Business
Management
Management Skills
How to Succeed In Your First Management Job
4.3 (283 ratings)
Course Ratings are calculated from individual students’ ratings and a variety of other signals, like age of rating and reliability, to ensure that they reflect course quality fairly and accurately.
1,339 students enrolled

How to Succeed In Your First Management Job

The management skills you can build to become a better manager and a great boss.
4.3 (283 ratings)
Course Ratings are calculated from individual students’ ratings and a variety of other signals, like age of rating and reliability, to ensure that they reflect course quality fairly and accurately.
1,339 students enrolled
Created by Mark Hofer
Last updated 1/2018
English
English
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How to Succeed In Your First Management Job
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This course includes
  • 2.5 hours on-demand video
  • Full lifetime access
  • Access on mobile and TV
  • Assignments
  • Certificate of Completion
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What you'll learn
  • Lead and manage a team of people to achieve results.
  • Provide effective feedback.
  • Build professional relationships with your team.
  • Delegate tasks and project effectively.
  • Coach your team in any area.
Requirements
  • Willingness to learn new behaviors
Description

Effective professionals earn promotions that eventually land them leading a team. Unfortunately most organizations simply place you in a management job, give you the title of manager, and expect you to figure it out on your own. You can become a  more effective if given the right tools and training.

As a new manager your job as is fundamentally different now. When you were an individual contributor, you were responsible for only your own work. Now you are responsible fo the work of the members of your team, your direct reports.

This course gives you the essential managerial tools you need to become a great manager in your organization and a great boss to your direct reports. This course will teach you the most effective managerial behaviors you can engage in. You will learn how to develop a professional relationship with your direct reports, give effective performance feedback to your team, delegate task and projects in a way that gets results, develop your team so you can get more out of them and advance their careers.

This course is not about theory. It is about what what you can do, the actions you can take. Today! This course is shorter than many others, but we don't spend any time talking about abstract things you have little direct control over, like your organization's culture. By practicing the behaviors and using the tools taught in this course, you will have a better culture in your team. You will find that you will get many of the things others only talk about and say they are important, but the fail to tell you how you can accomplish them.

The behaviors taught in this course have been proven to work in diverse teams from the very small to the very large and in a whole range of disciplines. It doesn't matter if you are leading a team of highly technical professionals or a multidisciplinary team or if your team is five people or fifteen, these techniques will work for you and your situation.

The skills you acquire in this course can help succeed in your new managerial role and propel you to roles with greater responsibility and better compensation.

Who this course is for:
  • Newly promoted manager
  • Managers looking to brush up on the basics
Course content
Expand all 34 lectures 02:21:36
+ – Introduction
3 lectures 14:35

Welcome to the course. In this first lecture we cover who this course is for and what you can expect to get out of it.

Introduction
Preview 04:51

In this lecture, we will cover how your job as a manager is fundamentally different than your job as an individual contributor.

Your Job is Different Now
Preview 03:52

Managers have different tasks than individual contributors. In this lecture we'll go over what those unique tasks are, regardless of your field or industry.

Your Tasks as a Manager
Preview 05:52
+ – Your New Role
5 lectures 21:15

Being a managers is different than being an individual contributors. In this lecture we'll go over what the differences are and their impact.

Your New Role
02:58

Being in charge of a team is what makes you a manager. This lecture will cover what that means for you and your work.

You and Your Team
03:13

This lecture will cover the three main types of managerial power: role power, expertise power, relationship power.

The Types of Power
05:15

You cannot be buddy, buddy with your direct reports. It will not happen. This lecture explains why and how your new job influences your work relationships.

There's No Hiding It; You're the Boss
05:33

Managers have three core responsibilities. This lecture explains them and lays the groundwork for why the behaviors in this course matter.

Your Responsibilities
04:16
+ – Communication
3 lectures 12:15

In this lecture we will discuss the inability to communicate too much and why you need to communicate more.

You Cannot Over-Communicate
02:44

In this lecture we will discuss how to listen to the members of your team, why it matters, and how it will make you more effective.

Listen to Your Team
03:48

This lesson will cover the importance of communicating the objective, how to do it, and in impact it will have on your team.

Communicate the Objective
05:43
+ – Performance Communication
8 lectures 26:25

This lecture covers various types of performance communication at a high level and their advantages and disadvantages.

Performance Communciation
01:54

We introduce the most effective method of providing performance communication and give guidance on how to most effectively deliver it.

Feedback Overview
07:27

We give an overview of the steps involved in providing effective feedback.

The Feedback Steps
03:44

Step 1 is simple, but powerful. We cover why you should ask and why you should honor the answer.

Step 1: Ask
01:51

In this lecture we cover step 2 of feedback in detail: what is behavior and why focus on it instead of characterizations.

Step 2: Describe the Behavior
04:03

After describing behavior, describe its results. This lecture explains why the third step of feedback.

Step 3: Describe the Result
02:09

In this lecture we discuss the final step of feedback. Feedback is about future behavior and asking for it is important if you want to be effective.

Step 4: Request Future Behavior
02:07

In this lecture, we put the four steps of feedback together and give several example on how it should look.

Feedback Recap and Examples
03:10
Prepare and deliver positive performance feedback to one of your direct reports.
Deliver Feedback
2 questions
+ – Building Relationships With Your Team
4 lectures 17:29

This lecture goes into the nature of the relationships you are allowed to build with your team. Some types of relationships are effective and some may seem desirable, but don't have the results that make you successful professionally.

You Must Be Professional
02:28

This lecture covers the single most effective way to build a professional relationship with your team members and do so in a way that increases the effectiveness of the team.

Why Do One on Ones
05:04

In this lecture we cover what about one on ones make them effective.

About One on Ones
08:13

This lecture recaps what we learned about conducting one on ones.

One on One Recap
01:44
+ – Delegation
5 lectures 26:26

Everyone seems to know they should delegate. However, this lecture we will explain why you should delegate so you can do so with more intent.

Why Delegate
03:50

This lecture discusses what you should delegate. Knowing why helps you determine what. We cover the types of work you should delegate to your team.

What to Delegate
07:44

Now that we know what we are delegating and why, we will discuss how to delegate in a way that makes successful completion of the task or project more likely.

How to Delegate
08:10

This lecture covers one of the traps of delegation: not following up. If you ever delegated a task and wondered why it wasn't done well, this lecture is for you.

Follow up on Delegated Tasks
03:53

In this lecture we review all that we discussed on delegation and show how it may work in an example case.

Delegation Recap
02:49
Take a look at your tasks and projects to determine which ones would be good candidates for delegation
Task to Delegate
1 question
+ – Develop Your Team Members
5 lectures 21:05

In this lecture we turn to the next part of your job as a manager, developing your team. We explain why it matters and why you should care.

Why Develop Your Team
03:02

This lecture gives an overview of all that we will talk about concerning developing your team members.

Development Overview
02:39

This lecture covers the three 'E's of development. Each is an effective way to ensure your direct reports can increase their abilities.

The Three 'E's
05:22

This lecture show you that you don't need to be an expert to coach your team members on any subject. 

Coaching
06:45

This lecture provides a quick review on developing your team members.

Development Recap
03:17
+ – Conclusion
1 lecture 02:06

This lecture provide a review of all that we have covered throughout this course.

Conclusion
02:06