Development built around your first-line managers can be shaped to:
- Build on their existing strengths and experience
- Focus on their specific needs
- Reflect your organisation and workplace
- Develop confidence in their management role
GIVE MANAGERS A HEAD START
Bespoke development for confident, capable first-line managers
Being a first-line manager is the first big step towards management. Some are daunted by the prospect; most are enthusiastic about the opportunity and all want to do the
best job they can. A superb first-line manager will always be one step ahead. They plan, think things through; and focus on people, and they do this all with confidence and
professionalism.
Our first-line management programmes develop the confidence, skills and practical approaches managers need to succeed — tailored to the needs of your organisation.
TRANSFORMATION
The First Line Manager Development Journey
Every first-line manager is different, with different levels of experience, confidence and capability.
1. Moving from colleague to manager
STEP UP
Helping managers make the transition from being responsible for their own work to leading and managing others.
First-line managers need to establish credibility, understand their role and develop effective management habits. Depending on your needs, this can include planning, prioritising, managing time and making the shift from individual contributor to manager.
2. Communication that gets results
COMMUNICATE
Building the confidence and techniques to communicate effectively as a manager.
Managers need to communicate clearly, listen effectively and adapt their approach to different situations. Development can include gaining buy-in, giving feedback, raising performance and handling conversations that may be difficult or uncomfortable.
3. Getting the best from people
MOTIVATE
Helping managers create the conditions for people to perform at their best.
Managers need to understand what motivates different individuals and create the conditions for people to perform at their best. Depending on your needs, this can include motivation, delegation, accountability, standards and building confidence within the team.
4. Managing performance and developing people
DEVELOP
Helping managers develop their people and address performance effectively.
Effective first-line managers achieve results through others. Depending on your organisation’s needs, this can include coaching, mentoring, developing capability, addressing underperformance and helping people take greater ownership.
Why should you join?
To embolden your management style
We establish where your managers are now, identify what they need and tailor the development around your organisation.
What happens?
Practical, fun & relevant training
Once we've established what your managers need, we create an engaging learning experience around those needs.
The STC Business Toolbox gives us a range of practical techniques, activities and approaches that can be adapted to your people and workplace.
- Interactive activities that get managers involved
- Realistic workplace situations
- Practical techniques they can use straight away
- Opportunities to practise and experiment
- Memorable tools to take back into the workplace
CHALLENGES WE'VE HELPED SOLVE
Explore the solutions we've built to address first line management challenges
Progressive Management
Managers in leading companies are the drivers of the business and the developers and enablers of their staff. They are innovators and motivators – business leaders and leaders of people.
Challenge:
Managers need to become a driving force for positive change in their organisations through the development of outstanding and progressive people management skills.
Solution:
- Develop a sophisticated and multi-faceted approach to management
- Hone communication skills in order to be thorough on issues, while also using empathy and sensitivity when dealing with people
- Become more proactive results-focused managers, capable and confident in managing change, achieving more for less, while always keeping the customer in mind
Motivating Through Change
Change is now a constant way of life for most organisations. However, many staff, including managers can still find change hard to understand, difficult to implement, and almost impossible to present in a positive light. In the past, many organisations went through a period of change every decade or so, nowadays for many companies, the only constant is change.
Challenge:
Managers responsible for implementing change and need to know how to motivate others to accept change and contribute towards a positive outcome.
Solution:
- Give the key to leading successful change within their organisations whether it’s a major event such as a merger, a restructuring or a more minor event
- Special skills involved in motivating people through the different, and often difficult, stages of change
Coaching Skills
Today’s successful manager not only needs to be a competent manager but also needs to excel at coaching. Good coaching motivates, educates and stimulates; it encourages initiative and innovation within the team, and it’s a surefire way to gain a competitive advantage.
Challenge:
Supervisors need to motivate, educate and stimulate team members at all levels within their organisation.
Solution:
- How to coach more in less time
- How to motivate more effectively
- How to get team members to be more proactive and to think for themselves
- How to apply coaching techniques to turn challenges into opportunities
People Excellence with 5-ILT ©
The secret of effective people management, and the overall success of business today, is enabling and motivating team members to reach their full potential.
Challenge:
A team manager needs to unleash the full potential of their staff in the interests of overall business success, as well as individual job satisfaction, and higher staff retention rates.
Solution:
- How to develop the role of high-performance managers with regular one-to-one meetings with direct reports
- How to use the 5 Influential Leadership Techniques (5-ILT) during these regular sessions, to ensure staff remain highly motivated, well-trained and knowledgeable
- How to mentor staff to achieve standards and hit targets while being confident in the contribution they can make to the business
Innovation Through Teamwork
Both innovation and teamwork are key factors in any successful company. This has become increasingly true in modern business where the value often lies in the experience, knowledge and expertise of its staff, rather than in capital equipment.
Challenge:
Teams need to maximise the strengths of individual members whilst working together to welcome change and innovation and plan how these can best be implemented.
Solution:
- How a team can bring about positive productive change, whether imposed on them or instigated from within
- The skills necessary to analyse current situations, develop improvement strategies and implement them efficiently
- How to work as a team whilst maximising each individual’s skills and potential, enabling them to contribute across the board, rather than simply carry out a single assigned role
Call Centre Excellence
Managing call centres requires a dynamic approach. Managers need to be fast reacting, anticipate situations, be target focused and excel at developing and motivating staff.
Challenge:
Call Centre Managers need to develop the skills and motivation of call centre operators with the aim of increasing the company’s overall profitability.
Solution:
- A wealth of innovative hints, tips and techniques to manage & motivate staff
- Based on STC’s own experience of running successful call centres as well as working with and training a number of leading call centre operations throughout the United Kingdom
Appraisals, Counselling & Interviewing
A skilfully conducted one-to-one appraisal interview is a vital management tool in today’s business culture. If carried out with expertise and professionalism it will motivate staff, build on their strengths, concentrate their efforts on achieving corporate goals, and address areas of weakness in a positive, confidence-building way.
Challenge:
Line managers need to develop or mentor staff, with the aim of maximising their potential for the overall benefit of the company.
Solution:
- Improved relationship with staff and a deeper understanding of what motivates them
- Improved job satisfaction and better career prospects for staff, a well as improved productivity and performance for the company
Finance for Non-Finance Managers
People come into management from all sorts of backgrounds with a range of different skills. However, they all need to deal with finance when they enter a senior management position. For managers not coming from a financial background, this can be challenging.
Challenge:
Managers need to understand and/or report on involvement in the financial aspects of their department.
Solution:
- Understanding of how to create profit and loss statements
- Dealing with CAPEX and OPEX budgets
Virtual Leadership Training
With the changing nature of modern business more teams are transitioning to flexible working with team members often in different offices, different cities and even different countries. Some work from an office, others are work from home, both require a new management approach.
Challenge:
Remote Managers need to manage remote workers or are planning on transitioning to a more flexible way of working.
Solution:
STC has developed a Virtual Leadership Training package to prepare leaders for the future landscape
WE'RE HERE TO FIND THE PERFECT SOLUTION FOR YOU
Call us now to see how we can make your managers superbeings!
Get in touch. We'd love to hear from you!
Middle Management Training
Great middle managers are the driving force of business. They face the dual challenge of ensuring excellent performance from their teams whilst implementing strategies from above. Training to excel at both.
Senior Management Training
There is a definite transition from middle manager to senior manager. We build on the knowledge and expertise to ensure managers work at the right level and know how to achieve through others and exceed expectations.