Most professional managers grow from a common employee to a front-line supervisor, to a departmental manager after years of experience. The path for some people is smooth, but for others zigzag with losses for companies…
Challenges for Newly-promoted Managers:
- Some excellent employees can efficiently accomplish mission assigned by leadership. But when they become managers and need to assign missions themselves, they get lost with decreased efficiency and unfulfilled goals.
- Managers need to influence subordinates to accept how they are managed. Many new managers fail to achieve it and cannot control subordinates. In the end, everyone does his or her own job just like a heap of loose sand.
- Common employees may choose to obey while managers have to learn to influence, to influence the others to accept management. Lack of this, many people “cannot manager” their people, and finally each does his own work as a heap of loose sand.
Continuous Problems after Several Years' Management:
- As things pile up, solution falls into disorder. Demanded to do this at one moment and that in the next minute, employees are tired from running about and with continuous complaints.
- Since eyes focus on problems instead of the core, things which should have been easily solved consume much energy and cost and ultimately cause waste of resources.
- Some managers always cannot merge with employees and easily trigger conflicts, which does not only decrease efficiency but also damages working atmosphere.
- Managers feel stuck for employees whose performance isn’t qualified, which affects the whole department’s performance review.
New Challenges after Further Promotion:
- A group of senior employees cannot be greatly encouraged just by increase of salary. Some employees’ enthusiasm sharply decreases; some directly apply for resignation, and managers don’t know the real need of those veterans who work with them for years.
- With development, the department sets a higher demand for employees’ capability which whereas seems to encounter the bottle-neck. Managers don’t know how help them to improve.
- Even with good planning, there’s no time to finish a pile of multiplying missions. Meanwhile, subordinates are always not getting more opportunities to practice, improve capability and share responsibility. This is a vicious circle.
- When team cooperation goes to some stage, internal speech is free. Discord may simply trigger conflict. With the improvement on capability, subordinates begin to challenge leaders’ authority. For all these, leaders don’t know how to integrate team again and how to aggregate public mind; team’s performance therefore greatly drops.
Each professional manager that experiences this journey encounters the above problems more or less. Most of the time, problems exist not because of managers’ incapability but for managers cannot swiftly adapt themselves to a series of changes related with their business roles, circumstances, tasks or frequent contacts accompanied. Meanwhile, new positions require new management skills, which is another cause for the above problems.
AMA (China) reforms and supplements materials for 2 critically-acclaimed basic management programs — "6 Arks for First-Line Managers" and "6 Accelerators of High Value Managers". On that basis, AMA (China) provides 3 programs including High Value Managers' Toolkits, High Value Managers' Arks and High Value Managers' Accelerators, to separately handle the commonest problems met by managers with experience less than 2 years, from 2-3 years or more than 3 years.
Programs under this series can specifically meet the actual need of managers on each level and also interweave to ensure companies to systematically develop talents. Abstracting essence from the previous programs under “6 Accelerators + 6 Arks”, we first demonstrate managers’ psychology at each stage and wipe out their psychological discomfort against new changes, then we provide a series of methods and management tools to ensure managers can improve their management level at each stage.
Companies just need to send managers under cultivation to our “Assembly-line for High Value Managers” so to improve these managers’ capability at their each growth stage, create a comprehensive management team, and realize break-through.
How you will benefit
- Realize the role shift from a manager to a leader
- Apply the appropriate leadership style that matches the subordinate’s degree of maturity
- Keep subordinates inspired and growing in capability with effective motivation, delegation and coaching
- Learn to synergize team resource to achieve a higher level of accomplishment
What you will cover
Accelerator 1 Leading with trust
- Leading vs. managing
- Leader’s role and characteristics
- Leader’s action and practice
Accelerator 2 Motivation for momentum
- Why are people motivated to work
- Motivation theories and their application
- Effective motivation tactics
Accelerator 3 Empowerment for win-win
- Challenge of delegation
- Delegable tasks and delegation degrees
- Actions of delegation
Accelerator 4 Coaching for excellence
- The definition and the object of coaching
- Coaching principles from best coaches
- Five coaching steps
Accelerator 5 Building high performance team
- Key successful factors of high performance team
- Four stages of team development
- Leader’s role and actions at each team stage
“The program let us experience the essence of leadership with flexible management styles.”
“The program is very practical. A lot of methods can be used in work.”
“It covers typical difficult situations of management and provides clear guidance for daily work.”
“The program is well-organized, logical and practical.”