Manage the emotional load remote leadership for new managers places on you and on the team.
Developing Remote Leadership Skills for New Managers
Build a working method for remote leadership for new managers that stands up to scrutiny and survives daily pressure.
📍 Abu Dhabi🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Teams read what their leaders tolerate on remote leadership for new managers far more accurately than what their leaders announce. When new managers is unclear, people default to protecting their own function. The programme takes participants through this area of organisational leadership end to end, from framing the problem to closing it out. Cases are chosen to expose the trade-offs in remote leadership for new managers rather than to illustrate ideal conditions. Most organisations already have a policy on the organisational leadership capability; far fewer can show it working. Field experience suggests that the barrier to better new managers is rarely technical. Participants gain a clear basis for measuring what remote leadership for new managers has actually achieved. The programme suits teams tackling new managers together as readily as individuals attending alone. Work concludes with a self-assessment of the organisational leadership discipline that participants can repeat annually.
Expected Learning Outcomes
Set direction on new managers that people can act on without further interpretation.
Review contracts and agreements for the obligations they create around remote leadership for new managers.
Prepare a short, evidence-based briefing on new managers for senior management.
Build the trust that makes candid feedback about remote leadership for new managers possible.
Align new managers with the wider objectives of the management team rather than optimising it in isolation.
Resolve conflict about remote leadership for new managers without leaving residue.
Who Should Attend
High-potential staff being prepared for wider responsibility for remote leadership for new managers.
Team leaders and supervisors who put new managers into practice day to day.
Department heads and senior managers accountable for remote leadership for new managers.
Board members and non-executives overseeing new managers.
Planning staff whose forecasts and budgets are affected by remote leadership for new managers.
Public sector managers applying new managers within institutional constraints.
Course Modules
Remote leadership for new managers: influence across functions you do not control
2 sessions · 8 pointsSession 1Reading the current state of remote leadership for new managers honestly
- Review a past decision on remote leadership for new managers and state honestly what you would change.
- Confirm that the people affected by new managers heard it from you first.
- Write down the reasoning behind your position on remote leadership for new managers.
- Decide what you will delegate on new managers and what you will not, and say why.
Session 2Holding the line on new managers when it costs you
- Name a single owner for each element of remote leadership for new managers.
- Check that records of new managers answer the questions likely to be asked.
- State the outcome expected from remote leadership for new managers in a single sentence anyone can repeat.
- Identify the data already collected that bears on new managers.
New managers: delegation, trust and accountability
2 sessions · 8 pointsSession 1Recovering after a visible mistake on new managers
- Prepare the response for the most likely failure in remote leadership for new managers.
- Benchmark the organisation's new managers against comparable operations.
- Draft the minimum viable leadership plan for remote leadership for new managers.
- Decide the point at which you would escalate new managers.
Session 2Saying the thing about new managers that nobody wants to say
- Arrange the handover of remote leadership for new managers so capability survives staff changes.
- Confirm that reporting on new managers reaches the people who can act.
- Compare the cost of remote leadership for new managers with the cost of its absence.
- Write down the assumptions underpinning the approach to new managers.
New managers: performance, standards and consistency
2 sessions · 8 pointsSession 1What has to be agreed before work on new managers starts
- Check that remote leadership for new managers still works when volumes rise unexpectedly.
- Prepare how you will respond when new managers is challenged publicly.
- Assess the workload remote leadership for new managers adds and what you will remove to make room.
- Agree the standard on new managers and confirm it applies to everyone.
Session 2What your team concludes from how you handle remote leadership for new managers
- Identify single points of dependency in remote leadership for new managers and reduce them.
- Name the person accountable for each part of new managers, not the committee.
- Set the decision rights on remote leadership for new managers: who decides, who is consulted, who is told.
- Recognise publicly one person whose work on new managers went unnoticed.
New managers: conflict, politics and informal power
2 sessions · 8 pointsSession 1Delegating new managers without abandoning it
- Identify the conversation about remote leadership for new managers you have been postponing, and schedule it.
- Decide what will be stopped to create capacity for new managers.
- Set out how exceptions to remote leadership for new managers are requested and approved.
- Record what was learned when new managers did not go as planned.
Session 2Testing new managers before relying on it
- Set the review point at which remote leadership for new managers will be reconsidered.
- Set escalation thresholds for new managers that work out of hours.
- Test whether the team can explain remote leadership for new managers in their own words.
- Identify your successor for new managers and the gap they need to close.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.