Essential Management Skills
Duration:
3 Days – with a month in between each one
Benefit:
This workshop will equip line managers with the essential skills and knowledge to
transition to and perform in their role. Homework and reflection tasks will be set inbetween each workshop to enable the newly acquired skills to embed, with time
allocated at the start of each session to review, clarify, develop plans and provide
feedback.
Objectives:
On completion of this course, attendees will be able to confidently perform as a
manager, set objectives, manage performance, prioritise work, develop their people
and delegate effectively.
Level:
Basic – Intermediate. This course is designed for those newly appointed to a
management role who wish manage individuals effectively or those who have been
in their role for a short time and wish to build upon their skills.
Day 1
Managing Performance
-
Definition of Management
performance management
-
The impact good managers have
-
The differences between management and
-
purpose statement for the team
The mind- set transition required from
-
employee to manager
their goals. The importance of the ‘golden
The 4 areas of management responsibility:
thread’ approach to goal cascading. How
Planning, organising, controlling and
to write effective goals and how to track
motivating
-
them.
The management duties that are included
-
in each area
-
The 3 perspectives a manager needs to
have: individual, task and team
-
Job and behavioural expectations: How to
write and communicate the rules of
What success looks like in each of these
engagement for the team. The importance
areas and self-assessment of current focus
-
Goals and targets: Why goals are important
and why so many people fail to achieve
The Key Responsibilities and Tasks
-
Mission: Who we are and what we do,
Creating a compelling and aligning
leadership
-
Introduction to the 5 point star model of
of clarity in roles and responsibilities
-
Performance Feedback: What is feedback
and the reasons behind our response to it.
Task prioritisation – deciding which tasks to
Feedback tools, Action Impact Do, SOAC
focus on
and the ABC model
-
Differentiating team members: Situational
leadership based on the skill/will matrix.
Setting and reviewing appropriate authority
levels
Spectrum House
Dunstable Road
enquiries@trainingu.co.uk
Redbourn
St Albans
www.trainingu.co.uk
Hertfordshire
AL3 7PR
01582 620326
Day 2
Day 3
Review of action plans and progress to date
Review of action plans and progress to date
High Performing teams – the team stages
Developing your team
-
The benefits to you in developing your team
-
The Drexler- Sibbet team stage model
-
The key Learning methods – both formal
-
How to assess where the obstacles are for
your team and how to move them onto the
and informal
-
next stage
How people learn – how to ensure that
Effective communication with individual
team members
learning is embedded
-
Creating robust and engaging personal
development plans – the necessary stages
-
-
of your team to help structure more
The Grow coaching model – how to coach
effective communication with them
effectively
-
Mapping the Communication styles of each
Delegation: the art of empowerment. Why
managers find it so difficult and how to do it
effectively
Spectrum House
Dunstable Road
enquiries@trainingu.co.uk
Redbourn
St Albans
www.trainingu.co.uk
Hertfordshire
AL3 7PR
01582 620326