Face to face / Online public schedule & onsite training. Restaurant lunch included at STL venues.
From £495 List price £650
The workshop is for all those who are in a management role but have little or no formal training and support. It aims to firm up the management foundation and provide the additional management skills they will need to help them to delegate and manage their team.
This course has been designed for managers with some experience of being in a management role with little or no formal training.
Newly appointed managers or those wanting to learn more about managing with no current experience should review the Introduction to Management course
What do people look for in a manager?
Leadership as a learned behaviour
Types and styles of leadership
Forming and Developing Your Teams
Encouraging responsibility: Let them own and manage the work
Management does not mean managing everything
Team Members, their behaviours and motivations
Team stages
Developing a High Performing Team
Looking at Situational Leadership
Situational Leadership Model
How do you communicate through the hierarchical layers?
Applying the Model in various situations
The Disciplinary Process
General Rules
Gross Misconduct
Investigating a Complaints
Disciplinary procedures
Observing/Monitoring
Appraisals and Giving Feedback
Scenarios to elicit ways of giving feedback
BOOST and EECC Models
Coping with Criticism
Influencing Relationships Positively
Setting up the Six Step process for Coaching
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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Nuclera
Martin Fox,
Senior Synthetic Chemist, Group Leader
Putting people in the same physical room in different virual room for the group breakout sessions is difficult. You might suggest that one of the people leaves and goes somewhere else for the breakout sessions
First-Line Management Development
Rho Motion
Shan Tomouk,
Senior Research Analyst
Very good, a good mix of practical thinking and theory.
First-Line Management Development
Legendre UK
Martin Peyre,
Site Manager
The scenarios are very useful to know how to manage and how to speak
First-Line Management Development
| Next date | Location | Price |
|---|---|---|
| Fri 16 Oct | Limehouse | £495 |
| Wed 4 Nov | Online | £495 |
| Mon 16 Nov | Bloomsbury | £495 |
| Fri 4 Dec | Online | £495 |
| Wed 16 Dec | Limehouse | £495 |
| Mon 4 Jan | Online | £495 |
And 23 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."
Tutorials and discussions on MS Office
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Below are some extracts from our First-Line Management Development manual.
Meet business goals, vision, and objectives
Growth and success of the company
Identify problems and come up with solutions
The performance of team members
Hire, train, and develop employees
Supporting
Coaching
Delegating
Directing
Unconscious Competence
What you know has become “second nature”
Conscious Competence
You are aware of what you know
Conscious Incompetence
You recognise there is something you do not know
Unconscious Incompetence
You don’t know what you don’t know
Listening
Giving people your time
Empathy
Trust
Accepting differences
Showing appreciation
Going out of your way to help
Stepping in without being asked
Integrity - do what you say
Loyalty
Honesty
Know when to dial it back
Building Rapport
YOU
Connection
OTHERS
Career
Socialise
Family
Travel
Hobbies
Entertainment
Spirituality
Exercise
Who
What
Where
When
Why
How
Don’t interrupt the other person
Put your thoughts or biases aside when listening
Reflect back some of the key words the person uses
Try to listen to not only the words but also the tone of voice and emotions of the other person
If necessary, read between the lines to understand more deeply what is important to the other person
The Funnel Effect
Open Questions
Probing Questions
Closed Questions
Adapting to Communication Styles
Aspects of good Feedback
Situation
Behaviour
Impact
1. Identify the task
2. Choose who to delegate the task to
3. Confirm level of interest
4. Clearly define the task
5. Clarify level of responsibility, authority, and accountability
6. Establish timeframes and completion date
7. Express confidence
8. Monitor progress and give feedback
9. Give credit
10. Review/Thank
1. Information
Do they know and understand the result required?
2. Motivation
Are they motivated to produce the results you have agreed?
3. Resources
Do they have the resources to get the results expected?
4. Competence
Do they have the skills and ability to perform the task?
TrustScore
4.9
/ 5
2488 reviews
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