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"My mistake was based on the most common fallacy of corporate meritocracy: A talented performer will be just as effective in a managerial position." Donald O. Clifton, Gallup
Every year growing companies promote thousands of high performers to manager, and 75% of new leaders get stuck in the transition. Why? Because they continue doing what got them promoted even though it doesn't work. What they need are new skills and mindsets—the skills and mindsets of a leader, not expert.
In this training, participants learn the significant differences in skills, mindsets, and responsibilities of managers. A robust pipeline of high-level leaders begins with this first transition to manager.
You will learn:
- The core manager skills, values, and mindsets
- What stops people from managing well
- How to develop the managers you supervise
- Why learn this? Because:
- 75% get stuck in the transition to being a new manager.
- This is a key bottleneck for developing future leaders.
- Supervision skills affect everything in a company: quality, morale, expenses, profits, culture, etc.
- What surprises new managers
- Barriers to effective management
- The biggest reasons staff do not do what they are supposed to do
Who should attend:
New managers, potential managers, and those who supervise managers will all be better equipped to bring out more from their direct reports.
