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Intermediate Manager Training Courses - STL LondonIntermediate Management Skills – Part One

Manager Training Courses London and UK Wide

Face to face / Online public schedule & onsite training. Restaurant lunch included at STL venues.

This two part course can be taken over two consecutive days or separate days whichever is more to your convenience.

This course is an ideal follow on to any new manager training courses you may have already attended and is part of our manager training programs series.

Who is this course for?

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.

manager training programs

Objectives

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.

Benefits

By the end of part one of this course you will be able to

  • Gain a deeper understanding of your role and management style
  • Discover how to successfully coach your team to increase productivity and reduce staff turnover
  • Understand how building personal and team resilience can create sustainable performance by improving dynamics, efficiency, and strengthening relationships

Course Syllabus

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

"What do I get on the day?"

Arguably, the most experienced and highest motivated trainers.

Face-to-face training

lunch

Training is held in our modern, comfortable, air-conditioned suites.

Lunch, breaks and timing

A hot lunch is provided at local restaurants near our venues:

  • Bloomsbury
  • Limehouse

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).

Refreshments

Available throughout the day:

  • Hot beverages
  • Clean, filtered water
  • Biscuits

Online training

online training (virtual)

Regular breaks throughout the day.

Learning tools

in-course handbook

In-course handbook

Contains unit objectives, exercises and space to write notes

24 months access to trainers

Your questions answered on our support forum.

What to expect when training

Training Formats & Services

  • On a public schedule at one of our
    London training venues.
  • On-site at your company office UK wide
  • Near-site, at a location close to you
  • Tailored courses to your requirements
  • Productivity Training Programs
  • Consultancy
  • Bespoke one-to-one
  • Rollout
  • TNA
  • Upgrade
  • Case studies

STM Group PLC

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Kirsten Wright,
Property Supervisor

Really useful and informative

STM Group PLC

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Alexander Sligh,
Team Leader

Would like to do another like this again, as it helped my understanding or leadership.

Arsenal Football Club

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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.

More testimonials

Public schedule dates

Next date Location Price
Mon 8 DecOnline£495
Mon 22 DecLimehouse £495
Thu 8 JanOnline£495
Wed 21 JanBloomsbury £495
Mon 9 FebOnline£495
Fri 20 FebLimehouse £495

And 26 more dates...

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Training manual sample

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 

  • Thinks short term 

  • Plans how and when 

  • Looks at the bottom line 

  • Supervises 

  • Builds success through quality 

  • Sets standards of performance 

  • Has a longer term thinking process 

  • Asks what and why 

  • Looks to the horizon 

  • Inspires and influences 

  • Builds success through people 

  • Sets new standards 

 

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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