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Senior Management Course
Senior Management Open Course
(Click here for Tailored Senior Management Training)This two day Public Senior Management Course is suitable for those who have been promoted to a Senior Management position recently or are looking to move up. It is suitable for those who have held a management role for some time - as a line manager or team leader - and are now being asked to step up to senior management.
Senior Management Courses are run by Bronia Szczygiel
This is an experiential course and participants will find themselves involved in recreating and re-running real interpersonal situations using the learning of each day to create more positive outcomes.
Click here for our Appraisal Training and Performance Management Course - Change Management - Facilitation and Better Meetings Course - Line Management Course - Project Management Course - Time Management Course - One to One Management Training
Senior Management Course Objectives
Delegates on this programme will:* Explore what it means to be a senior manager in their company
* Gain an understanding of different management styles
* Develop an awareness of their own management style and how to make it more effective
* Explore ways of holding and implementing the company vision and values
* Learn how to use some useful management tools and techniques – like Systems Thinking, Active Decision Making, Stretch Goals
* Learn to recognise and develop the full potential of their staff
* Improve their ability to hold effective meetings
* Develop their communication skills - both up and down the management chain
Senior Management Course - Programme for Day One
The course content may include many of the exercises listed below, and any additional material that the trainers feel is relevant to the delegates on the day.Introduction to Impact Factory style or working
The first day starts with input from the delegates on their particular challenges as senior managers. The trainers will use this input to shape the programme content so delegates get the most from their two days.What makes a manager 'Senior'?
We begin with a look at how the role of a senior manager differs from other management roles - such as line manager or team leader.What am I now?
Delegates will identify and discuss different management styles - including directive, facilitative, consultative, autocratic, democratic, disengaged, laissez-faire. They will then spend some time indentifying their own management style using feedback they have from the Impact Factory 360 assessment circulated before the programme.The delegates will present their findings, including the areas they most want to and need to develop, and what specific skills would be useful to go away with at the end of the two days.
Accepting the mantle
We have a couple of simple but really impactful exercises aimed at giving delegates a visceral experience of what it means to take on a senior management role and how they can go about building the reputation they would like as a senior manager.They will consider how they are seen by their own leadership team and by the people working alongside or below them in the management chain.
Then delegates start to design their own reputation, work out how to modify their behaviour to build respect in their colleagues and remain authentic.
Shaping the company
We'll then build on that to tie in individual and company values, enabling delegates to identify their own core values and how they then negotiate and communicate the team or company values.Bringing Strategy to Life
Leadership teams often develop a company strategy and expect others to understand it and deliver it as a matter of course. The senior manager is often the missing link between those who conceive the strategy and those who deliver.So how do you go about making the company vision and strategy accessible to others? And how to you link it to the day-to-day responsibilities of the team?
We have a couple of exercises aimed at making strategic and tactical thinking easy to understand and implement – a mini version of our Strategic Thinking Programme!
Inspirational thinking
This exercise takes delegates beyond the reasonable and into the inspirational; opening up new pathways for creative thinking in approaching a situation. It's the exercise we’ve used at Impact Factory to build our considerable success over the last 20 years!Systems Thinking
When things go wrong it can be easy to point the finger at the nearest person and assume it's their fault. Systems Thinking goes beyond the obvious to look at how other things and people might contribute to a 'stuck' situation or to mistakes.Apples or Pears
Decision making is an essential skill for senior managers - by making the different choices senior managers can bring life and creativity to a strategy or they can continue with the same old, same old because it's safe!As an introduction to this series of exercises on decision making, we have fun with delegates making on the spot decisions on a variety of things, from the trivial to life changing, in a split second.
We'll then explore good and bad decision making and how to proactively influence delegates’ own decisions and other people's.
Empowering self
A simple exercise aimed at empowering delegates to make their own choices and decisions in the workplace.Senior Management Course - Programme for Day Two
Recognising and Developing Potential
In the first part of this exercise delegates will look at all the different types of potential delegates might want to develop in their teams - including management, technical, specialist, generalist.Then we'll explore the characteristics of high flyers - how do you spot them? Research has shown that a successful track record is not necessarily an indicator of future success - maybe they just got lucky! So what are the things you should look for if you're going to develop the full potential of the team?
Finally delegates will explore all the different avenues of developing potential and when and where different paths might be appropriate.
Taking one team member as an example delegates will consider things like:
The style of management they seem to prefer
Their learning style
Potential barriers to development
Champions and blockers and how to influence them
Goal Setting
Goal setting is something that looks as though it's so straight-forward and yet...We'll start with an open discussion:
Have you ever been set a goal badly by a line manager? What happened; what were the consequences? How did you feel?
Have you ever set goals for someone else poorly? What were the consequences (if any)?
From there we will look at some techniques to help effective goal setting.
Clarity
A lot of times managers think they're being clear (they know what they mean), but somehow what comes out of their mouth doesn't necessarily get translated into the picture the manager had in the first place.Here we'll look at who the goal is for (yes, the correct answer is that it's for the person for whom the goal is set), and therefore how important it is to be able to see the situation from their point of view in order to make it manageable and doable.
S-t-r-e-t-c-h-i-n-g Goals
In this exercise we look at how different people react to goals that seem impossible to achieve and then consider how that might impact on different people in the team - from the high flyers to the steady plodders.Creative Goal-Setting
Here we look at left and right brain function and how to link both in order to make goals setting come alive for people.Senior Management Course Preparation
Styles Everyone has their own style of doing things. This is another chance to look at some of the difficult styles you might have to manage and different options you could use in helping people achieve their goals.Pushing Their Buttons
This exercise allows delegates to explore what motivates them and assess, if they can, what motivates members of their team.We then have a practical exercise aimed at getting the best out of team members by pushing their buttons.
Managing Meetings
The dynamics of 'working the table'Every meeting goes through its own unique process and no two meetings, even with the same people, are ever the same. In this section of the day we'll help delegates identify and develop a meeting dynamic and find ways of working within it.
Working to a Meeting Agenda
The most common thing that gets people off agendas is going off on tangents. Tangents are OK, if they add something, develop an idea or introduce something that needs introducing. However, in our experience, that's rare.In this process we'll give delegates a quick plan to structure effective meetings and head off problems before they happen.
Here, we'll facilitate an open discussion on things to consider before delegates even call a meeting.
Senior Management Course Handouts
We will distribute a number of relevant documents, USB sticks and web cards that will give everybody access to our extensive library of documents and hints and tips.Senior Management Course
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