MANAGEMENT ESSENTIALS

DELIVERY MODE

In-Person

OVERVIEW

The following four modules details ETA’s Management Essentials Series that prepare people for the skills on how management and leadership practices work together to be a highly effective manager.

KEY TOPICS

1. TRANSITIONING TO MANAGER

Role of a Manager

  • Recognize the challenges of being promoted to a people manager
  • Shift required in mindset transitioning from IC to manage
  • Identify the key characteristics of a great manager and leader

The Balancing Act

  • Recognize the challenges in being a working manager
  • Balance manager and individual contributor responsibilities
  • Analyze your use of time to reach a balance
  • Learn the dos and don’ts of an effective transition

Managing Through Values

  • Understand why values are important as a manager
  • Define your personal leadership values and compare to your company values
  • Demonstrate your values through observable behavior
  • Manage and lead through values for which you want to be known

2. COMMUNICATING AS A MANAGER

Knowing Your Working Style

  • Understand why individual working styles are important
  • Define what a working style is and what it is not
  • Identify the working style that best describes you
  • Recognize all four working styles’ strengths and blind spots
  • Demonstrate flexibility to get the best results

Communicating Effectively

  • Avoid communication stoppers
  • Start conversations with listening non-judgmentally
  • Balance inquiry and advocacy
  • Seek first to understand others’ perspective and rationale
  • Ask open and close-ended questions
  • Articulate your viewpoint and rationale

3. DELEGATING, GOAL SETTING AND ENGAGEMENT

Delegating for Results

  • Recognize the challenges of delegation
  • Identify and use a five-step delegation process
  • Assess the employee’s ability and motivation
  • Apply the Freedom to Act model

Setting Clear Goals and Expectations

  • Communicate company strategy and goals
  • Align department, project and individual goals and expectations
  • Create SMART goals to set clear performance expectations
  • Get commitment, not just compliance

Engaging and Motivating Employees

  • Pinpoint the top five reasons why employees stay or leave
  • Analyze the engagement level of you and your team
  • Identify ways to engage and motivate employees to increase productivity

4. GIVING BALANCED FEEDBACK AND HAVING DIFFICULT CONVERSATIONS

Giving Balanced Feedback

  • Identify the three types of feedback and the impact on employees
  • Describe the best practices for giving effective feedback
  • Apply the SBIC feedback model to provide balanced feedback
  • Practice how to deliver balanced feedback to a partner

Having Difficult Conversations

  • Connect the dots from previous conversations
  • Assess pros and cons of examples modeling difficult conversations
  • Deal with employee reactions to feedback
  • Role-play difficult conversation scenarios

RAVE REVIEWS     

  • “Absolutely! Instructor was engaging and a naturally gifted facilitator. She has not only taught the subject matter but also put them into practice. It is no wonder she demonstrates such mastery of her craft. This is when magic and learning happens!”  Fibrogen
  • “The program was extremely helpful for me as a young manager. It was great to interact and learn the different management styles I gathered from the questions, responses, and feedback from the instructor. I appreciated the sections on communicating effectively and providing feedback using the SBIC model.”  Fibrogen
  • “Being that I’ve been an IC for all of my career and that transitioning to a people manager role for the first time will be occurring in the near future, I would say that “all” modules of the program were very valuable. However, I would say that the “delegation” and “having difficult conversations.”  Fibrogen