Course Highlights

This management skills course will:

  • Outline a manager’s responsibilities.
  • Provide a self-assessment to measure participants’ ability to model desired behaviors successfully.
  • Highlight the importance of being flexible and identify areas where managers most often must stretch.
  • Introduce a delegation model.
  • Provide three frameworks for giving feedback.

Course Overview

For people who have been out of a management role for a while, those new to the task, or anyone who is managing but has never had formal training, it can be difficult to tackle the responsibility of guiding others successfully.  This workshop is designed specifically for those audiences. 

The program reviews the essential skills good managers share and several frameworks for developing people, delegating, and providing feedback.

This workshop also offers several suggestions to help managers balance their work and managerial responsibilities.

Program Objectives

At this program’s conclusion, participants should be able to:

  • Explain the MANAGER framework for determining management activities.
  • Discuss the importance of modeling and its impact on a manager’s credibility and ability to build trust.
  • Pinpoint behavior modeling opportunities.
  • Identify why, how, and where managers may need to adapt their leadership, communication, and decision making.
  • Explain the importance of growing employees.
  • Apply the GROWTH model to guide employee development.
  • Identify the basic information any delegation conversation should include.
  • Select an appropriate delegation level.
  • Avoid micromanaging tendencies.
  • Use Quick Appreciation, LLC feedback, and the CARE framework to give feedback.
  • Discuss best practices for giving informal and formal feedback.
  • Describe seven time management strategies for finding time to manage effectively and avoiding burnout.

The following outline highlights some of the course’s key learning points. As part of your training program, we will modify content as needed to meet your business objectives. Upon request, we will provide you with a copy of the participant materials prior to the session(s).

Workshop Outline

Manager: Understanding Obligations

This workshop starts with a discussion about the manager’s role and the characteristics good managers share. The segment introduces the MANAGER framework for keeping track of the manager’s responsibilities. We will then explore each element of the model in the subsequent course modules.

Modeling Behavior: Walk the Talk

Managers who model great behavior build trust and credibility with their direct reports. Furthermore, great modeling is contagious. The more of it people see, the more likely they are to emulate it. This part of the course explores modeling and offers a self-assessment so participants can pinpoint their strengths and opportunities.

Adapting Skills: Bend Me Shape Me

From changing leadership and communication styles to modifying the way they make decisions, strong managers know when to pivot. This program segment explores the fundamentals of how and when to adapt.

Nurturing Growth: Encouraging Engagement, Retention, and Performance

Managers who invest in their people’s development can realize great returns: higher retention, better performance, higher engagement, greater innovation, and improved succession planning. This part of the course introduces the GROWTH model for helping employees set goals and supporting them in reaching those targets.

Assigning Tasks: The Basics of Delegation

Delegation is an essential skill for any manager. This part of the workshop introduces the minimum information any delegation conversation should convey, levels of delegation, and criteria for determining at what level to assign tasks. Following that conversation, participants will consider several scenarios and determine which level is most appropriate. Next, we will discuss the danger of micromanagement and how to recognize and prevent micromanagement tendencies.

Coaching and Feedback: How It’s Going

Many managers struggle with feedback because they haven’t learned how to give it. This course segment introduces three methods for delivering feedback – from praise to coaching to correction. After learning the models, participants will have an opportunity to apply each to various case studies.

Evaluating Performance: Informal and Formal Assessments

Building on the conversation skills learned in the previous module, this part of the program looks at best practices for delivering regular informal and formal performance feedback.

Reserving Time: Getting It All Done

Rare is the manager whose sole function is to manage. Most managers these days have their work in addition to supervising others. This final segment explores seven ideas for staying on top of management tasks.

By the end of this management training course, participants should understand the manager’s role and the tasks associated with managing successfully. Furthermore, they should be able to apply tools for delegating, giving feedback, and developing people.