The New Manager

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3 Days $0

Most people get promoted to the position of People Manager based on their technical expertise but managing people calls upon a completely different set of skills. Because of this, surviving as a new manager can be difficult. 40% of managers new to a role don’t survive in the role beyond 18 months*.

At best a novice manager without training can just be ineffectual; at worst, they can create detrimental precedents that are hard to manage out of staff. They can also create conflict and demotivation.

The New Manager Course is designed to give you the foundation skills and practical techniques necessary to assert yourself in your position, win over your direct reports and get the best from them.

The program is structured to help an individual gain self awareness and understand how their approach impacts others and what to do about it. The third day is specifically spent on conflict resolution; an important skill set in a manager’s toolbox.

*Ed Holton, Ph.D., author of the Ultimate New Employee Survival Guide

  • Dealing with Promotion from within a Team
  • Managing a Brand New Team
  • Managing an Established Team
  • Survival Tips for a New Manager
  • Ask the Right Questions
  • Go to Gemba
  • Keep Learning!
  • Criteria for Success
  • Spotting Opportunities for Improvement
  • Setting Expectations Verbally
  • Documenting Expectations
  • Setting Goals
  • Understanding Cascading Goals
  • Creating SMART Goals
  • Helping Others Set Goals
  • The 80/20 Rule
  • Prioritising with the Urgent-Important Matrix
  • Using a Productivity Journal
  • General Principles
  • The Dictatorial Approach
  • The Apple-Picking Approach
  • The Collaborative Approach
  • Three Degrees of Delegation
  • First Degree: Complete
  • Second Degree: Partial
  • Third Degree: Complete
  • Implementing Delegation
  • When to Delegate
  • Who Should I Delegate to?
  • Providing Instructions
  • Monitoring the Results
  • Delegation Dilemmas
  • Characteristics of Good Feedback
  • Tools for Delivering Feedback
  • Informal Feedback
  • Formal Feedback
  • Tuckman and Jensen’s Four-Phase Model
  • Different Types of Teams
  • Traditional Teams
  • What are Self-Directed Teams
  • Virtual Teams
  • Characteristics of the Stage Forming
  • A Leader's Role for Forming
  • Team Development – Storming
  • Characteristics of the Stage Storming
  • A Leader's Role for Storming
  • Team Development – Norming
  • Characteristics of the Stage Norming
  • A Leader's Role for Norming
  • Team Development – Performing
  • Characteristics of the Stage Performing
  • A Leader's Role for Performing
  • Pro’s and Con’s
  • Open your eyes it’s not that bad?
  • Location
  • Team Meetings
  • The Time and Place
  • The 50-Minute Meeting
  • Do’s
  • Don’ts
  • Think About
  • Your Problems are our Problems
  • The Six Thinking Hats
  • Brainstorming
  • Basic Brainstorming
  • Building Consensus
  • Lets Party!
  • Conflict, What Is It?
  • What is Effective Conflict Management?
  • Understanding the Management Conflict Resolution Process
  • Effective Conflict Resolution Styles
  • Collaborating
  • Competing
  • Compromising
  • Accommodating
  • Avoiding
  • Defuse Emotions
  • Setting Ground Rules
  • Choosing the Time and Place
  • What Do I Want?
  • What Do They Want?
  • What Do We Want?
  • Focusing on Individual and Shared Needs
  • Identify Common Ground
  • Build Positive Energy and Goodwill
  • Strengthen Your Partnership
  • Examining Root Causes
  • Creating a Cause and Effect Diagram
  • Identifying the Benefits of Resolution
  • Create Options
  • Generate, Don’t Evaluate
  • Creating Mutual Gain Options and Multiple Option Solutions
  • Digging Deeper into Your Options
  • Creating Criteria
  • Creating a Shortlist
  • Choosing a Solution
  • Building a Plan
  • Additional Tools
  • Stress Management Techniques
  • Anger Management Techniques
  • The Agreement Frame
  • Asking Open Questions
Anyone who is new to the role of managing/supervising people or who has been in the role for a while but has not had formal training.

business

  • Increases revenue or decreases costs through greater productivity
  • Creates a culture of accountability to all levels through better performance management
  • Creates greater job satisfaction and retention by connecting people to their work and instilling purpose
  • Makes it easier for senior managers to manage by increased confidence in mid to lower managers
  • Saves potential cost of rehiring, retraining and lost productivity by increasing potential success of the manager

individual

  • Builds confidence by ‘knowing’ best techniques, having flexibility of approach and templates/steps to follow
  • Make it easier to manage difficult situations/staff members by providing techniques to de-escalate conflict and get people on side
  • Increases time to focus on important issues by minimising disruption, delegating and utilising important Time Management concepts
  • Lessens stress by having direct reports take on more accountability and responsibility
  • Increases productivity and the potential of a favourable reputation by superior goal setting techniques, motivation, feedback and monitoring processes
  • More productive,
  • More confident and comfortable in your role
  • More able to get the best out of people
  • Less stressed
  • Better able to deal with conflicts and challenges
INSTRUCTORS
Fee Hosking

With over 30 years' experience as a trainer, Fee is one of our ...

Kasie Mowczan

Kasie is a highly passionate and self-motivated professional with ...

Gina Davidovic
Gina is a Senior Instructor in the area of Project Delivery with over ...
Stan Thomas

Stan has been working in a professional training capacity for over ...


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