Transition to Management


Transition to Management

The first line manager role is unique in organisations as this person is the one level who manages non-managers. This brings its own set of hurdles to overcome, and for people new to managing others there is a lot to learn.

Dates 15 Aug 2017 - 16 Aug 2017 - This event is in the past.
Opening times 09:30-17:00
Venue Eagle Labs, 7-8 Clifton Court, Cherry Hinton Road, CB1 7BN
Organiser name Sarah L Gleadell
Telephone
01223 760108
Email
Availability 12 places available.

Event details:

Transition to Management

Outcomes

This programme will help new managers learn about:

  • how their job changes the friendship and management relationship
  • the key challenges ahead so they can avoid early mistakes
  • how not to do it all themselves and delegate things to help
  • managing workloads and deadlines, especially customer demands
  • dealing  with the early stages of people problems and conflict
  • developing their team through coaching and team work
  • running team briefings
  • giving 1-2-1 reviews and coaching feedback
  • managing  the day-to-day priorities of their team whilst managing their own day job>
  • developing a ‘tool-kit’ of techniques and skills which they can use to cope with issues they will face as they grow into their new job

Overall  being a  new manager can be  tough and a practical toolkit of best practice do’s and don’ts will really help you  avoid mistakes and feel more equipped to cope in the early days.

Who should attend

  • Team leaders, supervisors and project managers with up to one years experience in their new role
  • High potentials who look to be  promoted in  the next 6 months
  • Technical and project leads who would like to ‘up skill’ on their management techniques
  • Programme Overview

    Day one

    • Kicking  off - the early days
      • Being a manager – what it means
      • Coping with  the changes ahead
      • Typical challenges to deal with
      • Creating good  habits and routines early
    • Getting things done
      • Managing and doing your own work together
      • Keeping  focused on what you want to achieve
      • Target and objective setting
      • Giving work to others – the art of delegation
      • Building in time to do value added things

    Day two

    • Developing my people
      • Coaching around the task to support others
      • Using key motivators to create followers
      • Dealing with  people problems early
      • Giving difficult feedback
    • Developing  my team
      • Building trust and respect in the team
        • Spreading the workload
        • Growing the team through briefings and working together
        • Working with remote workers
        • Action Planning and gaps to develop
Cambridge Network's Learning Collaboration

Cambridge Network's Learning Collaboration works on behalf of local employers to organise training and management development for their staff. Set up by the Network in conjunction with local HR Directors, our aim is to provide all Cambridge Network members and organisations with improved access to high quality, shared training courses at value-for-money prices.

Cambridge Network's Learning Collaboration directory information