Is management for me?
Becoming a manager and emotional intelligence.
A half day on whether management is for you: what changes in the role, the first ninety days, management identity and imposter feelings, and emotional intelligence from its origins to practice.
- Level
- Explore
- Learning time
- 4 hours 30 minutes
- Where
- Managing well
- Price
- £129
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
Aspiring managers and experienced practitioners considering their first management role
Overview
The step into management is far easier to make well when it has been thought through first. This half day, the first half of the Immerse Getting ready to lead, begins with what changes, using Katz's three skill model and Julie Zhuo's first year, then looks at the first ninety days through Michael Watkins and at building a management identity, treating imposter syndrome as common, with a council case. It traces emotional intelligence to Salovey and Mayer, Bar-On and Goleman, and the four-branch model of perceiving, using, understanding and managing emotion, before closing with Ekman and Feldman Barrett, Intentional Change Theory and Susan David's emotional agility.
Aims
This course sets out to help people considering management make an informed choice about whether it is right for them, and if it is, to arrive prepared: with a plan for their first ninety days and a more accurate reading of emotion, their own and other people's.
In summary, you will be able to:
- Assess whether management is right for you by examining what changes in the role, using Katz's three skill model and Zhuo's account of a first year.
- Plan your first ninety days with Watkins' transition framework and treat imposter feelings as a common part of building a management identity.
- Use the four-branch model and emotional agility to read emotion more accurately in yourself and others.
What you'll develop
Across this Explore, you will develop 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.
- Compare Ekman's classical theory of emotion with Barrett's theory of constructed emotion and identify where they genuinely disagree and where they agree.
- Describe the four internal competencies in Boyatzis and Goleman's model and Susan David's four skills of emotional agility.
- Use Katz's three skill model to judge where your own development effort should go as a first line manager.
Built from 7 modules.
4 hours 30 minutes of learning.
- 01Foundations: What Changes When You Become a ManagerAspiring Managers37 min
- 02The First Ninety Days: Navigating the TransitionAspiring Managers37 min
- 03Building Your Management Identity: Identity and ConfidenceAspiring Managers37 min
- 04Foundations: What Emotional Intelligence Actually IsEmotional Intelligence36 min
- 05The Four-Branch Model: Salovey and Mayer's Original TheoryEmotional Intelligence37 min
- 06What Is an Emotion? Two Competing TheoriesEmotional Intelligence39 min
- 07Self-Awareness and Self-Management in PracticeEmotional Intelligence39 min