Leadership and Management

The practical work of running people and running a unit - not leadership theory, but what a manager has to do on a Monday.

Levels it usually serves: L4 Supervisory, L5 Senior, L6 Executive

What Members Come Away With

• Managing a team without managing every task
• Difficult conversations that do not end in a grievance
• Setting and holding standards

In Scope

Supervision and line management, delegation, performance conversations, holding standards, running a unit and its budget, and the step up from doing the work to being accountable for other people doing it.

Out of Scope

Not motivational speaking and not a personality assessment sold as a leadership programme. If the outcome cannot be described as something a manager will do differently on Monday, it does not belong on this register.

Situations We See

The Technician Who Has Just Been Promoted

Your best operator, engineer or salesperson is now managing the people they used to sit next to. Nobody has taught them how, and the first sign of trouble is usually that they are still doing the work themselves. The commonest request on this register.

The Manager Who Cannot Have the Hard Conversation

Poor performance has been tolerated for months because nobody knows how to raise it without it becoming a dispute. This is where leadership overlaps with the labour law discipline, and it is worth saying so in the brief.

The Layer That Has Grown Faster Than the Company

You have gone from twelve people to sixty and the same managers are running it the same way. This is a whole-layer programme rather than an individual one, and it is usually bought as a series rather than a workshop.