Face to face / Online public schedule & onsite training. Restaurant lunch included at STL venues.
(145 reviews, see all 104,524 testimonials) |
From £495 List price £650
This thought-provoking (part one of two) intermediate manager training course has been designed for senior managers, those growing their teams, taking on increased responsibility or stepping up into a more senior role.
You will be introduced to, discuss and gain practical experience of a full range of key leadership and management skills and gain the confidence to achieve greater professional success and personal effectiveness.
Redefining Your Role
What is a Manager? What is a Leader?
Management/Leadership styles
Become responsible for your actions and behaviours
Self-Awareness
Personal SWOT – recognise your strengths and areas for development
Discover your personal values
Accountability & Responsibility
Teamwork
Benefits of building the team
Traits of high performing teams
Creating a Team Vision
Resilience
Understanding and exploring the important role of resilience in today's workplace
Key factors in building resilience
Increasing resilience and performance
Arguably, the most experienced and highest motivated trainers.
Training is held in our modern, comfortable, air-conditioned suites.
A hot lunch is provided at local restaurants near our venues:
Courses start at 9:30am.
Please aim to be with us for 9:15am.
Browse the sample menus and view joining information (how to get to our venues).
Available throughout the day:
Regular breaks throughout the day.
Contains unit objectives, exercises and space to write notes
Your questions answered on our support forum.
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STM Group PLC
Kirsten Wright,
Property Supervisor
Really useful and informative
Intermediate Manager Skills - Part One
STM Group PLC
Alexander Sligh,
Team Leader
Would like to do another like this again, as it helped my understanding or leadership.
Intermediate Manager Skills - Part One
Arsenal Football Club
Megan Savill,
Premium Account Executive
John has been a great course leader. His knowledge of each element was very insightful and delivered tailored to my experiences within my role currently, also providing guidance into my future progression.
Intermediate Manager Skills - Part One
Next date | Location | Price |
---|---|---|
Mon 8 Dec | Online | £495 |
Mon 22 Dec | Limehouse | £495 |
Thu 8 Jan | Online | £495 |
Wed 21 Jan | Bloomsbury | £495 |
Mon 9 Feb | Online | £495 |
Fri 20 Feb | Limehouse | £495 |
And 26 more dates...
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Excellent
FMB Oxford Ltd
Ray P
Introduction to Management
"I have found this training course an inspiration and I know it will be a real benefit to me in my working and personal life."
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Below are some extracts from our Intermediate Manager Skills - Part One manual.
Redefining Your Role
The difference between management and leadership
Are you a manager or a leader? Your answer to this question will ideally be both.
Let’s consider the different competencies required:
A Manager |
A Leader |
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The aim of a manager can be summarised as:Achieving results through other people
In order to achieve this, MODEL managers demonstrate the following behaviours:
Action Centred Leadership
John Adair proposes the following, much simpler,model for leadership:
We can see that the elements are interlinked, which means that efforts in any of the three aspects will impact the other two. We can then explore the manager’s responsibilities through each of these lenses:
Individual |
Task |
Team |
Understand Enable Provide feedback Develop Grow Encourage |
Set standards Define task Prioritise Monitor Control Report Review |
Create environment Resolve conflict Establish standards Encourage Keep focus Lead Build |
Situational Leadership
Situational leadership is the belief that the employees determine the leadership style of the manager. The maturity of the employees determines whether a leader is task-oriented or relationship-motivated.
There are four levels of development in the Hersey-Blanchard model, along with four corresponding leadership styles.
Development Levels
D1 = Low Competence, High Commitment
D2 = Low to some Competence and Low Commitment
D3 = Moderate to High Competence, and Variable Commitment
D4 = High Competence and High Commitment
Leadership Styles
S1 = Directing
S2 = Coaching
S3 = Supporting
S4 = Delegating
An employee in Development Stage 1 should be approached using Leadership Style 1, and as the employee progresses through the development stages the manager’s approach should change accordingly over time.
Directing Style
With this style, there is close supervision with the leader providing specific instructions on how the task should be completed. This style can be described as:
Coaching Style
The leader explains the required end result and asks the team member for their suggestions. They ask lots of questions and praise progress. The final decision on how to proceed with the task is still usually made by the leader.
Supporting Style
Here the leader listens and encourages self-reliant decision making and problem solving. The decision regarding how to tackle the task is usually a joint one – let’s decide together!
Delegating Style
With this style, the leader provides the resources and empowers the team member by allowing them to make decisions themselves and act autonomously. Over to you!
How Do Others See You?
The way we think we are perceived by those around us is irrelevant – it’s the impact your behaviour has on those around you that counts! The more self-aware you are, the better your interactions will be with those around you.
The Johari Window was developed by psychologists Joseph Luft and Harrington Ingham in 1955. It is a model which enables us to better understand our relationship with ourselves and others.
Arena
The information here is known to everyone – things you know about yourself that you have shared with others. The more you get to know someone, the more information will enter this box as you open up and share personal details, opinions, feelings etc. If you are going to build trusting relationships, then the more information here, the better!
Façade
These are the things we know about ourselves but others do not. As you get to know someone, you will tell them more about yourself, and the information will travel from this area into the Arena. You might know someone for 30 years, but even then they could reveal a hidden secret which will surprise you!
Unknown
Information about us that nobody knows – these could be for example hidden talents we possess which have not yet been discovered until we try something new. You sit down at a piano for the first time and find you have the natural ability to play it very well. Someone says ‘I didn’t know you could play the piano!’ to which you reply ‘neither did I!’ Clearly this information has now to moved to the Arena.
Blind Spot
In terms of your self-awareness, this is the main area for concern. These are the things that other people know or think about us, and we are unaware. People with low self-awareness have a lot of information contained in this area. Some people believe themselves to be assertive, but they try too hard, and everyone around them perceives them to be rude, aggressive and a bully. The only way to know how we are truly perceived by others is to ask for honest feedback! This will help you to move information from this area into the Arena, so you can improve your people skills and build better relationships.
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