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Navigating from Peer to Leader


2 Days Classroom Session   |  
3 Days Live Online
Classroom Registration
Individual:
$1395.00
Group Rate:
$1195.00
(per registrant, 2 or more)
GSA Individual:
$1018.35
Live Online Registration
Live Online:
$1395.00
Private Onsite Package

This course can be tailored to your needs for private, onsite delivery at your location.

Request a Private Onsite Price Quote

Professional Credits

IIBA (CDU)

ASPE is an IIBA Endorsed Education Provider of business analysis training. Select Project Delivery courses offer IIBA continuing development units (CDU) in accordance with IIBA standards.

NASBA (CPE)

NASBA continuing professional education credits (CPE) assist Certified Public Accountants in reaching their continuing education requirements.

This course offers 16.00 NASBA CPEs.

PMI (PDU)

Select courses offer Leadership (PDU-L), Strategic (PDU-S) and Technical PMI professional development units that vary according to certification. Technical PDUs are available in the following types: ACP, PBA, PfMP, PMP/PgMP, RMP, and SP.

16
NASBA CPEs
Certification
Overview

In your previous role you were paid to be an individual contributor. But, now you won't be performing those responsibilities anymore. Instead, you will be managing direct reports, some of which were probably your peers. As a newly promoted leader you need training, mentoring, and guidance on how to fulfill your new role effectively so you can hit the ground running.

Important competencies that need to be developed as you navigate this transition include communication, managing others, inspiring others, delegating work, coaching others, managing yourself, and coping with the stress of the changes. Most of these competencies are interpersonal skills which take time to develop and enhance. As your role shifts from managing yourself to also that of managing others, you will need to focus on enhancing/building relationships with peers, direct reports, and upper levels of management at your workplace.

Without proper guidance, you could be left to sink or swim in turbulent waters. This workshop provides you with the help and support you need to navigate these waters smoothly. This workshop is designed to help you with transition situations like culture, micromanaging, undermanaging, confidentiality, personal problems of direct reports, favorites, relationships, resources, problems, conflicts, underperformers, and over-performers.

Create an effective transition strategy
Plan for how you will deal with challenging situations as people begin to view you differently
Overcome the barriers that prevent effective communication
Create performance objectives that promote accountability and inspire direct reports to grow and develop into their potential
Remove delegation barriers and obstacles from hindering your ability to delegate work to direct reports
Know which coaching approach to use when exposed to differing workplace situations
Discover how you are currently approaching time management and apply best practices that will make you more effective
Reduce or eliminate the negative effects of stress as you transition into your role
Learn prioritization and organizing techniques to improve the way you manage your work and your time
Create an action plan to navigate the transition from being a peer to becoming a leader
Upcoming Dates and Locations
All Live Online times are listed in Eastern Time Guaranteed To Run

There aren’t any public sessions currently scheduled for this course, but if you fill out the form below, we can tell you about how we can bring this course to you!

Course Outline

1. What Have I Gotten Myself Into? What Should I Do First? 
Navigating from being a peer of your colleagues to a leader can make you feel like you will be thrown out of a boat into hazardous whitewater. Obstacles and hazards seem to be surfacing everywhere which makes it feel like you are drowning. This section is designed to help calm your nerves about the transition, as well as help you get started effectively. Even if you are already leading people, this section will improve and develop your leadership skills.

  • Getting ready for the transition journey
  • Identifying WIIFM – "What's In It For Me?"
  • Creating the right environment
  • Preparing for the opportunities and challenges

Practice Sessions - We will begin with an activity that will have you perform an assessment of your learning preferences to prepare you for this transition. Understanding your learning preferences will help you with strategies for the succeeding content and practice sessions. Then, as a small team you will discuss the opportunities and challenges of transitioning from a peer to a leadership role. With the help of your team, you will understand why it's important to establish the right environment as you prepare yourself to lead.

2. Communicating Effectively
Navigating from peer to leader means you will be communicating with more people at your workplace than ever before. You will now be navigating between various layers on the organizational chart. To be effective in your role, it is important to understand how communication will make or break your success.

  • Learning the communication process
  • Communicating with your staff and your manager
  • Managing communication obstacles

Practice Sessions - You will begin this section by learning and practicing a communication process and then determine which steps would be practical to implement in your role. Next, you will self-assess your ability to listen to others and discuss your listening preferences. Potential obstacles and roadblocks to the success of communicating effectively will be shared in small teams and discussed with all of your classmates. With the help of other participants, you will also discover strategies and tactics for how to communicate effectively with your staff and with your boss.

3. Managing Employee Performance
In order to gain commitment and improve the performance of employees, it is critical to evaluate their performance. Navigating in this skill can also be tricky because it is the least favorite part of most people when they are promoted into a leadership capacity. However, the journey doesn't have to be unbearable by following the tactics in this section.

  • Creating a performance management plan
  • Identifying and establishing what to measure
  • Maintaining records

Practice Sessions - You will start by performing a self-assessment on the current state of how you are evaluating and measuring employee's performance. Next, you will practice how to set objectives for employees, as well as for yourself. Working with your team, you will discuss best practice tips on performance management, and how to maintain employee performance records regarding objective setting, forms, discussions, etc. You will complete this section by having a checklist that will help guide you through this task so you don't dread it as much.

4. Inspiring Others
The navigation journey also involves understanding what motivates employees to do the tasks and projects both you and your workplace expect for them to complete. This section focuses on where motivation comes from and the factors that motivate different employees and different generations in the workplace. You will leave this section with discoveries of how to inspire employees, as well as satisfy employee needs in a way the will help your workplace achieve its goals and objectives.

  • Inspiring employees by tapping into the power of motivation
  • Identifying motivating factors for your employees
  • Capitalizing on motivating opportunities

Practice Sessions - You will begin by assessing your current approach to inspiring direct reports to perform tasks and activities. Next, you will identify the dissatisfiers in your workplace and discuss with the class ways to overcome the dissatisfiers that are inhibiting a motivating work environment. Working individually you will create an action plan of how you will build more inspiration while working with your direct reports. You will complete this section by reviewing a checklist of best practices to help inspire employees to be the best they can be.

5. Delegating Effectively
Navigating to delegating effectively isn't easy and doesn't happen overnight. This part of the journey has its own barriers that can throw you off course. In order to become more comfortable with delegating, you have to work on it by learning what should and shouldn't be delegated.

  • Identifying the benefits and barriers of delegating work
  • Learning the delegation process
  • Ensuring successful delegation

Practice Sessions - You will begin by assessing your current approach to delegating tasks and activities to your direct reports. Working with your team, you will identify the benefits for delegating work to direct reports, as well as the delegation barriers. You and your team will also analyze different scenarios on what to delegate to others. Working individually you will create an action plan of how you will use delegation more effectively in your workplace. You will complete this section by reviewing a checklist of best practices to help you become better at delegation.

6. Coaching for Performance
The purpose of coaching is to ensure the development of skills and the performance of your direct reports. Navigating in this competency helps facilitate their growth and learning. This competency is a natural follow-on skill to use as you manage your direct report's work performance. Knowing how to diagnose underperformance and determining the root cause of performance problems are an essential part of helping with the turmoil of this critical transition competency.

  • Identifying the benefits and barriers of coaching for performance
  • Learning the coaching process
  • Conducting easy and difficult coaching discussions
  • Providing feedback

Practice Sessions - You will begin by assessing your current approach to coaching your direct reports. Working with your team, you will identify the benefits for coaching your direct reports, as well as the barriers to the coaching process. You and your team will also practice different scenarios on coaching direct reports with special emphasis on the difficult discussions. Working individually you will create an action plan of how you will use coaching more effectively and which coaching approaches you will use in your workplace. You will complete this section by reviewing a checklist of best practices to help you become better at coaching and developing your direct reports.

7. Managing the Concept of Time
Unlike many other resources, time is a resource that cannot be replaced. As you navigate into your new role, the way you approach managing your work will influence how much success you achieve as a leader. This competency can be particularly challenging because not only are you focused on the work you need to complete within a certain timeframe, but you are also paying attention to the way your direct reports manage their time. Managing the concept of time is designed to help you become acutely aware of how you structure your approach to work.

  • Managing yourself
  • Prioritizing workload
  • Organizing yourself

Practice Sessions - You will begin by assessing your current approach to how you handle personal time management. Working individually you will analyze how you structure your workload related to time management principles. Next, you will review prioritization strategies to guide how you focus on your workload. Finally you will complete this section by reviewing a checklist of best practices to help you become better at managing the concept of time.

8. Managing Stress
As an individual contributor you experience stress, but now as a leader you will experience a different level of stress due to your additional and changed responsibilities. This final section is focused on helping you navigate the tactics to overcome worry, stress, and anxiety regarding your additional responsibilities.

  • Identifying your personal stress management style
  • Determining your stressors
  • Developing strategies for managing stress or eliminating negative stress altogether

Practice Sessions - You will begin by assessing your current approach to how you react to stress. Working individually you will analyze your causes of stress. Next, you will work with your team to identify strategies to overcome stressful situations you have faced or may encounter in the future. With the help of the class participants you will identify additional resources of support for overcoming the negative effects of stress. Finally you will complete this section by reviewing a checklist of best practices to help you become better at managing stress in your transitioned role. 

Who should attend

Anyone involved in transitioning into a managerial or leadership position would benefit from this class. This course is perfect for you if you are a(n):

  • New supervisor or new manager
  • Existing supervisor or manager without management development and training
  • Individual contributor interested in promotion
  • High-potential employees on a career progression pathway