to their teams and team members
- Feedback is essential to encouraging a focus on individual performance, awareness and accountability. Delegates will explore how to deliver meaningful and development focused feedback to their team members. The use of a feedback model is introduced to ensure a consistent approach based on best practice, especially the use of questions in feedback
- Handling challenging situations and potentially difficult conversations is often a concern for individuals that are new line managers, especially those that have been promoted from within the team. The group will learn how to approach and conduct such conversations and adopt an “enquiring approach’.
- Reflection & Action Planning – finally, everyone has a little time to reflect on the extensive coverage of this short programme and to plan and prioritise implementing those aspects that will make the most difference.
Want to Know More?
Grab a cuppa, press download and explore more about the learning objectives and activities in this programme outline. Or give us a ring on 0121 222 7313 – we love a chat!
OPTIONAL: Culture Diagnostic
Research suggests there is often misalignment between how leaders and the rest of the employee population perceive company culture. When leaders drive change based on their own experiences, and the lived experiences of their closest peers only, they are less likely to achieve desired results.
By inviting open and honest feedback from all employees through an anonymous survey, we can gauge how different groups of people experience the workplace with regards to five difference aspects of the organisational ecosystem. Data is compiled into a comprehensive report from which we draw meaningful insights for leaders to reflect on as part of the development journey.
In order to collect a meaningful data set this option is only available to organisations where we can gather responses from >250 people.
We invite anonymous feedback from your people regarding five different aspects of your company culture:
- ‘Belonging’ – does your company culture foster a sense of inclusion for all people to thrive?
- ‘Role Models’ – do people managers have the skills to role model excellence and build exceptional teams?
- ‘Approach’ – is your vision and strategy clearly communicated and supported by the right policies, processes & data insights?
- ‘Values’ – are your workplace behaviours clearly defined and regularly reviewed through meaningful performance management?
- ‘Education’ – is there a strategy in place to continually develop and strengthen your people and teams?