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Middle Manager Development Program (Training)

Overview: “Middle Manager Development Training”

 

Many individual contributors have a wealth of experience at handling day to day management issues and are now ready for a bigger challenge. Research has shown that this transition from individual contributor to leader is a challenge for all individuals. This program is about exploring and mastering skills that will confidently take you to the next level of competence.

What is the difference between leadership and management? By looking at the John Kotter Leadership model, we can define Leadership and Management in the following ways:

The leader makes a new future happen by creating the vision, encouraging people to align with the change and make the change happen. It is a particularly challenging activity as it requires creating a new future – as Robert Quinn says – building the bridge as you walk on it. The manager works on the detail of the day to day work to ensure results are delivered. Every supervisor has to combine these two strands of capability depending on their focus in the moment.

To assist in this process, we need insights into what drives individual behaviour and how the culture works for or against change. The program then examines team dynamics in the context of the culture and looks at functional and dysfunctional behaviour and how dysfunctional behaviour can be reshaped. The whole complex area of motivation, reward and getting the best from the team is explored in detail.

Finally participants spend some time making action plans for what they want to change when they get back to their own environ- ment.

Benefits of “Middle Manager Development Training”:

By the end of “Middle Manager Development Training“, participants will have learned to make the transition from individual contributor to first line leader by:

  • Acquiring a range of leadership styles and being equipped to make an informed choice as to which one is most appropriate in different situations
  • Understanding what drives individual behaviour
  • Analysing the culture of their organisation and recognising its strengths and weaknesses
  • Exploring team dynamics and discovering their own preferred team roles
  • Having a range of tools to motivate and reward performance
  • Becoming aware of the techniques of influencing and how they are best used to persuade different styles of decision makers
  • Having a framework for implementing successful change programmes backed up by compelling communications
  • Ensuring that they have the core skills of management in place
  • Preparing an action plan

Who Should Attend “Middle Manager Development Training”:

  • Those who want to make the transition from competent professional to inspirational leader
  • Those who have some experience at supervisor / professional level and are ready to take on a wider role
  • Those who need a deeper understanding of what drives individual behaviour and group dynamics
  • Those who need to hone their influencing skills to get results that matter
  • Those about to embark on leading a change program within their organization

Brief Outline: “Middle Manager Development Training”

 

Module 1 – Leadership that Inspires

  • Your transition into Leadership
  • The effects of different leadership styles on organisational climate
  • Characteristics of visionary leaders
  • John Kotter – the difference between Management & Leadership
  • Linda Hill – 5 myths of leadership
Module 2 – Mission, vision and values
  • Reviewing the mission, vision and values for your organi-sation
  • Aligning personal and organisational goals and values
  • their department or team. They will then practice mak- ing this come alive for their team.
  • Engaging people to deliver the mission and vision Participants will be invited to create a vision statement for

Module 3 – Understanding People

  • Social Styles and personality
  • Individual characteristics that influence behaviour
  • Personality styles and traits
  • Attitudes and behaviour
  • Perception in the workplace
  • Attributing causes to behaviour
  • Types of workplace behaviour

Module 4 – Getting the Best from your Team

  • What are people looking for in their jobs? Do their managers know?
  • Motivation techniques for greater commitment & output
  • Reward systems in high performance work systems
  • How to reward and inspire your team
  • Team rewards
  • Knowledge workers and the psychological contract
  • Receiving feedback
  • Helpful hints for providing feedback

Module 5 – Influencing Upwards in the Organisation

  • The Individual’s Needs Framework
  • Cialdini: The Six Keys of Influence and how to use them
  • Reciprocity
  • Constancy & Escalating Commitment
  • Social ProofLikingAuthority
  • Scarcity
  • Williams and Miller – The Five Styles of Decision Makers and how to distinguish them:
  • Charismatics
  • Thinkers
  • Controllers
  • Skeptics
  • Followers
  • Selecting strategies and dialogues for each decision makingstyle
  • Matching Appropriate Influencing Principals to Decision Making Style
  • The Trigger Words that appeal to each Decision Making Style

Module 6 – Managing Change Successfully

  • Sources of resistance to change
  • Preventing resistance and encouraging effectiveness in coping with change
  • Choosing a strategy to implement change
  • The Kotter seven steps for a successful change program
  • Membership of the team leading change
  • Communicating change – the steps involved
  • Mastering the art of speaking as a change leader
  • Sustaining change efforts

Module 7 – Core Management Skills

  • Performance management
  • Goal Setting – S.M.A.R.T. goals
  • Performance Appraisals that work
  • Constructive Confrontation skills
  • Coaching and on-the-job training
  • Delegation
  • Dealing with difficult colleagues

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