Stepping up
New Manager Essentials.
A practical first day for anyone stepping into management: what changes, the conversations that matter, and the people management basics that keep you and your team safe.
- Level
- Immerse
- Learning time
- 9 hours
- 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
First-line and newly appointed managers
Overview
The step into management is a new job, not more of the old one. Stepping up is a practical first day for people making that move. It uses Katz's three skill model and Michael Watkins' transition framework to make sense of what changes and how to use the first ninety days well, then turns to identity, confidence and imposter feelings. The core conversations follow: delegating, feedback using Situation, Behaviour, Impact, Radical Candor and the coaching habit. Emotional intelligence supports self-management, and the people management basics of absence, performance, conduct and grievances under the Acas Code sit alongside team purpose, roles and charters.
Aims
The aim is to help new and newly appointed managers start well: clear about what the role now asks of them, confident in the conversations they are tempted to avoid, and secure in the people management basics that keep them, their team and the organisation safe. It builds steady habits that set expectations from the first week.
In summary, you will be able to:
- Explain how the job changes when you become a manager and plan your first ninety days with a clear sense of your management identity.
- Hold the core conversations of management, including delegating, giving feedback and coaching, with structure, honesty and respect.
- Apply the essentials of fair people management on absence, performance, conduct and grievances while setting clear purpose and roles for your team.
What you'll develop
By the end of this Immerse, you will be able to:
- Explain why becoming a manager is a change of job, and name the three things that change on day one.
- Describe your current management brand in observable behaviours and choose one visible change to build the brand you want.
- Run a first team meeting that listens more than it tells, with clear preparation before and visible follow up after.
- Describe the four internal competencies in Boyatzis and Goleman's model and Susan David's four skills of emotional agility.
- Give specific, caring and direct feedback using Situation, Behaviour, Impact and Radical Candor, and explain why the feedback sandwich undermines both criticism and praise.
- Distinguish capability from conduct and explain why naming the reason first determines the right procedure.
- Plan the handling of a grievance in line with the Acas Code, from early listening to a reasoned decision and appeal.
- Describe Belbin's nine team roles and explain why they suit conversation rather than selection.
Built from 8 parts.
9 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
- 03The first conversationsDelegation and feedback for new managersBitesize · Aspiring Managers2 modules
- 04Know yourself, steady yourselfEmotions, self-awareness and self-managementBitesize · Emotional Intelligence2 modules
- 05The conversations that countFeedback, coaching and conflict for managersBitesize · Management1 module
- 06When health and performance dipSickness absence, capability and performanceBitesize · People Management and Employment Law2 modules
- 07Handling it fairlyAcas Code: discipline, grievances and bullyingBitesize · People Management and Employment Law2 modules
- 08Clear purpose, right peopleTeam charters, goals, roles and compositionBitesize · Team Development2 modules