Introduction to Management
Our experience has demonstrated that people are often promoted into supervisory or management roles and then expected to immediately slot in and fulfil what are critical functions without any form of preparatory or ongoing training.
The step-up can be significant, quite daunting and often challenging, especially when having to manage personnel who were previously their peers. To help address this we can deliver short courses where we enable new to role managers to interact with people in the same position and can be provided with the tools and knowledge to help them adapt to their new roles more effectively.
Our trainers all have experience in a range of management roles including in the UK emergency services, military, civil service and the commercial sector. We will identify the most suitable training team for the audience and the organisational needs. We can deliver the course internally or at an external venue, as required.
Our courses aim to provide participants with a clear understanding of:
- The role of a manager
- The continuum of management styles
- Team characteristics and how to get the most from teams
- Connecting individual performance to team and organisation goals
- Communication and interpersonal skills
- Dealing with conflict and performance issues
Our courses will enable participants to share their own experiences and will be delivered through a combination of trainer led instruction, facilitated discussion and practical exercises.
- Line management roles and responsibilities – Understanding the roles and responsibilities of managers and how they should be aligned to the overall organisational vision, aims and objectives. This will also examine how the role changes and evolves according to position and function.
- Management v leadership – Understanding the difference between managers and leaders. Often people mistake good management skills for effective leadership.
- Organisational structures – Providing a good understanding of the types of organisational structures including functional, divisional and matrix structures.
- The skills and abilities needed to be an effective manager – Understanding the skills, abilities and attributes that make good managers and providing a self-assessment and continual personal review framework.
- Management styles and how to adapt the style when required – To provide a good understanding of the various management styles and Tannenbaum and Schmidt’s continuum of management.
- Communication skills – Perhaps one of the most important requirements for good leadership is the ability to communicate effectively. This goes beyond the spoken word and includes body language and presentation, listening skills and authenticity.
- Influencing and persuading – Analysing the pros and cons of different influencing strategies including empowerment, awareness of other’s concerns, bargaining and negotiating, relationship building, stakeholder engagement and management and others.
- Team dynamics and developing high performing teams – Understanding the make-up of teams and key factors that contribute to team dynamics including Tuckman’s five stages: forming, storming, norming, performing and adjourning.
- How to motivate others and teams - Understanding the main motivational theories including Maslow’s hierarchy of needs, McGregor’s participation theory, Herzberg’s motivational hygiene theory, and more.
- The art of delegation – To understand how and when to delegate effectively and conversely the negative effects that over delegation can have. This will also cover delegation and not abdication of responsibility.
- Coaching skills – Understanding the elements and skills required to provide good coaching while not smothering. It will examine the main attributes of good coaching including listening skills, rapport building, providing empathy and support, guiding but not telling and unlocking personal beliefs.
- How to diffuse conflict – Understanding the causes and effect of conflict at work and how to aim to prevent in the first instance. Managing conflict and resolving or diffusing when required.
- Performance management and SMART objectives – Understanding how to develop relationships with teams and develop a culture and performance regime that maximises performance in a constructive and inclusive way. This will include ensuring all performance objectives are linked to the organisational strategy and are specific, measurable, achievable, realistic and timed based (SMART). How to perform effective interviews will also be covered.
- Managing change - Having an understanding of the strategic change process and the critical role of management in the change process.
- Time management – Helping delegates understand the importance of their own time management and the effects of poor time management on their own and their team’s performance. This will also provide a framework for effective time management.
- Reflective learning – To understand the power of good reflective learning for individual and team performance, and the benefits of undertaking effective debriefing when required.