How to Succeed In Your First Management Job

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

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

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

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.

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

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

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.

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

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

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

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

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

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

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

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.

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

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.

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.

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

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

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.

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.

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.

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.

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

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.

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

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

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

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

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