Before the first promotion
The move into management and emotional intelligence.
Three hours on the move into management: what changes on day one, the first ninety days, shaping your management brand, and emotional intelligence through the ability, trait and competency models.
- Level
- Focus
- Learning time
- 3 hours
- Where
- Managing well
- Price
- £69
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Overview and Outcomes.
Who It's For
Experienced practitioners preparing for, or newly into, their first management role
Overview
Many good practitioners are promoted for their technical work, then find the new role asks for something quite different. Built from the Immerse Getting ready to lead, this Focus begins with the three things that change on day one, using Katz's three skill model and Julie Zhuo's account of her first year. It follows the first ninety days with Michael Watkins, from diagnosing the team you inherit to naming the change with former peers, and explores shaping your management brand on purpose, with a council case. It concludes with emotional intelligence, comparing the ability, trait and competency models, and Salovey and Mayer's four-branch model.
Aims
This Focus is built to help practitioners see a first management role as a new job rather than a bigger one, build early credibility through a simple thirty, sixty and ninety day plan, and start using emotion as information rather than interference.
In summary, you will be able to:
- Explain the three things that change on your first day as a manager, drawing on Katz's three skill model and Zhuo's first year.
- Plan a thirty, sixty and ninety day approach that diagnoses the team you inherit and addresses the change in relationships with former peers.
- Compare the ability, trait and competency models of emotional intelligence and use the four-branch model to treat emotion as information.
What you'll develop
Through this Focus course, you will build the ability to:
- Explain why becoming a manager is a change of job, and name the three things that change on day one.
- Diagnose whether the team you have inherited needs turning around, realigning or sustaining, and choose an early approach to match.
- Describe your current management brand in observable behaviours and choose one visible change to build the brand you want.
- Describe the three origins of emotional intelligence and distinguish the ability, trait and competency models by the question each one answers and how each is measured.
- Describe the four branches of Salovey and Mayer's ability model and explain why they form a hierarchy with perception at its base.
- Use Katz's three skill model to judge where your own development effort should go as a first line manager.
- Plan an honest conversation that names the change in your relationship with former peers.
- Explain imposter syndrome and separate the feeling of being a fraud from the facts of your own performance.
Built from 3 parts.
3 hours of learning.
- 01From doing to leadingWhat changes when you become a managerBitesize · Aspiring Managers1 module
- 02Your first ninety daysNew manager transition, identity and confidenceBitesize · Aspiring Managers2 modules
- 03Beyond the buzzwordEmotional intelligence: Salovey and Mayer modelBitesize · Emotional Intelligence2 modules