Leading Teams - practical training for managers and supervisors

Managers are usually in their roles because they are an asset to the business, but too often they don't get much of a helping hand with the people management side of things. While managers who understand the big picture and know the theory behind current leadership trends are ideal, what is more important is managers who understand how to get the best out of their teams and confidently take care of problems before they escalate.

If you've ever struggled to source really practical training for managers and supervisors, these one to two hour sessions focusing on the issues managers most often encounter could be just the answer. Rather than dwelling in theory, these sessions cut to the chase and work toward suggestions and solutions for the issues that either cause the most frustration or that we unreasonably expect managers to know intuitively.

The topics to the right are entirely self-contained and are designed to be a 'pick list' for business owners and senior managers to prioritise according to the needs of their team and business, and allow them to engage us to deliver one session, a handful or all eleven.


Meetings can often be a ‘we’ll do this because we have to’ race-through or a drawn-out timewaster for everyone involved.  Both options are expensive for the business.  This session will look at when to have meetings, how to have meetings (format and structure) and what to record.  We’ll also focus on setting ground rules for the meeting to ensure they add value and encouraging different perspectives to ensure they are getting the best from the participants.


Everyone can give feedback, but giving effective feedback in a way that gets the desired result is a learned skill.  This session will cover both formal and informal feedback, and discuss the differences in purpose and delivery of reinforcing (‘positive’) feedback, skill-building (‘coaching’) feedback and corrective (‘negative’) feedback.  We’ll look at the importance of timeliness, confidentiality, listening well and encouraging candour to ensure that the feedback actually hits its mark.  We’ll finish up with when it is important that records are kept of the feedback and some practical ways to make sure that happens.


Delegation is too often not done well or not done at all.  We’ll cover when to delegate and how to create conditions for success, including giving clear, unambiguous instructions, setting expectations and uncovering and removing the barriers to productivity.  We’ll also look at what to do if delegation isn’t getting the job done.


We can all rattle off different management styles and pretty quickly attach labels to the managers we’ve worked for (and we’ve all worked for the micromanager or the manager who Just Won’t Make A Decision).  Self-awareness, though, is a whole different kettle of fish.  Rather than looking at obscure ‘textbook’ management styles we’ll look at management styles in terms that people recognise and relate to. We’ll talk about building self-awareness and understanding the impact on the team and business, and steps to take if managers want to make a change to get the best out of their team.


Traditional leadership training typically focuses on pretty ‘big picture’ goals, but often what you need is managers who get the day-to-day stuff right – things like planning, problem solving, recordkeeping, checking in with staff.  We’ll cover how to get some good leadership habits in place so managers know what is going on in their team, what they need to achieve and whether they are achieving it, how to take care of issues at the team level and when to make sure they are reporting up.


Leave, whether it is sick leave, carer’s leave, compassionate leave or annual leave, is an issue that all managers have to deal with but few have had guidance on what they can and can’t do.  This session will look at the different types of leave, employee rights, employer rights and recordkeeping with the aim of building confidence to respond when leave questions and issues arise.


Collaboration is a fantastic indicator of a healthy business, but rarely happens by accident.  We’ll look at encouraging collaboration within teams and between teams, including understanding team dynamics, overcoming barriers and eliminating silos.  We’ll also cover the nitty-gritty of how collaboration happens so everyone knows what they need to do and the tools that can help.


We often hear ‘people management would be easier if it wasn’t for the people’.  Rather than talk about managing a team in big picture terms, we’ll look specifically at where the issues usually lie for managers – difficult team members, underperforming team members, exceptional team members, the ‘problem children’, and mates and family members – and cover some practical hints for each of these challenges.


In a business, the managers usually have the most influence over performance and productivity.  While the temptation is to sit back and expect that goals are met, and scramble to find answers when they aren’t, the more useful approach is to be proactive and involved right from the start. We’ll cover effective goal setting, communicating clear and reasonable expectations, and increasing motivation, alignment and buy-in.


Communication is a huge topic, so we’ll focus on a few key areas that deliver great results for teams and businesses. We’ll talk about communication styles and how to adapt to get the best results, communicating both success and failure effectively and communicating with the right people at the right time.  And because it is so often a stumbling block for managers, we’ll cover in more depth how to broach difficult conversations with team members, peers and their own managers. 


Getting change management right is critical for businesses, and managers play a pivotal role in this process. This session will look at project planning change, communicating effectively, identifying potential hurdles before they arise, gauging and responding to their team member’s reactions to change and, as the change process draws to a close, moving on to managing the new ‘business as usual’.