Managing at your best
Self-awareness, effectiveness, coaching and high-performing teams.
A day on managing at your best: shedding habits that hold you back, self-awareness, personal effectiveness, managing upward, coaching, high-performing teams, delegation and motivation.
- Level
- Immerse
- Learning time
- 7 hours 30 minutes
- Where
- Managing well
- Price
- £249
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
Established managers and team leaders in councils, health, housing and the voluntary sector
Overview
Drawn from the flagship What takes you further, this day is for established managers whose impact now depends on others. It opens with Marshall Goldsmith's What Got You Here Won't Get You There and self-awareness through the Johari Window and Conscious Competence, then builds personal effectiveness with Drucker's The Effective Executive and Charan and Bossidy's Execution, and managing upward and sideways through Gabarro and Kotter. Coaching, engagement and underperformance lead into a capstone on Alan Mulally at Ford and Anne Mulcahy at Xerox. The day then examines Robert Sutton on toxic behaviour, Adobe's Check-In, McChrystal's Team of Teams, objectives and delegation, and motivation from Herzberg and Vroom to Daniel Pink.
Aims
This programme aims to help established managers work differently rather than harder: knowing their blind spots, spending time on what matters, influencing upward and across, and building a team that performs well under pressure through clear objectives, fair performance management, real delegation and an honest understanding of what motivates people.
In summary, you will be able to:
- Explain why the habits that earned your promotion can limit your impact, and identify your own blind spots using the Johari Window and Conscious Competence.
- Apply Drucker's practices, coaching conversations and Gabarro and Kotter's approach to managing upward so your time and influence go where they matter most.
- Design objectives, delegation and a performance management rhythm that draw on Team of Teams and motivation research to help your team perform under pressure.
What you'll develop
By the end of this Immerse, you will be able to:
- Explain why habits that earned your promotion, such as winning too much and adding too much value, can limit you once your impact depends on others.
- Use Honey and Mumford's four learning styles to choose development that sticks for you and to coach each team member in the way they learn.
- Apply Gabarro and Kotter's four steps to understand your manager's world and build an upward relationship based on mutual dependence.
- Choose between directing, coaching and mentoring in the moment, using signals such as the stakes, what the person already knows and whether the issue will recur.
- Apply Sutton's aftermath, target and pattern tests to distinguish toxic behaviour from honest challenge or an occasional bad day.
- Explain the four flaws of the traditional annual review and forced ranking: timing, memory, the curve and cost.
- Apply the five SMART tests to turn a vague goal into an objective a team can act on and review.
- Explain how Maslow, Herzberg and Vroom each identify a different mechanism behind motivation, and use them to diagnose a specific motivation problem.
Built from 7 parts.
7 hours 30 minutes of learning.
- 01What got you hereSelf-awareness and learning for senior managersBitesize · High Performing Managers2 modules
- 02Effective at every levelDrucker's effective executive and managing upBitesize · High Performing Managers2 modules
- 03Bringing out the best in othersCoaching, engagement and underperformanceBitesize · High Performing Managers2 modules
- 04The cost of getting it wrongToxic behaviour and performance managementBitesize · High Performing Managers2 modules
- 05Teams that go furtherHigh-performing teams: beyond TuckmanBitesize · High Performing Managers1 module
- 06Clear aims, shared loadObjectives, priorities and delegationBitesize · Management1 module
- 07Bringing out the best in peopleMotivation and employee engagementBitesize · Management1 module