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EmailNewly Appointed Managers: Realities and Resources
- Traditional Classroom: 2-day
- Virtual Instructor-led: Four 3-hour sessions
New managers face distinct challenges: “On Friday you’re promoted, and on Monday you’re a new manager!” The transition from individual contributor to new manager often happens quickly and may not include training or additional support. Some new managers are moving from peer to manager, which brings its own challenges. Existing managers must continually develop core skills in order to achieve business goals, but may not be provided with training opportunities. This course covers what every new manager needs to know and what existing managers can learn as a means of adding to their skills set. This interactive program includes lively discussion, skill-building exercises, and a comprehensive resource handbook designed for ongoing support. The goal is for participants to walk away with increased confidence, knowledge, and skills to face the realities of managing in today’s environment.
Target Audience
Newly appointed managers seeking a foundation for their development, and existing managers who want a refresher as a means of continuing their professional growth.
Learning Objectives
- Gain a full grasp of your role as manager and your own management style.
- Work successfully with different personality styles.
- Develop techniques and tools to communicate effectively with people at all levels of the organization.
- Develop the confidence needed to move from peer to manager.
- Create an action plan for transferring the learning from this classroom to the real world of managing people.
Key Takeaways
- The core responsibilities of management
- Delegate work strategically
- Manage different personality styles and use those differences to maximize individual and team performance
- Communicate effectively: speak assertively, listen actively, ask powerful questions
- Make a successful transition into your new role, whether new to the group or promoted from within your peer group
- Lead and manage people through the performance management cycle: develop performance objectives, monitor and evaluate performance, provide feedback, facilitate the performance review
- Create an environment in which people are inspired to do their best work
Course Outline
Welcome/Overview
- Introductions and Ice-Breaker
- Course Overview, Objectives, Agenda
The Manager’s Job
- Core Management Responsibilities
- Meeting Task, Team, Individual, and Self Needs
- Methods and Tools to Delegate Work to Others
- Model to Gauge Effectiveness as a Manager
- Assessing Your Personality Style
- Identifying and Leveraging Different Personality Styles
Understanding Personality Styles
- Assessing Your Personality Style
- Identifying and Leveraging Different Personality Styles
Communicating Effectively
- Communicating Assertively
- Listening Actively for Understanding
- Asking Powerful Questions
Making the Transition to Manager
- Defining Roles
- Setting Expectations
- Managing Former Peers
Managing Performance
- Planning: Define and measure performance outcomes; develop goals and strategies
- Coaching: Provide support; evaluate performance; diagnose and correct sub-par performance; provide effective feedback (positive and constructive)
- Appraisal: Prepare for and facilitate a successful performance review
- Improvements: Identify what changes should be made to outcomes, goals, support, and the appraisal process
Motivating and Retaining Good People
- Motivation Assessment
- Seven Motivational Drivers
- Assess Your Team’s Motivational Drivers
- Strategies and Tools to Motivate and Retain Good People
Understanding Personality Styles
MDP101 Course Code
For more information on this topic, as well as how Corporate Education Group can help power your organization’s performance, contact us via email or call 1.800.288.7246 (US only) or +1.978.649.8200. You can also use our Information Request Form!
