Management Foundation Programme
Developing behaviours and skills of excellent managers
In our fast moving world, the demands on staff are ever increasing and it is the manager’s responsibility to help set and maintain direction, coach, support and motivate. Staff performance should be seen as an indication of the success of a manager in any team.
This programme has been designed to give delegates the foundation skills needed to manage a team successfully as well as to understand their own strengths, motivators and development needs as a manager.
The programme consists of six Modules:
MODULE ONE: An introduction to management and leadership
MODULE TWO: Managing people
MODULE THREE: Managing performance
MODULE FOUR: Team building
MODULE FIVE: Team skills in action
MODULE SIX: Coaching and mentoring
Each module briefly explores the relevant management theory and then puts this into practice through case studies, role-play exercises and facilitated group discussions.
Additional 1-2-1 coaching sessions are available between modules.
By the end of the Programme delegates will:
- have a clear idea as to the difference between management and leadership and the responsibilities that come with each role
- understand that effective communication is at the heart of good leadership and management
- be able to implement the appropriate leadership style in a given situation
- appreciate the importance of effective delegation for growing the individuals in a team
- be clear on how to provide constructive feedback and how this feeds into an effective appraisal system
- understand how to manage and motivate a team
- be able to manage both ‘under’ and ‘over’ performance
- be able to lead and motivate a team
- understand the roles of mentor and coach and able to put them into practice in their team
Duration: 6 hours per module
Group size: 12 delegates
MODULE ONE - AN INTRODUCTION TO MANAGEMENT AND LEADERSHIP
A first management/leadership role can be a daunting experience. The module looks at some of the essential skills and techniques required to be a successful manager. It explores the difference between management and leadership, looks at key issues facing managers and provides solutions through practical exercise and examples. It allows the delegates to understand the impact of their management and leadership style on others.
- The difference between management and leadership
- Understanding the skills and qualities required of managers and leaders in a modern law firm
- Being clear on what the organisation needs, wants and expects of its employees
- Review of management and leadership styles
- Identify strengths and development needs
- Understanding the background to the four basic leadership styles
- The Directional Leader
- The Developmental Leader
- Self awareness – how you come across to others, your natural management and leadership style
- Discovering why effective communication is at the heart of empowering leadership and management
- Top tips on improving your communication skills
- Understanding barriers to effective communication
- The manager’s role in the development cycle – identifying learning opportunities and understanding the learning cycle.
MODULE TWO - MANAGING PEOPLE
People are the lifeblood of any firm. It is vitally important for both the stability and growth of the firm that they are managed effectively.
Most people want to give their best and to be their best at work. It should be rewarding, inspiring, challenging and even fun! Effective delegation and constructive feedback are key tools which the manager should use to motivate their team. The staff appraisal is a fundamental part of the manager’s supervisory role. Appraisal and feedback systems do not merely help the firm review their performance, but also allow the employees to identify and manage their own needs. Properly conducted appraisal interviews provide an opportunity to acknowledge achievement and should be to promote a motivated and more loyal team.
- Understanding the importance of delegation to employees, their teams and the firm
- Differentiating between delegation and ‘dumping’
- Understand what can and can not be delegated
- Matching delegation styles to suit the individuals in the team
- Developing alongside the staff
- Monitoring the team’s time effectiveness – ‘time is a currency – spend it wisely’
- Understanding the importance of giving regular and constructive feedback
- Utilise effective questioning and listening skills when giving feedback
- What is motivation?
- Identifying common motivators and de-motivators in the workplace
- Identifying indicators of staff motivation
- Building motivation through staff involvement
MODULE THREE - MANAGING PERFORMANCE
Encourage. Motivate. Mentor. Support. Praise. Coach. Train. Develop.
These are all words which describe the role of being a manager and outline their responsibilities towards the members of the team.
Managing performance – both over and under performance is a critical role for the manger and pivotal to the firm’s success. The module explores the link between high performing individuals, teams and their work input. It explores how to handle difficult or de-motivated team members and when to celebrate success.
- Defining Performance Management – what is it and why it matters
- Defining ‘under’ and ‘over’ performance
- Dealing with a sudden fall in performance and providing support
- Dealing with the ‘no improvement’ review
- Dealing with the difficult employees – the aggressive, the ‘bolshie’, the apathetic, the emotional and the ‘know-all’
- Analysing the causes of under-performance – encouraging ownership of the issue and discussing solutions
- Setting targets for improvement – SMART and behavioural objectives
- Dealing with the high-flyer – managing expectations and gaining commitment to both high and low level tasks
- Techniques and tactics for achieving high performance
- Performance Appraisals – encouraging self-appraisal in addition to formal review.
MODULE FOUR - TEAM BUILDING
Team leadership skills are an essential part of today’s management portfolio. To achieve targets, manage projects and meet key objectives, delegates will have to lead a group of individuals at some stage in their management role. This Module is designed to assist the delegates achieve greater results through developing high performance teams.
- Identifying the traits of an effective team
- Key techniques for ensuring competent and committed team working
- Managing the team’s expectations
- Distinguishing team roles and responsibilities
- Encouraging mutual respect and co-operation within the team
- Setting a clear direction and keeping the team on track
- Providing support and recognition
- Assertive team meetings and briefings
- Dealing with difficult team members
- Handling conflict within the team and promoting co-operative team behaviour
- Empowering the team
- The Belbin team roles in practice
- Preparing for the Team Challenge (Module 5)
MODULE FIVE - TEAM SKILLS IN ACTION
The skills learnt in the first four modules of the Management Foundation Programme are now put to the test as the delegates are divided into teams and given a team challenge. They will have to research and prepare within tight timeframes to finally present to a billionaire entrepreneur in the boardroom.
MODULE SIX - COACHING AND MENTORING
This highly practical module looks at two very useful tools for a manager or supervisor to have at their disposal, namely coaching and mentoring, and how they allow the manager/supervisor to build the competence and effectiveness of their team.
- Coaching and Mentoring – what are they and what is the difference between them?
- What are the common skills required for effective coaching and mentoring?
- The importance and value of coaching
- Focus on outcomes
- Coaching for growth
- Creating a climate for coaching
- The stages of coaching
- The TGrow Model
- Creating a mentoring programme
- identifying the mentors and engaging the mentees
- training the mentors
- establishing the contract