The big transition
From managing self to managing other
Becoming a new manager requires someone to stop focusing on getting results through their own efforts and technical competence, and instead focus on achieving results through others.
Sounds simple, but it’s a transition that trips up most new managers. Why? Because it requires a whole new approach to work and a new set of skills to organize and manage the work for other people, and then enable and motivate them to get work done.
A business critical need
Because untrained managers hurt the bottom line
Most new managers are left to just “figure it out.”
Research conducted by The Ken Blanchard Companies found that 61% of new managers received no training either before or during the first three years of being a manager.
In fact, there's a multi-year training gap
People most frequently become first-time managers between the ages of 29 and 36. However, research found that on average, managers get their first leadership training at age 41 – many years after they began supervising.
Not training new managers can have big repercussions
First-level managers are directly responsible for organizing and enabling the work of approximately 80% of an organization’s employees.
So if managers lack the management skills and mindset to do their jobs well, then this can have a direct negative impact on a company’s bottom line.
Capabilities for kickass managers
Honing their foundational and level-specific capabilities
The new manager track of the Upwardley leadership habit-building platform enables new managers to develop both the foundational and level-specific capabilities they need to become a kickass manager.
Maximize your time & accomplish goals by spending it appropriately – i.e. getting the right things done at the right time, by spending the right amount of time.
Develop the ability of others to perform and contribute to the organization by providing ongoing feedback and by providing opportunities to learn through formal and informal methods.
Be deliberate about what you stand for and how you deliver on that; Recognize that your attitudes & behaviors set the tone for your team every day.
Handle pressure effectively; remain optimistic and persist, despite adversity. Recover quickly from setbacks.
Build and maintain deep-rooted, trusting and authentic relationships with each of your direct reports.
Proactively manage your demeanor, communication and identity to support your impactfulness as a leader.
Assess and recognize your strengths and development needs; Have a growth mindset and pursue self-development.
Your character is essential as a leader to build trust and credibility; without it people will not follow you.
Make well-informed, effective, and timely decisions, even when data are limited or solutions have unpleasant consequences; anticipate the impact of your decisions.
Determine objectives and set priorities. Hold self & others accountable for high-quality, timely, cost-effective results. Accept responsibility for mistakes
Inspire and foster team commitment, spirit, pride, and trust. Facilitate cooperation and motivate your team members to accomplish group goals.
Makes clear and convincing oral presentations. Listens effectively; Writes in a clear, concise, organized, and convincing manner for the intended audience.
Understand your organization’s financial processes. Prepare, justify, and administer the budget. Monitor expenditures and use cost-benefit thinking to set priorities.
Design A Habit-Building Program For Your New Managers
New manager training the Upwardley way
Personalized, multi-modal and transformative
We don’t think your people can become kick-ass managers by binge-watching a series of online videos or attending a one-off new manager training.
That’s why we provide each of your new managers with a fully personalized leadership development journey that combines our specially developed online classes for new managers with contextualization exercises, and habit-building loops.