Become a Manager Your Team Loves
Become a Manager Your Team Loves
What you’ll learn
Skills you’ll gain
Succeeding in your role as a manager requires developing a whole new set of skills. In this course, Dr. Eric Zackrison, PhD, will guide you through the step-by-step process of transitioning into a leader who can inspire top performance, earn respect, and maintain healthy working relationships. You will gain an understanding of the elements that constitute an optimal supervisor relationship, overcome identity challenges commonly faced by new managers, and learn how to leverage your position effectively. Furthermore, you will set yourself up for success by learning how to conduct thorough research before implementing change, adopting a solution-oriented perspective, and cultivating emotional intelligence. Lastly, you will explore a range of interactive skills that enable you to provide effective feedback and thrive in your new managerial role.
Syllabus
Download syllabus-
1
Supervision is a relationship Recognizing that supervision is a relationship allows for a renewed focus on where leadership happens. 2m
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Building strong relationships The most important part of supervision is building a healthy relationship with your team. 2m
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Coaching them up and out When those on your teams feel that you're there to help them succeed, they're more likely to engage and be a positive part of your team. 2m
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Management vs. leadership To successfully run a team, you'll want to bring in both leadership and management skills. 2m
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From contributor to manager In order to succeed as a manager, you'll want to depart from the identity you held as an individual contributor. 1m
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Spanning your boundaries Because managers are responsible for pushing their teams to stretch and grow, they can often get met with opposition. 2m
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Overcoming imposter syndrome As a manager, it's easy to feel like you might not belong in some of the rooms you're in - and this is totally normal. 2m
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Playing hardball vs. softball It can be really challenging to find the balance between being a friend and being a boss. 2m
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Defining power dynamics It's important to not only understand where your power comes from, but where power comes from for others as well. 2m
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Unlocking personal power As a leader, you can use personal power as a skill to influence and persuade others to achieve positive outcomes. 3m
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Impactful influence Your team members are all motivated by different things, which means they're influenced by different things, too. 2m
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Taking time to observe If you're too eager when you start off as a new manager and start making changes right away, you put your team's perception of you in danger. 2m
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Doing your research New managers, especially those who may not have all the context, can inadvertently make changes that have harmful repercussions. 2m
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Staying solutions-oriented When you leave too much room for being problem-oriented, your team can easily develop a negative attitude. 2m
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Identifying and removing roadblocks One of the biggest responsibilities of the leader of a group is to identify and remove barriers. 2m
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Using emotional intelligence Being able to read your self and others is key to improved relationships with our teams and employees. 2m
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Leveraging motivation When you have a firm grasp on what motivates someone, you can also figure out what doesn't motivate them. 3m
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Leaving space for new leaders Good leaders develop other leaders. After this lesson, you'll be able to recognize your role in developing other leaders within your team. 1m
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Becoming a delegation master Delegation is not only necessary to accomplish organizational goals, it is also a key tool to develop staff. 3m
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Avoid the barriers to effective listening Effective listening is one of the most powerful skills you can have as a leader. 2m
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Effectively listening to others Effective listening is one of the most powerful skills we can have as a leader. 2m
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Delivering feedback, early and often Feedback can feel like a scary word, but when done right, it can be a truly impactful tool for your employees. 2m
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Giving feedback with specificity and utility Strong feedback should be delivered with specifics and utility so that it can be easily applied. 2m
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Sharing performance-based feedback Performance-based feedback is one of the more intimidating types of feedback to share, but there are also plenty of myths about it that make it sound worse than it seems. 3m
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Feedback best practices Though we recognize that feedback is not only necessary and a key part of our jobs as supervisors, it can be difficult to deliver it in powerful ways. 2m
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Becoming a great manager Thanks for watching this course! 2m
Certificate
Certificate of Completion
Awarded upon successful completion of the course.
Instructor
Eric Zackrison
Dr. Eric Zackrison is the president and CEO of IDI.US Inc., which controls the rights to the Interpersonal Dynamics Inventory (IDI), a powerful multi-rater personality and behavioral style measurement tool. After 25 years as a manager and entrepreneur and earning his MA, MBA, and PhD, Eric is furthering IDI awareness and use by training and licensing others, as well as adopting the name of his father's consulting firm, Effectiveness Consultants. Eric also teaches for the Technology Management Program (TMP) at UCSB. His work focuses on the diverse methods of interaction and empowerment and how to use these different approaches successfully.
Eric Zackrison
CEO of IDI.US Inc and University Professor
Accreditations
Link to awards
How GoSkills helped Chris
I got the promotion largely because of the skills I could develop, thanks to the GoSkills courses I took. I set aside at least 30 minutes daily to invest in myself and my professional growth. Seeing how much this has helped me become a more efficient employee is a big motivation.
