An Introduction to Management

An Introduction to Management is perfect if you're a first-time manager, or a recently appointed manager, looking to become fully effective in your new role. It is also beneficial if you're an experienced manager seeking additional training, or a refresher course.

You’ll come away with a better understanding of the role of the manager and the responsibilities this carries; understand your own approach to working with others and how this affects outcomes. The interactive action planning, case studies and role-plays will boost your own ability to maximise performance, through setting, planning and monitoring performance objectives; thus illustrating key principles of motivating people and teams.

You’ll return to work with a heightened sense of leadership styles, along with your own personal preferred style. You’ll become more familiar with a range of effective communication methods, and delegate with confidence. You’ll be able to identify, develop, and properly engage teamwork; recognise key strengths of individual team members; and set the best possible example to inspire others.

Day one

The manager’s role

• Managing the transition into management
• The key responsibilities of any manager
• The core competencies of managing people
• How the manager’s role has changed
• Getting the right relationship with the team
• ‘Command and control’ or ‘facilitator /coach’
• Management behaviours which inspire, motivate, engage people
• What research shows are the characteristics of an effective manager

The management of time

• Managing your own time
• Recognising High Value Adding work and Low Value Adding Timestealers
• Managing other people’s time

The management process in action

• Anticipating and thinking ahead
• Agreeing key priorities and projects with stakeholders and colleague managers
• Setting effective goals and involving the team in action planning
• Balancing the day to day work and these extra projects / new work
• Monitoring performance effectively
• Giving supportive guidance and feedback
• Reviewing performance against objectives and action plans, using Appraisal systems as appropriate.

Day two

Developing your management style

• Communicating the message with clarity and style
• Balancing the need for achieving the results, through involved, motivated colleagues
• When and how to “push” people
• When and how to “pull” people
• Getting the balance right between “push” and “pull” in coaching, appraisals, meetings etc
• Matching and adapting management style to the needs of each individual
• The advantages of style flexibility and the dangers of using only 1 style
• Recognising natural personal strengths and also “blind spots” and areas requiring improvement
• My style personality profile

Delegation and Motivation

• How effective delegation motivates people
• Using delegation to improve team and individuals’ productivity and morale
• How to delegate effectively
• Planning the task carefully, monitoring progress, providing regular, constructive feedback and guidance
• “Courageous conversations” – working with the disengaged colleague, and with the star performer
• Avoidable traps, practical tips for success
• The principal benefits of delegation, including improved time management and improved attitudes to change

Day three

Managing people and performance

• What motivates and what demotivates people
• Creating and maintaining the right atmosphere
• What research shows about effective motivation strategies, and when to use each approach
• Managing difficult people and situations
• Coaching for improved performance
• The performance management process

Leading the way

• What is leadership? How does it differ from management?
• The personal power or charisma of a leader
• How leaders communicate with vision, passion and impact
• What do leaders actually do?
• Getting the best out of each individual
• Leadership and change – helping the team to forge ahead, especially in turbulent times
• “Quiet leadership” – what the latest research shows us about successful modern leadership
• Balancing the strengths and capabilities of each individual within the team
• Leading the way in times of conflict and difficulty, confused priorities and moving goal posts
• Recognise natural leadership strengths and areas for development
• Leading by example – tips about positive behaviours and personal energy

Action Plans