Team Management for Senior Leaders

One-day online course – 10.00 – 15.30

Digital book (pdf) included: It’s Tough at the Top: The No-Fibbing Guide to Leadership

If you have been promoted to a team leadership position, congratulations. This is no doubt due to your specialist field experience and your ability to share and lead on a vision for success. All too often though, leaders are appointed, and having fast tracked, sometimes miss out on the people management side of things. Leadership is being – Management is doing. And it can be especially challenging if those you are managing, are also managers.

A lack of management skills in your leadership role can lead to inefficiency in resource allocation, low morale, high turnover and of course personal reputation damage.

This course covers some key fundamentals to ensure effective implementation of the management side of your job. It will underpin your field experience and leadership qualities.

As well as some trainer input and guidance, the course is a series of facilitated conversations, with those in similar contexts. It offers time to explore where your gaps are, consider management good practice you can introduce in your team and develop a plan of action for improved team management.

Who should attend?

Those who are in a leadership position and wish to develop the management side of their role.

Outcomes

By the end of the course, participants will be able to:

• Discuss the implications of seeing yourself as being in either or both teams
• Consider the challenges and opportunities in delegating to other senior and middle managers
• Identify ways to manage for high performance in others
• Look at frameworks for difficult conversations
• Identify and share ways to reward when resources are low

What will it cover?

Setting the Scene:

• Welcome and Introductions
• A word on Conversations for Success

Conversation One: Who does what around here anyway?

• Exploring management and leadership lines of responsibility, authority and accountability
• Who’s team am I in?
• Representing the team to Leadership Team and the Board

Conversation Two: The Challenge of Letting Go

• Delegation: What stops us?
• Managers delegating to managers: What are the challenges and opportunities?
• Hands on or hands off?: Looking good while not being seen

Conversation Three: Supporting High Performance

• What does good performance look like?
• Conduct versus Competency
• Who’s problem is it anyway?
• Having difficult conversations while maintaining effective relationships

Conversation Four: The Motivation and Reward Relationship

• What makes people tick?
• Rewarding on limited resources

Conversation Five: Maintenance and Change

• What does the future look like now? A framework for action

Trainer: Cathy Shimmin, Senior Training Consultant, DSC