Ready to lead others
Aspiring Managers: the move into management.
A half day on the whole move into management: the first ninety days, identity and confidence, first conversations, communication, hiring and networks.
- Level
- Explore
- Learning time
- 5 hours 30 minutes
- Where
- Aspiring Managers
- 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 and newly appointed managers in public service
Overview
Ready to lead others is a half day exploration of the whole move into management, from the first ninety days to the wider reach of the role. It begins with what genuinely changes, using Katz's three skill model and Michael Watkins' transition framework, then turns to management identity, imposter syndrome and the first hard conversations of delegation and feedback. It moves on to everyday mechanics, communicating with Minto's Pyramid Principle, recruiting and onboarding with Bauer's Four C's, and Herminia Ibarra's work on networks. A capstone drawing on Julie Zhuo's story shows that this transition rewards deliberateness far more than instinct.
Aims
The aim is to prepare aspiring and newly appointed managers to lead others with intention, combining a clear sense of what the role asks, the confidence to act despite doubt, and a practical set of habits for conversations, communication, hiring and building relationships across the organisation.
In summary, you will be able to:
- Explain what changes when you become a manager and diagnose what your inherited team needs using Katz's skill model and Watkins' transition framework.
- Apply core practices of delegation, Situation, Behaviour, Impact feedback, Pyramid Principle communication and ninety day onboarding to real situations in your own team.
- Plan a first ninety days that builds credibility, a deliberate management brand and a wider professional network across your organisation.
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.
- Describe your current management brand in observable behaviours and choose one visible change to build the brand you want.
- Delegate work by describing the outcome, matching it to the person's readiness, and judging the result against the outcome rather than your own method.
- Read a management case actively by diagnosing the situation, finding the deliberate choice and tracing the outcome to the habit behind it.
- Structure a message using the Pyramid Principle, stating the answer first and supporting it with your two or three strongest reasons.
- Explain Ibarra's idea of outsight before insight and why confidence tends to follow new behaviour.
Built from 5 parts.
5 hours 30 minutes of learning.
- 01From doing to leadingWhat changes when you become a managerBitesize1 module
- 02Your first ninety daysNew manager transition, identity and confidenceBitesize2 modules
- 03The first conversationsDelegation and feedback for new managersBitesize2 modules
- 04Finding your voiceCommunication skills for new managersBitesize2 modules
- 05Building your first teamRecruiting, onboarding and building a networkBitesize2 modules
You have reached the top of this topic
- You are hereExplore, 5 hours 30 minutes, £129
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