The people side of managing
Coaching, trust, influence and team wellbeing.
A day on the people side of managing: coaching and the GROW model, trust and psychological safety, hidden team dynamics, influence, resilience, and handling absence and performance fairly.
- Level
- Immerse
- Learning time
- 8 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
Managers and team leaders in councils, housing, health and the voluntary sector
Overview
The second part of the flagship What takes you further starts from a simple premise: results rest on relationships. It begins with coaching, from Passmore and Clutterbuck's definitions through contracting, presence and trust to Whitmore's GROW and its successors. It then explores trust, psychological safety and closed-loop communication, hidden team dynamics through Bion and Isabel Menzies Lyth, with Liverpool City Council's recovery, and the leader as designer, coach and member. Influence follows, from French and Raven to Mandela and de Klerk, with resilience planning. It closes on absence and capability, including the Griffiths case and East Lindsey District Council versus Daubney, and fair performance management under the Acas Code.
Aims
The aim is to develop managers who build the relationships their results depend on: coaching in the moment, creating the trust that lets people speak up, noticing the quiet ways teams go wrong, using influence ethically, and handling absence and underperformance with support first and sanction last.
In summary, you will be able to:
- Use contracting and the GROW model to hold short, purposeful coaching conversations that build trust and leave responsibility with the person being coached.
- Diagnose hidden team dynamics and gaps in psychological safety, drawing on Bion, Menzies Lyth and the Liverpool City Council recovery.
- Apply the Acas Code and lessons from the Griffiths and Daubney cases to manage absence, capability and underperformance fairly, offering support before sanction.
What you'll develop
By the end of this Immerse, you will be able to:
- Distinguish training, coaching, mentoring and counselling, and identify which conversation you are in.
- Explain Gallwey's formula of performance as potential minus interference, and his Self 1 and Self 2.
- Explain Edmondson's definition of psychological safety and use the standards and safety matrix to place your team.
- Identify Bion's basic assumptions of dependency, fight-flight and pairing when they appear in a group.
- Use the functional team leadership model to identify which leadership functions your team is missing.
- Explain why individual resilience work is incomplete on its own and distinguish Magness's real toughness from the appearance of strength.
- Assess your own resilience across the six areas and identify your largest gap, testing your score with someone who will be honest with you.
- Distinguish capability from conduct and explain why naming the reason first determines the right procedure.
Built from 6 parts.
8 hours of learning.
- 01The coaching conversationCoaching and mentoring basics and the GROW modelBitesize · Coaching and Mentoring3 modules
- 02Trust at the centreTrust and psychological safety in teamsBitesize · Team Development2 modules
- 03Beneath the surfaceTeam dynamics and the role of the team leaderBitesize · Team Development2 modules
- 04Where influence really comes fromPower, authority and influence at workBitesize · Influence, Persuasion and Negotiation1 module
- 05A plan for the long haulWorkplace wellbeing and team resilience plansBitesize · Resilience, Wellbeing and Adaptability2 modules
- 06When health and performance dipSickness absence, capability and performanceBitesize · People Management and Employment Law2 modules