Emerging Managers Training Course

Participants can convert departmental priorities into measurable team commitments and clear ownership.

• SMART objectives linked to service, risk, quality and financial measures
• Outcome, output and activity measures separated before assigning targets
• Team scorecards created with leading indicators, lagging indicators and thresholds
• RACI matrices clarify decision ownership, consultation, information and escalation paths
• Translate departmental plans into weekly priorities and individual commitments
• Control spans and workload constraints considered when allocating responsibilities

Participants can delegate work with appropriate authority, support, checkpoints and accountability.

• Delegation diagnosis distinguishes tasks to retain, assign, coach or monitor
• Task briefs specify outcome, authority, constraints, resources and acceptance criteria
• Delegation levels agreed using the Tannenbaum-Schmidt continuum for decisions
• Checkpoints scheduled by risk, capability, deadline and consequence of failure
• Reverse delegation identified and redirected without abandoning managerial accountability
• Delegation conversations close with confirmation, support arrangements and escalation triggers

Participants can communicate expectations, decisions and feedback clearly through appropriate channels.

• SBI feedback structures observations, effects and agreed future behaviour
• Active listening uses paraphrasing, probing questions and accurate summarising
• One-to-one meetings planned around performance, workload, development and wellbeing
• Briefings distinguish information, instruction, consultation and decision communication
• Communication channels selected by urgency, sensitivity, audience and audit trail
• Meeting agendas, roles, decisions and actions recorded using action logs

Participants can monitor performance, address gaps and support practical employee development.

• Performance standards translated into observable behaviours and measurable outputs
• Regular check-ins compare actual results, evidence, obstacles and commitments
• Coaching conversations use GROW: goal, reality, options and way forward
• Performance gaps diagnosed across skill, will, process, resources and clarity
• Development plans combine stretch assignments, feedback, practice and review dates
• Recognition methods reinforce specific contribution, values and desired team behaviours

Participants can prepare and conduct difficult conversations while protecting working relationships and standards.

• Crucial conversations prepared using facts, assumptions, interests and desired outcomes
• Assertive messages separate observations, requests, boundaries and consequences
• Conflict styles assessed through the Thomas-Kilmann conflict mode instrument
• Interest-based negotiation identifies shared needs, options and objective criteria
• Behavioural concerns documented with dates, evidence, impact and prior guidance
• Escalation routes distinguish informal resolution, formal process and safeguarding duties

Participants can establish team norms that support contribution, inclusion, coordination and constructive challenge.

• Team charters establish purpose, norms, roles and decision rules
• Psychological safety strengthened through speaking-up practices and respectful challenge
• Belbin team roles used cautiously to discuss contribution preferences
• Inclusion risks identified in task allocation, meetings and informal networks
• Cross-cultural differences addressed through explicit norms and curiosity questions
• Team rituals create predictable coordination, learning and recognition opportunities

Participants can organise team work against capacity, deadlines, risks and service requirements.

• Weekly work plans balance demand, capacity, deadlines and service standards
• Priority decisions apply the Eisenhower matrix and consequence-based triage
• Kanban boards visualise workflow, bottlenecks, work-in-progress and handoffs
• Root cause analysis uses Five Whys and cause-and-effect diagrams
• Operational risks logged with owner, control, trigger and response
• Escalation decisions distinguish issues requiring authority, expertise or immediate action

Participants can make fair, documented management decisions and handle sensitive matters responsibly.

• Psychological contract expectations managed through clear commitments and timely communication
• Fairness tests applied to allocation, recognition, flexibility and opportunities
• Confidential information handled according to policy, consent and legitimate need
• Bias interruption techniques improve hiring, assignment and performance judgement
• Speak-up concerns received without retaliation, promises or premature conclusions
• Manager decisions documented to support consistency, review and accountability

Participants can manage key relationships and implement a structured 90-day management plan.

• Stakeholder maps identify sponsors, peers, direct reports and critical partners
• Influence strategies match stakeholder interests, power, trust and information needs
• Managing upward uses concise updates, options, risks and clear recommendations
• Personal leadership principles translated into observable weekly management routines
• 90-day action plans sequence priorities, measures, support and review points
• Peer accountability agreements establish follow-up dates, evidence and adjustment triggers