Management Skills for New Managers

Gain the core management skills you need to succeed!

This seminar will teach you how to manage people and give you the crucial foundational skills to shift from being an individual contributor to a well-respected manager who can achieve team success and drive bottom-line performance.

Using guided role play, exercises and practice sessions, you will discover how to adjust your management style and tackle new challenges. In-depth management skills practice using the Situational Leadership® II model combined with interactive activities take you through the paces of motivation, delegation, coaching, communication, performance management and leadership. You will be able to improve on key weakness areas, play to your strengths and get the best results from every member of your team.

How You Will Benefit

• Gain a deeper understanding of your roles and responsibilities
• Improve communication to effectively set expectations for yourself and your direct reports
• Adapt your leadership style to meet the needs of individual team members
• Communicate organizational goals that get results
• Apply delegation strategies to increase productivity and motivation
• Use effective coaching techniques to maximize your team’s performance

What You Will Cover

Your Role as Manager

• Identify qualities and abilities required for effective management
• Understand your role and responsibilities as manager
• Learn to transition from individual contributor to manager
• Know how to work effectively with a multigenerational workforce
• Understand the nuances when managing remote teams and across the matrix

Performance Management

• Identify the challenges to effective performance management
• Understand and conduct performance planning, facilitation and evaluation
• Practice the skill of setting goals, providing effective feedback and conducting alignment discussions

Effective Communication

• Recognize what effective communication really is
• Understand the communication process
• Know the barriers that can cause derailment and misunderstanding
• Identify the relative importance of face-to-face communication
• Get a firm grasp of the five building blocks of managerial communication
• Learn to match the right communication method with your communication goal
• Identify the challenges and practices when communicating virtually

Understanding and Appreciating Situational Leadership® II: The Art of Influencing Others

• How to develop people, value differences and encourage honest communication
• Develop your leadership style to gain commitment from employees
• Match your leadership style to the your developmental needs and task at hand

Coaching for Performance

• How does coaching develop, enhance and achieve goals
• Know the requirements and importance of coaching
• Practice coaching and correcting difficult and challenging behaviors
• Use the AMA Guide for managing a coaching discussion
• Identify the differences between coaching and discipline

Creating a Motivational Climate

• Define motivation and your role in creating a motivational setting
• The cost of demotivation and disengagement
• Recognize important elements of the motivational process
• Create your own practice for building a motivational climate

Delegation for Growth and Development

• Understand the different types of delegation
• Know the benefits and challenges of delegation
• Recognize your comfort with delegation
• How to conduct an effective delegation conversation
• Practice your delegation skills

Special Feature

Real-world examples. Techniques and tools learned throughout this seminar are based on actual day-to-day interactions between managers and direct reports.

See Ken Blanchard’s Situational Leadership® II (SLII)—a model for developing people and a way for leaders to help their employees become self-reliant achievers. To be truly effective, leaders’ styles must adapt to the skills and commitment of the people they want to influence. With some people, managers have to provide a great deal of direction. With others, encouragement and appreciation trigger the best results. Still others deliver their best when allowed to take the ball and run with it. Situational Leadership® II helps managers become more flexible and responsive to their employees’ needs.

This Seminar Features Blended Learning

AMA Blended Learning combines instructor-led training with online pre- and post-seminar assessments, tune-up courses and other resources to maximize your training goals. Through a blend of proven instructor-led seminars and powerful online technology, AMA Blended Learning provides a compelling and more comprehensive experience for the learner - producing a greater return-on-investment for the employer and the seminar participant.

Outline

Defining Your Role as a Manager

Identify Qualities Required for Effective Management Define Management Describe How Managers Provide Value Identify the Roles and Responsibilities Managers Perform Describe the Contextual Issues and Challenges Managers Face Continuous Performance Management

Define the Goal of Performance Management Describe a Process for Effective Performance Management Identify the Challenges to Performance Management Demonstrate the Skills of Performance Management Understanding and Appreciating Situational Leadership® II “The Art of Influencing Others”

Definition of Leadership as an Art of Influencing Others Examining the Three Skills of a Situational Leader Applying the Three Skills Coaching for Performance

Define Coaching Identify the Importance of Coaching Identify the Requirements for Effective Coaching Identify the Micro-skills of Effective Coaching Use a Process for Coaching Behavioral Challenges Use the AMA GUIDE to Plan and Manage a Coaching Discussion Identify the Difference Between Coaching and Discipline Building a Motivational Climate

Identify the Manager’s Role in Employee Motivation Define Motivation Identify the Importance of a Motivational Climate Recognize Important Elements of the Motivational Process Identify Managerial Practices for Building a Motivational Climate Delegating for Growth and Development

Identify the Types of Delegation That Managers Can Engage In Identify the Importance of, and the Barriers to, Effective Delegation Assess Your Current Delegation Practices Identify What Can—and Can’t—Be Delegated Describe the Phases of Effective Delegation Use a Process for Conducting a Delegation Discussion

Outline

Defining Your Role as a Manager

• Identify Qualities Required for Effective Management
• Define Management
• Describe How Managers Provide Value
• Identify the Roles and Responsibilities Managers Perform
• Describe the Contextual Issues and Challenges Managers Face

Continuous Performance Management

• Define the Goal of Performance Management
• Describe a Process for Effective Performance Management
• Identify the Challenges to Performance Management
• Demonstrate the Skills of Performance Management
• Understanding and Appreciating Situational Leadership® II

“The Art of Influencing Others”

• Definition of Leadership as an Art of Influencing Others
• Examining the Three Skills of a Situational Leader
• Applying the Three Skills

Coaching for Performance

• Define Coaching
• Identify the Importance of Coaching
• Identify the Requirements for Effective Coaching
• Identify the Micro-skills of Effective Coaching
• Use a Process for Coaching Behavioral Challenges
• Use the AMA GUIDE to Plan and Manage a Coaching Discussion
• Identify the Difference Between Coaching and Discipline

Building a Motivational Climate

• Identify the Manager’s Role in Employee Motivation
• Define Motivation
• Identify the Importance of a Motivational Climate
• Recognize Important Elements of the Motivational Process
• Identify Managerial Practices for Building a Motivational Climate

Delegating for Growth and Development

• Identify the Types of Delegation That Managers Can Engage In
• Identify the Importance of, and the Barriers to, Effective Delegation
• Assess Your Current Delegation Practices
• Identify What Can—and Can’t—Be Delegated
• Describe the Phases of Effective Delegation
• Use a Process for Conducting a Delegation Discussion