Transition to management
The most difficult time for a manager is often within the first six months of being promoted into a management position. Taking that first step into management can be incredibly daunting – particularly when you’ve been promoted from within your own team.
The Harvard Business Review article ‘Becoming the Boss’ describes the struggles that new managers face as representing the norm, not the exception.
This practical and participative workshop explores those struggles and challenges and helps you to focus on the key criteria necessary for making a confident transition into management.
Objectives
- To gain clarity on the role and responsibilities of a manager
- To agree how to lead by example through your own behaviour
- To understand how to engage the team from the start and maintain an appropriate communication strategy
- To balance the needs of team, task and individual more efficiently
- To improve skills in delegation and feedback.
Workshop outline
Manager as role model: including ‘shadow of the leader’, sharing best practice, managing ‘social distance’, and the honeymoon period.
Engaging the team: separating myth from reality, building rapport and talking their language, establishing formal and informal channels of communication, and balancing the drivers of team, task and individual.
Managing performance: setting standards of behaviour and performance, effective delegation – and common pitfalls, delivering constructive feedback, and ‘monkey management’.
Review and action planning.
Who should attend?
This course is ideal for newly-appointed or soon-to-be-appointed team leaders and managers.
HQN has a track record of helping organisations achieve real and lasting performance improvements. If you are interested in accessing this training package please contact us by emailing training@hqnetwork.co.uk
