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London and UK wide
Face to face public schedule & onsite training now available. Lunch currently unavailable.
Who is this course for?
This practical course is for people who would like to work more effectively with their own manager as well as build constructive working relationships with more senior colleagues such as Executive teams and Board members.
This course is a part of our range of organisational training London courses.
BenefitsUsing a blend of assertiveness techniques and management strategies this course focuses on setting boundaries, managing priorities and establishing clear channels of communication. At the end of the course delegates will be empowered to take a more active part in their relationships with senior management.
Where do I stand?
What works and what needs to change?
Roles and responsibilities
Understanding each other's priorities
Giving and receiving feedback
Tools and techniques
Clarify, challenge and direct
Goal and objective setting
Managing conflicting priorities
Delivering bad news and tough messages
Taking things forward
Prices & Dates
What you get
"What do I get on the day?"
Training is held in our modern, comfortable, air-conditioned suites.
Lunch is provided at a local restaurant or pub. Browse the sample menus:
Breaks and timing
Courses start at 9:30am.
Please aim to be with us for 9:15am.
Joining information (how to get to our venues)
Available throughout the day:
- Hot beverages
- Clean, filtered water
Training formats & Services
BNP Paribas Group
All was very good , so no improvements required
For the first half we had a second trainer that (Simon). Him being here with Andrew helped the dynamic of the room and encouraged further dialog and ideas.
British Business Bank
This was a well paced and thoughtfully delivered course that allowed for relevant digression and demonstrated the trainers broad knowledge base in and around the subject.
You might be looking for 2days short management courses in london bridge for the month of january. We can help with all of your personal development needs all year around, just pick up the phone and give us a call or book now via the links provided above.
These are the first steps to becoming a more competent management professional. The ROI will pay dividends fivefold.
Learning & Development Resources
Training manual sample
Below are some extracts from our Managing Upwards manual.
Where do I stand?
To change, we need to know where to start. We need to decide what works and what needs to change.
Use the table below to list up to five situations or “hotspots” that could be improved in your working relationship with Management. During the training, we will return to this page and complete the remaining columns.
More of/Less of/Keep the Same
The experience of giving and receiving feedback can be challenging. A simple model that reduces the risk of defensiveness and opens the opportunity for discussion and agreement is to ask for or to provide what we would like:
1) More of
2) Less of
3) To Keep the Same
Getting agreement up front about how we will work together makes the work much easier to carry out, and makes feedback particularly effective.
Try phrases that begin “Would it be OK…” or “If it’s OK with you…” or “Can we…“ followed by “Is that OK?” This enables you to form a simple contract that sets out how you will work together. Agreements can be in writing, but a simple verbal expression of what is required followed by “is that OK?” will also work.
“If it’s okay with you I’d like to use 'More of / Less of / Keep the same' when asking for or providing feedback. You can do the same in return.”
Are there areas with your manager that would benefit from a contract that makes it clear how you will work together? Use the table below to list potential areas for agreement and potential wording for your contracting phrase or request:
Roles and Responsibilities
All parties in the Management relationship share responsibility for making it work. It can feel difficult or daunting to take an active role in building the relationship where hierarchical authority seems to dictate that “they” should make things better because “they” are the boss.
One approach to levelling out the power in a relationship with Management is to reflect on all the sources of Power that we bring to the table.
In Self-Leadership and the One Minute Manager, Ken Blanchard, Susan Fowler and Laurence Hawkins propose the following simple model to describe a more rounded view of the Power we can employ when working with our manager.
To work together, it is essential to understand each other’s priorities. In establishing what is important in your working relationship with your manager, you may want to explore some of the following areas:
What is your organisation's purpose?
- What is the mission and vision of your organisation?
- Does it make sense to you?
- Is it clear how it impacts on your part of the organisation?
- Could you apply or adapt this for your team, your manager, you?
How are you both measured?
- What measures are used?
- Who does the measuring?
- Who sees and evaluates the results?
- How frequently does this happen?
How else can you discover their priorities?
- Ask them directly?
- Listen to the language they use, look for themes
- Notice for hotspots or triggering situations
- Watch out for both positives and negatives
Delivering Bad News
It can be very difficult to deliver bad news or tough messages. But considering the other person’s preferred style of interacting makes tackling this delivery much simpler.
Have you got a minute?
Would appreciate a chat about something...
Time for a brainstorm Team!
Let's get together and come up with a solution to this problem
Here is some bad news.
I have included a summary of effects and highlighted three possible solutions
We have an intriguing challenge that we have not been able to solve yet
There is no one way to deal with delivering bad news, but below are some ideas to think about when approaching a difficult situation:
Must there be “no surprises”?
Should we alert them ASAP or take time to assess first?
Would they like solutions or the opportunity to solve the problem?
How much leeway do we have to decide for ourselves and take action without checking with our manager?
Is there a culture of blaming people or are errors seen as opportunities? If a mistake is discovered how would they like it addressed?