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New Manager Training: Your First 90 Days as a Leader
New
9 students

New Manager Training: Your First 90 Days as a Leader

Build your first management plan with team listening, clear expectations, practical priorities and leadership routines.
Created byDr. Law Payne
Last updated 11/2026
English

What you'll learn

  • Build a 90-day transition plan grounded in stakeholder listening and clear team priorities.
  • Clarify expectations with your manager and team before making commitments.
  • Choose practical early actions while checking workload, authority and inherited constraints.
  • Establish one-to-ones, review routines and visible commitments that support dependable leadership.

Course content

2 sections • 10 lectures • 1h 53m total length

  • The decision and the first useful result11:11

    Separate observation, reported concerns and assumptions before choosing your first management action. Work through Maya’s listening and evidence map, then identify the conversation that could change your own next decision.

    Open Resources beside this lecture. Download the First Weeks Listening and Evidence Map learner worksheet and accompanying case packet. Make your own attempt before reading the worked interpretation, then use the transfer task in an appropriate workplace situation.

  • Listening in practice12:01

    Practise listening before selecting a management solution. Use Maya’s conversations to distinguish individual accounts from team consensus and draft a provisional recap that leaves room for missing voices.

    I designed the Team Listening Conversation and Synthesis Workbook to turn this lesson into a practical decision. Open Resources beside Lecture 2 and download the case workbook. Complete your own response first, check the worked interpretation afterward, then apply the transfer prompts to an appropriate situation in your own work.

  • Expectations and the evidence behind it11:28

    Turn a broad management expectation into a reviewable agreement. Use Maya and Zoe’s case to define meaningful customer responses, calculate both sample rates and preserve unknown timing records.

    I designed the Manager Expectations and Evidence Agreement case workbook to help you practise this decision. Open Resources beside Lecture 3 and download the workbook. Write your case response before reading the worked interpretation, then use the transfer fields to prepare an appropriate decision in your own workplace.

  • Quick wins without hidden assumptions11:15

    Choose a bounded first improvement using evidence, authority, burden and reversibility. Compare Maya’s four proposals, specify a consistent trial inclusion rule and calculate the handoff effort honestly.

    I designed the First Improvement Selection And Trial Brief case workbook to help you turn this lesson into a practical action. Open Resources beside Lecture 4 and download the workbook. Make your own attempt before reading the worked interpretation, then use the transfer fields to prepare an appropriate decision in your own work.

  • The foundation case and your first deliverable11:16

    Build a first ninety-day transition plan that connects listening, expectations, a bounded improvement trial and realistic capacity. Calculate the five-hour additional planning demand, prepare the discussion with Zoe and distinguish conditional plans from completed work.

    I designed the First 90 Days Management Workshop case workbook to help you turn this workshop into a practical deliverable. Open Resources beside Lecture 5 and download the workbook. Complete your own attempt before checking the worked interpretation, then use the transfer fields to prepare an appropriate action in your own work.

Requirements

  • No management qualification is required. Bring a team situation to reflect on and a way to complete the downloadable exercises.

Description

This course contains the use of artificial intelligence.


You got promoted. People congratulated you. Now you're looking at the calendar wondering which conversation to have first.


Your old work hasn't disappeared, your team has expectations, and somebody above you already wants results. Those first ninety days can shape how people experience your leadership. Let's help you use them with intention, instead of spending them trying to look like you've got every answer.


I'm Dr. Law Payne. My Doctor of Business Administration specialises in Organizational Leadership and Development. I created this course for newly promoted managers, first-time team leaders and business owners taking responsibility for a team.


You'll work through listening to your people, understanding expectations, choosing priorities and building routines you can sustain. We'll examine the early conversations that help you learn before making promises you can't keep.


Bring your actual team situation into the exercises. You'll use the downloads beside the lessons to prepare listening conversations, clarify expectations and build a ninety-day plan around what you learn. Worked examples help you judge which early action builds confidence and which promise could create a problem you'll spend the next month repairing.


You don't have to become somebody else's idea of a manager overnight. You can build a thoughtful way to lead from where you are. Enrol today, and let's give your first ninety days a stronger foundation.

Who this course is for:

  • Newly promoted managers, first-time team leaders and business owners taking responsibility for a team.

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