First-Time Manager Leadership Training Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends Newly appointed managers, First-time supervisors and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 9 Nov 2026 Course code SD-LD-109

Before you join: Participants should have experience working in a team and a working understanding of their organisation’s goals, processes and reporting relationships.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Promotion into management changes the work: results now depend on setting direction, organising work, building trust and addressing performance through other people. First-time managers often inherit established team relationships, unclear authority and competing demands from senior managers, peers and customers. Without a clear management routine, they can remain the team’s busiest technical contributor while priorities, accountability and development needs go unmanaged.

This course develops the practical leadership skills needed to lead a team with confidence and consistency. Participants learn to set expectations, translate organisational goals into team priorities, delegate with suitable controls, conduct productive one-to-ones, coach performance and give direct feedback. They also practise approaches for managing conflict, motivating different team members, making sound decisions, leading local change and handling concerns that require formal escalation.

Teaching combines concise instructor briefings with realistic cases, group analysis, simulations and structured reflection. Participants apply methods such as SMART objectives, RACI, GROW coaching, SBI feedback, ADKAR and Thomas-Kilmann conflict modes to situations drawn from operational, public-sector, financial, project and service teams. Each participant leaves with a personal manager operating system, including meeting routines, delegation choices, communication plans, performance conversation structures and a 30-60-90 day application plan.

The course is suited to newly appointed managers, supervisors and team leaders, as well as experienced individual contributors preparing for their first formal people-management role. It is also relevant to technical specialists who lead small teams, projects or cross-functional work without having received formal management training.

What you will be able to do

  • Set SMART team objectives linked to departmental measures, deadlines and named ownership
  • Use a RACI matrix to clarify decision rights and working responsibilities
  • Delegate work using defined authority levels, controls and escalation criteria
  • Conduct GROW coaching conversations that build capability and accountability
  • Deliver SBI feedback addressing observable behaviour, impact and required actions
  • Manage conflict using Thomas-Kilmann modes, interest-based negotiation and DESC scripts
  • Plan team change communications using ADKAR and stakeholder analysis
  • Create a 30-60-90 day manager application plan with routines and measures

Benefits of attending

For you

  • Move from individual contributor habits to a repeatable management routine
  • Handle difficult performance conversations with clearer structure and evidence
  • Delegate work without losing visibility of risks, deadlines or quality
  • Build credibility through consistent decisions, follow-through and communication
  • Start the management role with a prioritised 30-60-90 day action plan

For your organisation

  • Faster transition of new managers into accountable team leadership roles
  • Clearer priorities, ownership and escalation across frontline teams
  • Earlier resolution of performance issues before they affect delivery
  • More consistent feedback, coaching and employee development conversations
  • Better local adoption of operational changes through planned communication

Course modules

10 modules over 5 days

Participants can define their management accountabilities and establish a credible foundation for their first months in role.

  • Role transition from individual delivery to accountable team leadership
  • Managerial authority, accountability and decision rights under delegated responsibility
  • Leadership versus management: balancing direction, execution and people development
  • First-90-days stakeholder map covering manager, peers, team and partners
  • Psychological contract expectations stated, tested and reset with team members
  • Personal leadership values translated into observable managerial commitments
  • Weekly management cadence combining priorities, meetings, decisions and follow-through

Participants can recognise personal management patterns and use self-regulation to build trust under pressure.

  • Johari Window used to identify visible strengths and feedback blind spots
  • Emotional self-regulation techniques for pressure, ambiguity and difficult conversations
  • Trigger log distinguishing facts, assumptions, emotions and chosen responses
  • Leadership style diagnosis against team readiness and task complexity
  • Strengths, limits and non-negotiables communicated without defensive behaviour
  • Reflective practice using after-action reviews following significant management events
  • Personal credibility built through consistency, competence, care and candour

Participants can convert organisational requirements into clear team priorities, ownership and decision boundaries.

  • SMART objectives connecting team outputs to departmental measures and deadlines
  • Translate departmental targets into team outcomes, measures and named ownership
  • RACI matrix clarifying responsible, accountable, consulted and informed roles
  • Weekly priority review separates urgent requests from strategic commitments
  • Delegation levels matched to risk, capability and decision boundaries
  • Escalation criteria define when decisions require senior manager involvement
  • Workload capacity review identifies constraints, dependencies and resourcing choices

Participants can hold structured performance conversations that improve capability, accountability and follow-through.

  • Performance expectations documented through standards, examples and measurable outputs
  • GROW coaching conversations structure goals, reality, options and committed action
  • SBI feedback states situation, behaviour, impact and required next steps
  • Observation notes separate behaviour, impact and interpretation before discussion
  • Recognition linked to specific contributions, standards and valued outcomes
  • Performance improvement conversations address gaps, support and review points
  • Follow-up agreements record actions, evidence, deadlines and consequences

Participants can communicate priorities clearly and use meetings to create alignment, decisions and accountability.

  • Message maps organise purpose, key points, evidence and requested action
  • Active listening uses paraphrasing, probing questions and accurate summaries
  • One-to-one meeting agendas combine check-ins, priorities, support and accountability
  • Team meeting design distinguishes information sharing, discussion and decisions
  • Decision logs record owners, deadlines, rationale and unresolved dependencies
  • Written status updates use audience-specific detail and clear escalation requests
  • Communication channel choices reflect urgency, sensitivity, complexity and record needs

Participants can create conditions that support motivation, inclusion, fair contribution and individual development.

  • Self-Determination Theory applies autonomy, competence and relatedness to motivation
  • Psychological safety behaviours invite questions, dissent, errors and early risk signals
  • Equitable task allocation tests assumptions about availability, ability and opportunity
  • Bias interruption techniques challenge attribution errors and unequal performance standards
  • Team norms specify response times, meeting conduct and disagreement rules
  • Recognition practices link specific contributions to valued team outcomes
  • Inclusive decisions seek relevant perspectives before commitments become difficult to change

Participants can address disagreement directly, protect working relationships and escalate serious concerns appropriately.

  • Thomas-Kilmann conflict modes matched to issue importance and relationship needs
  • Interest-based negotiation separates positions, needs, options and objective criteria
  • DESC scripts structure direct requests, consequences and agreed behaviour changes
  • De-escalation methods manage tone, pauses, questions and emotional reactions
  • Boundary-setting language declines unreasonable requests while preserving working relationships
  • Conflict agreements define actions, review dates and consequences for recurrence
  • Concerns involving harassment, safety or misconduct follow formal escalation channels

Participants can communicate local change clearly, identify resistance and support adoption within their teams.

  • ADKAR change messages address awareness, desire, knowledge, ability and reinforcement
  • Stakeholder analysis identifies sponsors, influencers, affected groups and likely concerns
  • Resistance conversations explore losses, questions, capability gaps and workable support
  • Change impact assessments identify altered tasks, controls, interfaces and measures
  • Communication plans specify audience, message, channel, timing and owner
  • Transition milestones connect local actions to adoption evidence and benefits
  • Adoption checks use observation, feedback and performance data after implementation

Participants can diagnose operational problems, weigh options and communicate decisions with clear rationale.

  • Kepner-Tregoe problem analysis distinguishes deviations, causes and corrective actions
  • Decision criteria compare options against cost, risk, timing and stakeholder effects
  • Five Whys expose contributing conditions beneath recurring operational failures
  • Risk matrices rate likelihood, impact, controls, owners and review dates
  • Consultation boundaries distinguish input gathering from delegated decision authority
  • Decision records document evidence, assumptions, dissent and communication actions
  • After-action reviews identify lessons, commitments and process adjustments

Participants can build an actionable plan for applying leadership routines during their first 90 days.

  • Manager operating system combines routines, measures, meetings and decision practices
  • 30-60-90 day plans sequence relationships, priorities, improvements and learning
  • Weekly routines protect time for direction, coaching, review and reflection
  • Stakeholder commitments specify expectations, communication cadence and escalation routes
  • Team measures track delivery, quality, capacity, engagement and development
  • Personal development plans name feedback sources, practice targets and review dates
  • Application plans convert course learning into observable first-month management actions

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. First-90-days stakeholder map
  2. SMART objectives and RACI template
  3. Delegation and escalation checklist
  4. GROW coaching and SBI feedback guides
  5. Team meeting and one-to-one agenda pack
  6. 30-60-90 day manager application plan

Who should attend

  • Newly appointed managers — need practical routines for leading former peers and new teams
  • First-time supervisors — must balance operational delivery with people accountability
  • Team leaders — require clearer methods for delegation, feedback and team direction
  • Technical specialists — are moving from expert contributor to formal people manager
  • Project managers — need authority-based leadership methods for matrixed delivery teams
  • Aspiring managers — want preparation before taking responsibility for team performance

Skills and tools covered

Team performance managementCoaching conversationsDelegation and accountabilityConflict resolutionChange communicationManagerial decision-making

Tools and standards

SMART objectives, RACI matrix, GROW model, SBI feedback model

How the course runs

Training methodology

The course uses short instructor briefings to introduce methods, followed by case work, group exercises, management simulations and individual planning. Participants analyse realistic situations involving missed deadlines, low performance, competing stakeholder demands, team conflict and change resistance. Role-based practice is used for feedback, coaching, delegation and difficult conversations, with structured peer and instructor feedback. Throughout the programme, participants adapt templates and decision tools to a current or anticipated management role, ending with a practical application plan.

Requirements and prerequisites

Participants should have experience working in a team and a working understanding of their organisation’s goals, processes and reporting relationships. The course is most useful for people who have recently taken, or expect soon to take, responsibility for assigning work, supporting colleagues and reporting team performance. No previous management qualification, leadership theory, coaching certification or formal human-resources training is required. Participants do not need direct reports on the course date, although they should be able to identify a current or likely workplace management situation.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

You should understand the work of your team or function and have experience contributing within a workplace team. Previous management training is not required, and the course is designed for people new to formal responsibility for others.

Bring details of a current or likely management situation, such as a team priority, difficult conversation, change initiative or workload issue. You may also bring your organisation's performance forms or role expectations if these can be shared appropriately.

It is intended for newly appointed managers, supervisors, team leaders and technical specialists moving into people management. It also suits aspiring managers who expect to lead a team within the next year.

This course concentrates on the immediate responsibilities of first-time managers: setting expectations, delegating, coaching, feedback, conflict and team routines. General leadership courses often place greater emphasis on senior-level strategy, organisational influence and enterprise direction.

You will adapt management templates and conversation structures to your own work throughout the programme. The final module produces a 30-60-90 day plan with specific routines, stakeholder actions and measures for your role.

The programme runs from 08:30 to 16:30 each day, with approximately 6.5 contact hours daily. Time is distributed across ten modules covering management foundations, team performance, communication, conflict, change, decision-making and application planning.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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