What takes you further
High Performing Manager Programme.
A flagship for established managers ready to step up: personal effectiveness at scale, managing upward and building high performing teams.
- Level
- Flagship
- Learning time
- 15 hours
- Where
- Managing well
- Price
- £459
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 middle managers
Overview
What takes you further is a flagship for established managers whose next step depends on leading differently, not working harder. It opens with Marshall Goldsmith's warning that what got you here will not get you there, then builds self-awareness through the Johari Window, Drucker's effectiveness at scale, and managing upward and sideways. The heart of the programme is getting the best from others: motivation from Herzberg to Pink, coaching with GROW, psychological safety, collective intelligence and McChrystal's team of teams. It also faces the harder side, from toxic behaviour and fair performance management to absence and capability, and ends with a tested personal and team resilience plan.
Aims
This programme aims to help established middle managers make the shift from capable manager to high performing leader of others: developing self-awareness and personal effectiveness, building teams where people speak up and perform, handling underperformance fairly and lawfully, and sustaining their own and their team's resilience.
In summary, you will be able to:
- Diagnose the habits, blind spots and working relationships that limit your effectiveness, and set out the shifts needed to lead at a larger scale.
- Use coaching, clear objectives, motivation research and psychological safety to raise performance, and handle underperformance, absence and toxic behaviour fairly and lawfully.
- Build a resilience and performance plan for yourself and your team that strengthens trust, shared leadership and coordination with the teams around you.
What you'll develop
Through the programme, 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.
- Apply Gabarro and Kotter's four steps to understand your manager's world and build an upward relationship based on mutual dependence.
- Apply Sutton's aftermath, target and pattern tests to distinguish toxic behaviour from honest challenge or an occasional bad day.
- Apply the five SMART tests to turn a vague goal into an objective a team can act on and review.
- Explain Gallwey's formula of performance as potential minus interference, and his Self 1 and Self 2.
- Identify Bion's basic assumptions of dependency, fight-flight and pairing when they appear in a group.
- Explain why individual resilience work is incomplete on its own and distinguish Magness's real toughness from the appearance of strength.
- Distinguish capability from conduct and explain why naming the reason first determines the right procedure.
Built from 13 parts.
15 hours 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
- 08The coaching conversationCoaching and mentoring basics and the GROW modelBitesize · Coaching and Mentoring3 modules
- 09Trust at the centreTrust and psychological safety in teamsBitesize · Team Development2 modules
- 10Beneath the surfaceTeam dynamics and the role of the team leaderBitesize · Team Development2 modules
- 11Where influence really comes fromInfluence, Persuasion and Negotiation: free tasterTaster · Influence, Persuasion and Negotiation1 module
- 12A plan for the long haulWorkplace wellbeing and team resilience plansBitesize · Resilience, Wellbeing and Adaptability2 modules
- 13When health and performance dipSickness absence, capability and performanceBitesize · People Management and Employment Law2 modules