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.
Bought at these levels
L4 Supervisory L5 Senior L6 ExecutiveWhat we list, and what we do not
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.
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.
What companies ask for
Managing a team without managing every task
Difficult conversations that do not end in a grievance
Setting and holding standards
Three situations this gets bought for
- 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.
Who delivers this
Every practitioner and provider on the register who trains leadership and management, filtered by the level they train at, the market and how they deliver.
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