New manager and supervisor training and development best practices
New Supervisor and New Manager Training and Development Best Practices

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New Supervisor and New Manager Training

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New Manager and Supervisor Training
Research & Published Insights

It is likely you are all too familiar with the workplace adage: "employees don't leave their job or company, they leave their manager."

The reality is that bad managers do exist and are more prevalent than most people thought.

Read Are 2 in 5 New Managers at Your Company Bad Bosses? Why should you care? to find out:

  • The impact of a bad boss
  • What you should do about it

Download New Manager White Paper

New Supervisor and New Manager
Featured Workshops

New Manager 101 - the Fundamentals

Fundamentals of New Supervisor and New Manager Training: The Five Disciplines of Effectively Managing Others

This two-day, interactive new manager workshop provides a first step toward building the core management skills and competencies that will enable managers to improve performance, productivity and team satisfaction.

New Supervisor & New Manager Training


Transition to Management

Transition to Management: Becoming a New Manager

Being successful as a new manager is difficult.  The rules and expectations change dramatically and most companies do not provide the necessary tools or support to get the job done.

To achieve your goals, you need to be clear about what becoming a new manager involves,  develop the core skills needed to excel, and set and manage expectations of your boss and your team.

and this all must be done within your unique culture with a team that you probably did not create yourself.

Learn more about becoming a New Manager


Manager Survivor Guide

The Business Side of Managing: A Survivor's Guide

This proven management program for new managers uses case studies and experiential learning to help new managers start off on the right foot or to recalibrate their approach.

Led by experienced facilitators, it helps new managers:

  • Identify and clarify their objectives, roles and responsibilities

  • Assess the strengths and weaknesses of their team

  • Develop a 90-day and 12-month roadmap for success.

Learn more about he Business Side of Managing for New Managers


Career Development

Career Development for Managers: Developing Top Talent

This proven career development workshop provides new managers with a clear framework of their roles and responsibilities in developing the careers of their direct reports.

It includes a new manager career development toolkit to support employee assessments and career path planning.

Learn more about Career Development for New Managers

New Management Best Practice Health Check and Tools

Would you like to know how your new managers and supervisors stack up to Management Best Practices that drive productivity, engagement, retention, and profitability?

If the answer is Yes, then you are about
to make a wise investment.  In return for about 10 minutes of your time, you will receive a complimentary Management Analysis.

Performance Management

New manager training performance management best practices

Download Performance Management for New Managers White Paper


New Manager Client Case Studies

Supervisors of individual contributors   have tremendous influence on creating high levels of workforce engagement, employee performance, and talent retention.

Yet, time and time again the majority of senior managers interviewed site new supervisors as having the most significant skill gaps in all three areas.

If overlooked, critical management skill gaps translate into a decreased productivity and increased attrition.  Newly minted managers can achieve their primary role and contribute when they:

Learn More about Management Training Client Case Studies


Leadership Development Excellence Award

Action Learning & Leadership Development Best Practices Award

Learn More about Leadership Development Excellence Award


New manager and supervisor training and development best practices blog


 
 

The Bottom Line

For a new manager to successfully take the helm, they must quickly transition from managing themselves as an individual contributor to managing others.

While most people are initially thrilled to be rewarded with a new management position, many never excel or continue to move up the ranks because they are more suited to "doing" than "managing." Many unsuccessful new managers try the same tactics that led to victory as an individual contributor. But no manager can successfully do everyone's job. Instead of over-reaching or micromanaging, effective managers use organizational leadership skills to plan, coordinate, communicate, motivate and delegate to get sustainable results with and through others.

Mastering the art and science of business management requires an additional set of skills to stimulate and engage others to achieve great things. To make the leap from self-sufficiency to being dependent upon the success of others requires a significant change in attitude, working style and skill set. Instead of outworking others, new managers must more consistently provide direction, share information, coordinate activities and tune into the needs and aspirations of their team.

Effective new manager training helps first-time managers to navigate this difficult transition by making sure that new managers know what is required of them in the areas of goal setting, decision making, problem solving, delegation, performance management, change management and communication.

The bottom-line is that success as an individual contributor does not guarantee success as a new manager. Technical skills alone are not enough to attract, motivate, engage, develop and retain top talent while meeting greater, wider and more complex performance demands.

To gauge your success on any management training program, always strive to measure and move at least one of the following key metrics:

  • Leadership execution effectiveness of key corporate strategies.
  • Employee attraction, development, performance, engagement and retention.
  • Project cost, quality, and time.
 
 
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