Management Skills for New Managers Training Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends New Managers, First-Line Supervisors and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 16 Nov 2026 Course code SD-SM-026

Before you join: Participants should have some workplace experience and either hold, or be preparing to take on, responsibility for directing the work of others.

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

New managers often inherit delivery targets, established team relationships and operational problems before they have learned how to lead former peers, set expectations or address poor performance. The shift from individual contributor to manager requires more than technical credibility: it requires sound judgement, clear communication, disciplined delegation and the confidence to make timely people decisions. Without these skills, managers can become bottlenecks, avoid difficult conversations and leave priorities unclear.

This course equips new and recently appointed managers with practical supervisory management methods for leading day-to-day work. Participants learn to define accountabilities, translate business goals into team objectives, delegate with appropriate controls, run productive meetings, coach staff and manage performance fairly. The course also covers feedback, conflict handling, motivation, decision-making, stakeholder communication, workload management and basic people-management responsibilities. Participants apply recognised tools including SMART objectives, RACI, the GROW coaching model and SBI feedback.

Instructor-led delivery combines short technical briefings with realistic management cases, facilitated discussion, group problem-solving, role-played management conversations and structured reflection. Scenarios reflect common situations such as missed deadlines, competing priorities, resistant staff, unclear ownership and underperformance. Participants leave with a personal management action plan, a delegation framework, a team communication rhythm and reusable templates for objectives, feedback, coaching and performance conversations. The course is delivered over five days in a classroom in 50+ cities or live online, with approximately 6.5 contact hours each day. Participants who complete the course receive a certificate of completion.

It is particularly suited to first-line managers, team leaders, supervisors and technical specialists moving into people-management responsibilities. It also supports managers who have been appointed internally and need a structured foundation for leading teams with consistency and accountability.

What you will be able to do

  • Set SMART team objectives linked to operational priorities and measurable results
  • Delegate work using RACI, defined decision rights and proportionate follow-up controls
  • Conduct structured one-to-one meetings using active listening, questioning and agreed actions
  • Deliver SBI feedback that addresses behaviour, impact and required improvement
  • Coach employees using the GROW model to build ownership and capability
  • Manage underperformance through evidence, expectations, support actions and documented reviews
  • Resolve workplace conflict using interest-based discussion and agreed behavioural standards
  • Create a 90-day management action plan for improved team performance

Benefits of attending

For you

  • Handle the transition from colleague to manager with clearer authority and boundaries
  • Run one-to-one meetings with prepared agendas, useful questions and documented actions
  • Address missed standards before they become formal performance problems
  • Delegate routine and developmental work without losing accountability for results
  • Build a 90-day plan for improving team routines, communication and performance

For your organisation

  • More consistent supervision of priorities, workloads and operational standards
  • Earlier intervention on performance issues, attendance concerns and delivery risks
  • Clearer ownership of decisions and handovers through defined roles and follow-up
  • Better retention support through regular feedback, coaching and development discussions
  • Reduced dependence on senior managers for routine people-management decisions

Course modules

10 modules over 5 days

Participants can define their managerial role, authority and core accountabilities.

  • Manager accountabilities translated into team, stakeholder and delivery expectations
  • Former-peer relationships managed through fair boundaries and consistent decisions
  • Authority, responsibility and accountability distinguished in daily supervisory work
  • Role expectations clarified with line managers using structured alignment questions
  • Management time divided between delivery, people, planning and stakeholder responsibilities
  • Personal management principles stated as observable commitments to the team

Participants can convert organisational priorities into clear team goals and standards.

  • SMART objectives written with measures, deadlines and ownership
  • Team goals linked to service levels, project milestones and quality standards
  • Priority matrices used to distinguish urgent work from important work
  • Expected standards defined through outputs, behaviours and acceptance criteria
  • Workload capacity reviewed against available skills, time and dependencies
  • Weekly priorities communicated through concise team plans and check-ins

Participants can delegate work with clear authority, resources and follow-up arrangements.

  • RACI matrices assign responsible, accountable, consulted and informed roles
  • Delegation decisions matched to risk, capability and development needs
  • Assignment briefs specify outcomes, constraints, authority and review points
  • Decision rights clarified before work begins and escalation becomes necessary
  • Follow-up controls matched to task complexity, risk and employee experience
  • Delegation failures diagnosed through unclear expectations, resources or ownership

Participants can communicate expectations, decisions and changes clearly to their teams.

  • Message planning separates required action, rationale and supporting information
  • Active listening uses paraphrasing, clarifying questions and accurate summaries
  • Communication channels selected for urgency, sensitivity and record-keeping requirements
  • Team briefings structured around priorities, risks, decisions and commitments
  • Difficult messages delivered directly without speculation, blame or false reassurance
  • Communication rhythms established through one-to-ones, huddles and team meetings

Participants can lead focused meetings that produce decisions, actions and follow-through.

  • Meeting purposes defined as information-sharing, decisions, problem-solving or coordination
  • Agendas built around required outcomes, owners and realistic time allocations
  • One-to-one discussions balance delivery, wellbeing, development and obstacles
  • Ground rules protect participation, challenge, confidentiality and time discipline
  • Action logs record commitments, deadlines, owners and review dates
  • Meeting effectiveness reviewed through attendance, decisions, actions and participant feedback

Participants can use coaching conversations to improve capability and ownership.

  • GROW coaching structures goals, reality, options and committed actions
  • Open questions encourage analysis rather than manager-provided answers
  • Development needs identified from role requirements, performance evidence and aspirations
  • Stretch assignments planned with safeguards, support and defined learning objectives
  • Coaching boundaries recognised when direction, training or formal intervention is required
  • Development discussions documented through agreed actions, resources and review dates

Participants can give evidence-based feedback and manage performance concerns fairly.

  • SBI feedback describes situation, behaviour and observed impact precisely
  • Positive feedback reinforces specific actions, judgement and contribution to results
  • Performance gaps assessed against agreed objectives, standards and evidence
  • Difficult conversations prepared with facts, questions, support and consequences
  • Improvement plans specify required change, support, milestones and review dates
  • Performance records distinguish observed facts from assumptions and personal opinions

Participants can identify practical actions that support motivation, recognition and commitment.

  • Motivation drivers explored through meaningful work, autonomy, mastery and recognition
  • Recognition matched to individual preferences, contribution and organisational policy
  • Psychological safety supported through respectful challenge and error reporting
  • Fairness perceptions addressed through transparent workload, opportunity and decision criteria
  • Change concerns surfaced through listening sessions and regular manager communication
  • Team morale monitored using observation, one-to-ones and recurring operational indicators

Participants can address conflict constructively while maintaining standards and working relationships.

  • Conflict sources separated into tasks, processes, relationships and values
  • Interest-based discussion identifies needs beneath stated positions and demands
  • De-escalation techniques use neutral language, pauses and agreed discussion rules
  • Behavioural expectations restated when conduct affects colleagues or service delivery
  • Mediation conversations identify common ground, options and documented agreements
  • Escalation routes recognised for harassment, discrimination, safety and serious misconduct

Participants can organise management work, involve stakeholders and apply a 90-day action plan.

  • Decision logs capture options, evidence, owners, deadlines and rationale
  • Stakeholder maps identify influence, interest, expectations and communication needs
  • Escalation decisions based on authority limits, risk and delivery impact
  • Manager calendars protect time for planning, people and operational follow-up
  • Personal priorities reviewed through weekly planning and commitment tracking
  • Ninety-day management action plans define behaviours, measures and review milestones

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

What you take back to work

  1. SMART objective-setting template
  2. RACI delegation matrix
  3. One-to-one meeting agenda
  4. SBI feedback preparation checklist
  5. GROW coaching conversation guide
  6. 90-day management action plan

Who should attend

  • New Managers — need a practical foundation for leading people and delivering results
  • First-Line Supervisors — must coordinate daily work, standards and team performance
  • Team Leaders — need clearer methods for delegation, feedback and accountability
  • Technical Specialists — are moving from individual delivery into people-management responsibilities
  • Project Coordinators — supervise contributors while managing priorities, risks and stakeholder expectations
  • Recently Promoted Managers — need structure for leading former peers with appropriate authority

Skills and tools covered

Goal settingDelegation managementPerformance conversationsCoaching skillsConflict resolutionTeam communication

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 management methods, followed by cases, group exercises, simulations and individual application planning. Participants practise setting objectives, delegating work, conducting one-to-ones, giving feedback and responding to performance concerns. Facilitated peer review helps participants compare management choices and identify workable approaches for their own teams. Trainers adapt cases to participants’ sectors and management responsibilities while maintaining a consistent focus on observable behaviours, documented actions and operational results.

Requirements and prerequisites

Participants should have some workplace experience and either hold, or be preparing to take on, responsibility for directing the work of others. Familiarity with their team’s operational goals, reporting lines and typical performance issues will help them apply the methods quickly. No prior management qualification is required. Participants do not need formal human resources training, financial management expertise or previous experience of coaching frameworks. Those without direct reports may still attend if they lead project teams, coordinate colleagues or expect a supervisory appointment soon.

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 have workplace experience and either manage people already or expect to do so soon. No previous management course, formal qualification or human resources background is required.

Bring examples of current team priorities, recurring management challenges and any objectives or reporting measures you use. Do not bring confidential employee records or sensitive case documentation.

The course is designed for new managers, first-line supervisors, team leaders and technical specialists moving into people management. It also suits recently promoted managers who need consistent methods for leading former peers.

This course concentrates on the daily supervisory work of setting expectations, delegating, coaching, giving feedback and managing team performance. Leadership and strategic management courses usually place greater emphasis on organisational direction, influence and longer-term planning.

Participants work with realistic management situations and adapt templates to their own responsibilities. The 90-day management action plan provides defined actions, measures and review points for use after the course.

Each day runs from 08:30 to 16:30 and provides approximately 6.5 contact hours. The programme moves from role clarity and goal setting through delegation, communication, coaching, performance management, conflict and personal management 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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