Leadership and Team Management

Who it is for

Middle managers, team coordinators, department heads, supervisors and technical staff recently promoted into management roles. Equally suited to business owners and managers of SMEs who lead people directly.

Objective

Enable managers to lead consciously and adaptively, matching their style to people and situations, handling performance and conflict conversations effectively, and building high-performing teams — including hybrid and remote ones.

Curriculum

1. 1The leader's role3 hours

   • Managing and leading: two jobs, two sets of demands
   • The hardest transition: from best technician to responsible for a team
   • Where authority comes from: formal power, competence and influence
   • Leadership styles and what each one does to the climate of a team
   • Exercise: self-diagnosis of your own style and where your blind spots are
2. 2Situational leadership and delegation3 hours

   • Levels of maturity and competence in the person you are leading
   • Adjusting direction and support: directing, coaching, supporting, delegating
   • Effective delegation: what you hand over, what you never hand over, and why
   • Setting the expected result, the degree of autonomy and the checkpoints
   • Micromanagement and absent management: the two extremes and what each one costs
   • Exercise: preparing a real delegation
3. 3Leadership communication and difficult conversations3 hours

   • Assertive communication: saying what has to be said without wrecking the relationship
   • Reinforcing feedback and corrective feedback: structure and timing
   • Feedforward: steering future behaviour instead of judging the past
   • Preparing and holding a difficult conversation: a five-step guide
   • Handling conflict inside the team: response styles and mediation
   • Exercise: simulating performance conversations
4. 4Motivation, performance and engagement3 hours

   • What actually moves people: autonomy, mastery and purpose
   • Setting clear, measurable objectives at team and individual level
   • The one-to-one meeting: structure, rhythm and the usual mistakes
   • Recognition: the cheapest management instrument, and the least used
   • Early signs of disengagement and flight risk
   • Exercise: preparing a one-to-one
5. 5High-performing and hybrid teams3 hours

   • Trust and psychological safety: what the research actually shows
   • The most common team dysfunctions and how to head them off
   • Leading at a distance and in hybrid arrangements: visibility, rhythm and cohesion
   • Multi-generational teams: managing different expectations without double standards
   • Exercise: drawing up your individual development plan as a leader

Skills you will develop