Course · Management & Leadership

Management for New Leaders

A practical course for first-time managers in English: the shift from doer to leader, delegation, goals (SMART) and prioritization (Eisenhower, reversible vs irreversible decisions), feedback (SBI) and 1:1s, motivation (Pink, Herzberg) and situational leadership, difficult conversations, hiring and onboarding. Educational case-based practice.

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From Doer to Leader

Your job just changed: results through others

6 exercises · Reframe success in a manager role from personal output to the results, growth, and processes of the whole team.

The new-manager traps: doing it all and micromanaging

6 exercises · Identify the classic first-time-manager traps (taking back the work, micromanaging, avoiding hard conversations, inconsistent standards, managing former peers) and why they hurt the team.

What a manager is actually accountable for

6 exercises · Define the manager's three core responsibilities — delivering team results, developing people, and running healthy processes — and apply them to sort daily activities.

Delegation

Why and what to delegate

5 exercises · Explain why delegation is essential (it frees the manager and develops people) and decide which tasks to delegate versus keep.

Levels of delegation and handing over with context and authority

6 exercises · Hand over a task properly by giving the goal, context, and the right level of authority, using a ladder of delegation levels.

What went wrong: diagnosing broken delegation

6 exercises · Diagnose failures in delegation scenarios and apply the rule that you can delegate a task and authority but never the accountability for the outcome.

Goals and Priorities

Goals vs tasks, and SMART as a quality check

6 exercises · Distinguish goals from tasks and use the SMART checklist to test and sharpen a goal.

Aligning goals with the team and company

6 exercises · Connect an individual's goals to team and company goals so people understand how their work contributes.

Prioritizing and deciding

6 exercises · Prioritize work with the urgent/important matrix and speed up decisions by judging whether they are reversible or irreversible.

Feedback and One-on-Ones

Feedback that works: regular, specific, behavioral

6 exercises · Explain why feedback must be frequent and specific and distinguish behavioral feedback from judgments of the person.

The SBI model: praise and correct with facts

5 exercises · Use the Situation-Behavior-Impact (SBI) model to deliver factual, non-judgmental feedback, for both recognition and correction.

Running useful one-on-ones

5 exercises · Run a regular one-on-one as the employee's time for connection, development, and removing blockers — listening more than talking.

Motivation and Leadership Styles

Extrinsic vs intrinsic: autonomy, mastery, purpose

6 exercises · Distinguish extrinsic from intrinsic motivation and use autonomy, mastery, and purpose to think about what drives a person.

Motivators vs hygiene, and motivation myths

6 exercises · Apply Herzberg's distinction between motivators and hygiene factors and dismantle common myths about motivating people.

Adapting your style with situational leadership

6 exercises · Match a leadership style (directing, coaching, supporting, delegating) to a person's readiness for a specific task.

Difficult Conversations, Hiring, and Putting It Together

Preparing for a difficult conversation

6 exercises · Prepare for and structure a difficult conversation by relying on facts and observable behavior, separating the person from the problem, and looking for the interests behind positions.

Underperformance, structured hiring, and onboarding

6 exercises · Address low performance early and apply the basics of structured interviewing and effective onboarding.

Capstone: diagnose a situation and build an action plan

4 exercises · Integrate the whole course by analyzing a realistic management situation and producing a self-checked action plan.

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