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The manager’s craft
innate or dependent on learning agility?

Being a manager represents a stimulating professional challenge that brings with it specific tasks and responsibilities, among which is the direct management of a team. We are not always sufficiently prepared to organise, motivate, appraise and development team members in the most effective way. Often people become managers before they have had a chance to develop the competencies needed to perform the role optimally. We learn this through experience over the years, while expending a huge amount of energy and peppering our managerial journey with mistakes. The role of a Manager is a true craft, which one can learn and enhance with adequate preparation.

THE COURSE

  • COMPLETE COURSE: 8 modules for practical and systemic professionalisation
  • MODULAR COURSE: choice of one or more modules to gain insight into specific areas
  • ONLINE COACHING: following each module there is an optional coaching element online

  • The manager’s craft: motivate, evaluate and develop
  • The knowledge needed in the role of manager
  • The skills required in the management profession
  • Generations within organisations
  • The manager’s toolkit: Crew Profiler
  • One-to-one performance and development meetings: structure and dynamic
  • One-to-one performance and development meetings: different types
  • Manager’s toolkit: roadmap for one-to-one performance and development meetings
  • one-to-one performance and development meetings in action
  • Manager-team member communication
  • The power of feedback
  • The power of questions
  • Training: performance and development meetings in action
  • The Manager’s toolkit: P.O.S.T. (Performance-based, Objective, Specific, Timely)
  • Assertive communication
  • The one-to-one meeting to give praise
  • The one-to-one meeting to assign objectives and tasks
  • Training: feedback in action
  • Stimulating, directing and maintaining professional motivation
  • Understand personal motivational drivers
  • Observing motivation in team members
  • The Manager’s Toolkit: the motivation compass
  • The manager as a cause of demotivation
  • Questions to explore motivation
  • The one-to-one reconnaissance meeting
  • The one-to-one motivational meeting
  • Training: motivation in action
  • Error and mistake: what’s the difference?
  • Manage mistakes from a developmental perspective
  • Cognitive bias
  • Manager’s toolkit: the three phases of dealing with mistakes
  • Managing learning from mistakes
  • The one-to-one meeting to manage and learn from mistakes
  • Emotions and mistakes
  • Training: the one-to-one meeting to manage and learn from mistakes
  • Myths and realities in the exercise of leadership
  • Leadership and leading teams
  • Daily Leadership
  • The manager’s toolkit: P.C.P. (Pentagonal Client Profiler)
  • Anticipatory leadership
  • Consensus leadership
  • Inspirational leadership
  • Innovative leadership
  • Coaching, Mentoring, Tutoring: methodological overview
  • The new frontier of the manager’s craft: competency trainer
  • Principles of competency learning and development
  • Manager’s toolkit
  • The manager’s tool: the competency development plan
  • The one-to-one skills training meeting
  • The manager coach’s learning diary
  • Training: the manager coach in action
  • Purpose of the performance appraisal system
  • Observing and evaluating skills: the indicators of effectiveness
  • Observing and evaluating knowledge and expertise
  • The traps of observation
  • Delegating
  • Recruitment and selection process: requirements analysis and job profile
  • The recruitment and selection interview: good practices and points for attention
  • One-to-one performance and development meetings
  • One-to-one meeting to delegate an activity
  • Manager’s toolkit: performance in action
  • Relationships in the organisation: no cooperation = no business
  • Factors which facilitate and impede positive interaction, cooperation and collaboration
  • Managing meetings face to face and remotely
  • Debates, Disputes and Conflicts: what are they and how do they work?
  • Constructive disagreements and destructive conflicts
  • Emotions and conflicts
  • Behavioural styles in the management of conflicts
  • The manager’s toolkit: the conflict pyramid

Who the course is designed for

  • Managers who are aware that the development of Human Capital is the most fundamental asset for achieving business results
  • Managers who are convinced that you cannot improvise people management or simply base it on goodwill

Between 2017 and 2020 circa 3000 Managers have participated in the course

WHY CHOOSE THIS COURSE

  • The programme is designed and overseen by Angela Gallo, an internationally renowned authority in methodologies for developing Human Capital, and author of numerous publications on the topic.
  • The course is delivered by the most respected Italian trainers and guest lecturers, who are subject matter experts (university lecturers, business representatives, consultants).

Upon course completion, participants will receive a complimentary copy of THE MANAGER’S CRAFT.


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