Developing others

Developing others

Step two of our three-stage methodology is to give managers the skills they need to manage others, so they can get the most from their teams and build a better workforce.

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Managers don’t just manage themselves. They have to manage others, which requires a broad range of skills – most of which you can’t learn yourself, ‘on the job’. 

Helping others to succeed

Managing can be tough – change can sometimes take years to deliver, but often the business focus is on the current quarter’s performance. As a result, untrained managers – feeling the pressure – often take an unnecessarily tough line with people. It’s not only counterproductive, it can incubate a toxic culture that’s hard to dissipate. We help managers to deal with people in a positive way, giving them the skills to get results through coaching, structured direction and encouragement. 

Engineering empowerment

Where most ‘standard’ management training expects essential skills to somehow just ‘trickle down’ – we build coaching of teams directly into what we do, to develop managers so that they can empower teams to be more productive, responsible, communicate better, be clear about their roles and deliver more for the business.

Helping managers create and maintain momentum

Getting the most from others needs to go beyond day-to-day productivity. It has to unite teams, give them goals, get them to buy into the strategy of the business, contribute to that strategy and then understand how they’re part of an organisation’s success. We help managers to create and direct far stronger teams – groups of people who work together better and deliver more.


Module outline

It is a key managers’ role to make sure everyone in their teams is fulfilling his or her potential for performance. In practice, this means being able to set clear objectives aligned with the organisation’s wider strategy. It includes monitoring people’s progress, coaching them through difficulties, providing regular feedback that achieves the right results and tackling those tough conversations. This second module in the development programme provides managers with the skills, confidence and practical action plan to lead their team to a higher level of performance.

Understand what motivates (and demotivates) your team to perform; creating a personal strategy for achieving buy-in and commitment to your ideas, vision and plans as a manager.

Learn how to develop meaningful, measurable goals for individuals’ behaviour as well as their work outputs – to keep them on track and transform the results they achieve.

Managing performance requires sound people and organisational skills, as well as clear plans for reviewing the role of the individual and developing their potential, going far beyond the annual appraisal.

Plan and conduct fair, balanced and motivational annual appraisals. Learn methods of giving feedback which result in real improvements in people’s performance.

Discover how development coaching as a management tool to turn people’s potential into performance, both formally and informally. Build your skills and confidence to use best-practice frameworks (such as GROW) for your coaching conversations, to get results.

We can also cover a range of other topics, including:

  • Team building
  • Behavioural interviewing
  • Dealing with difficult people
  • Negotiation
  • Leading virtual and remote teams
  • Cultural awareness
  • Managing Millennials and Generation Z