Your Situation
You have become manager of your previous team and are relatively new to this role. The change in your position invites change in the interactions between you and your former colleagues. How can you find the balance between fulfillng your task and addresing the expectations and needs of your team?
Or are you possibly an employee from sales who may soon advance to the position of manager? Are you keen on finding out:
-
What exactly does this change involve?
-
How will former colleagues perceive and accept you in your new function?
-
What expectations will you be confronted with?
Your Benefit
After the seminar, you are optimally prepared for these new challenges. You will be able to identify the “bumps on the road” and work out possible strategies that provide you the necessary level of security for the beginning.
Contents
This seminar supports the development of your qualities as a manager and leader.Furthermore, it underpins the definition of your new role as manager.
-
The first steps: chances and risks when changing leadership
- How do I say something?
- Informal possibilities to exercise influence
- The first 100 days -
The influence on my new role and responsibility, my own “view” and behavior?- Expectations placed on my new role
- Open information cultur
- Objective and subjective level
-Feedback regarding my own management style
-
Management tasks and instruments
- Management style analysis based on the Blake & Mouton model
- Encountering resistances constructively- Being clear on own targets The effects of own management behavior on the team
-Work-related case studies
-
How to interact with former colleagues – Tips and strategies
- The successor trap
- Putting change into motion
- Valuing competence and experience
Die Methoden
- Professional input
- Group work
- Collegial supervision
- Role plays with v ideo feedback
Trainer
- Anette Göll ,CONTUR GmbH