MDP for New Managers - Modules 1, 2, 3 and half-day Action Learning Set - Online and/or Classroom

Module 1

Management and leadership style

A series of discussion and practical exercises to help participants recognise their preferred management style and its impact on different situations and people. Introduction to a number of management models including Situational Leadership, Action Centred Leadership, Learning styles. This will also include looking at different team roles and team dynamics

DiSC

An introduction to the DISC personality profile

Building effective, high-performing teams

Strategies for building and maintaining team performance explored through practical problem solving activities and discussions exercises. The following aspects of the manager’s role will be covered: clarifying team purpose; empowering people; recognising and rewarding people; enhancing morale and motivation

Emotional Intelligence

Exploring what is meant by emotional intelligence looking at the key components of personal competence/self-management and social competence/managing relationships with others. This will also include looking at how to operate assertively and deal where necessary with passive and aggressive behaviour in others

Effective communication

Strategies and techniques to ensure clear, open and constructive communication with individuals and teams. This will cover how to communicate and receive feedback in a constructive, effective and purposeful way

Managing performance through effective 1-1s and performance reviews

Exploring the principles of how to manage performance effectively. Participants will need to be aware of and familiar with their own organisation’s appraisal/performance review processes before attending the programme. Discussion during the training will focus on the key principles of structuring review discussions, conducting regular 1-1s/catch-ups, setting objectives, discussing and agreeing personal development plans with individuals, dealing with tricky situations during 1-1s and performance reviews

Dealing with performance issues

Strategies for holding difficult conversations when an individual’s performance is not meeting expectations, including how to set improvement objectives and review progress

Action planning and next steps including fieldwork

Module 2

Effective delegation

Exploring what delegation means, why it is done and how to do it effectively, taking into consideration the demands of the task and the current skill level of individuals.

Creating motivating work environments

Strategies to establish what motivates individuals and teams and how to respond to different needs in order to create a work environment which is conducive to people performing and achieving at their best, feeling valued and respected and deriving a sense of satisfaction and enjoyment.

Coaching skills

Strategies and techniques for helping team members develop skills, abilities and knowledge. This will include coaching in situations of under-performance, the under-confidence, new team members needing to grow into their role.

Dealing with difficult people situations

This will explore how to tackle tricky issues with team members. This will be approached via ‘live case studies’ offered by the group.

Managing conflict

Exploring the causes and consequences of conflict within a team and between individuals. Use will be made of the Thomas-Kilmann model to look at different reactions to conflict and conflict resolution.

Leading and managing change

Strategies to deal with change including planned change and ‘imposed’ change. The emphasis will be on leading teams through times of change and dealing with collective and individual reactions to change.

Workload matters and personal organisation

Time management strategies and techniques including how to raise workload concerns and issues with line manager and others.

Managing upwards

Strategies for building a good rapport and positive relationship with line-manager(s) so that mutual trust and respect is established and maintained. This will include how to discuss and understand line manager’s priorities and pressures, and how to ‘lever upwards’ when required.

Commercial awareness

Exploring business and commercial awareness.

Action Planning and next steps including fieldwork

Module 3

ACAS guidelines and guidance will be used as the basis for the module. Case studies and example situations will be used to ensure the module has a practical focus and participants will have the opportunity to take part in practice sessions to develop their skills and receive feedback.

• Role and responsibilities in people management matters
• Employer - employee relationship
• Awareness and understanding of legal framework, organisational policy and procedure and good practice in managing:
• Staff grievances
• Disciplinary
• Capability
• Sickness absence
• Selection and recruitment
• Action Planning and next steps including fieldwork

Action Learning Set

Action Learning (AL) is a method of problem solving for managers, which also offers scope for personal learning and development. The main thrust of AL is towards practical solutions to real and specific work situations. 

In conversation/discussion with other set members, an individual explores their issue in detail and begins to think through possible strategies for managing it and taking action back in the workplace.  Through this process, the individual learns about him/herself as a manager and a person.  

A set typically includes between 5 and 7 members, supported by a set facilitator.