Management and Leadership Skills for New Managers Training Class

1. Roles and Responsibilities of a New Manager

• Roles and responsibilities


• The three functions of management


• Avoiding micromanagement

2. Leadership

• How to lead a team using traditional models of leadership


• The difference between leadership and management


• Use 4 different leadership styles depending on individual skills and
  abilities

3. Interpersonal Communications Skills

• The communications model


• How team communication breaks down


• The role of the manager when it comes to listening and communication


• Effective interpersonal communication

4. Effective Listening

• Learn a listening skills toolbox of 6 skills


• When and in what situations should you actively listen?


• The benefits of listening with understanding

5. Performance Management

• How to give effective feedback


• Negotiating coaching plans with each employee


• Principles of performance appraisals


• Steps in progressive discipline

6. Myers-Briggs Personality Type Indicator

• The 16 different types and what that means to your team


• Personality types and conflict

7. Dealing with Conflict

• Positive and negative conflict


• Understanding conflict


• Controlled, expressed, and irrational anger


• A 3-step model for dealing with conflict on the team

8. The 6 Most Difficult Types of People and How to Deal with Them

9. Creating and Managing Effective Teams

• Definition of an effective team


• Advantages and disadvantages of working in teams


• Effective and ineffective teams


• Team rules, roles, and behaviors


• The 6 characteristics of effective teams


• What to do with a dysfunctional team


• Phases of team development

10. Motivation

• Traditional motivation models


• Motivating your under-performers


• How to create a motivating team environment


• Find the right reward for each team member

11. Delegation

• Delegate menial tasks so they get done


• Delegate the tough, important jobs to ensure they are done right the first
  time

12. Time Management and Priority Setting

• Setting effective priorities with your team


• Dealing with e-mail, interruptions, and meetings


• Negotiating priorities with your boss


• Learning to negotiate NO!

13. Stress Management

• Recognizing the signs and symptoms of stress


• Build a stress plan for work


• The physiological symptoms and impacts of stress


• What is distress?


• 7 steps to take in times of stress

Case Studies and Exercises

This course is written around an evolving case. Beginning on day one you take
over a project with eight remote team members. There will be language, culture,
and time barriers. You will be expected to deal with conflict, poor performance,
miscommunication, unclear priorities, and stress. Your international team will
be under pressure to perform, and you will be expected to take control right
away. The previous team leader left you in a mess, and you will be expected to
fix it and meet the project deadline, while creating a unified, motivated team.

Case Study 1: Roles and Responsibilities of a New Manager

• Exercise: Management Skills Self-Assessment

Case Study 2: Leadership

• Exercise 1: Leadership Orientation


• Exercise 2: Leadership Effectiveness


• Exercise 3: Preparing a Status Report


• Exercise 4: Leadership

Case Study 3: Management Situations

Case Study 4: Interpersonal Gap

• Exercise 1: Interpersonal Gap Exercise and What That Means to the Team


• Exercise 2: Your Own Gap


• Exercise 3: Interpersonal Communication Skills

Case Study 5: Effective Listening

• Exercise: Active Listening Quiz

Case Study 6: Performance Management

• Exercise 1: Performance Management Feedback with a Poor Performer


• Exercise 2: Performance Management Feedback with a Top Performer


• Exercise 3: Coaching #1: Developing an Employee Who Wants More
  Responsibility


• Exercise 4: Coaching #2: Dealing with a Difficult Employee Who Is a
  Problem


• Exercise 5: Performance Reviews and How to Prepare and Present Them

Case Study 7: Motivation

• Exercise 1: Motivational Self-Assessment


• Exercise 2: Motivation

Case Study 8: Myers-Briggs Personality Type Indicator

• Exercise: Myers-Briggs Type Indicator

Case Study 9: Creating and Managing Effective Teams

• Exercise 1: Managing Teams


• Exercise 2: Wilderness Survival Case Study


• Exercise 3: Integrity Team Breakdown

Case Study 10: Dealing with Conflict

• Exercise: Conflict Management

Case Study 11: Dealing with Difficult People

• Exercise: Difficult People

Case Study 12: Time Management and Priority Setting

• Exercise 1: Time Temperaments


• Exercise 1 (cont.): Scoring Analysis to Time Temperaments


• Exercise 2: Managing Time Wasters


• Exercise 3: Time Management In-Basket


• Exercise 4: Time Management Chart

Case Study 13: Delegation

• Exercise 1: Delegation Case Study


• Exercise 2: Do You Need to Delegate More?

Case Study 14: Review

• Exercise 1: Back to Work Action Plans

New managers, new supervisors, associate project managers, project managers,
IT project managers