Manager Skills

By the end

What you'll build

• Distinguish the decisions you own from those you must escalate, and allocate your own time accordingly
• Turn an objective into a plan with sequenced work, realistic estimates and visible progress
• Run a hiring conversation, onboard a new joiner and design a team meeting rhythm that replaces chasing
• Conduct a fair, evidence-based performance conversation, including sustained underperformance
• Read a budget, explain a variance and identify and escalate risk
• Prepare people for change and run a small improvement cycle end to end

Curriculum

What's inside

8 modules · 40 lessons

1. 01

   What managers are accountable for

   5 lessons
   • Your three jobs: the work, the people and the system
   • Managing sideways and upwards
   • Decision rights: what you own and what you escalate
   • Treating your own time allocation as a management decision
   • Whose call is this, and which jobmatch pairs
2. 02

   Planning and running the work

   5 lessons
   • Turning an objective into a plan with visible progress
   • Estimating, sequencing and dependencies in plain terms
   • Prioritising when everything is already committed
   • Tracking progress without turning it into surveillance
   • From objective to datesfill blank
3. 03

   Building and running a team

   5 lessons
   • Designing a meeting rhythm that replaces chasing
   • Structured selection and better hiring conversations
   • Onboarding someone properly in the first month
   • Roles, overlap and single points of failure
   • Running a selection you can defendsequence order
4. 04

   Performance, development and hard decisions

   5 lessons
   • Running a fair performance conversation you can defend
   • Setting goals that are worth setting
   • Managing sustained underperformance
   • Motivation, retention and what money does not fix
   • The report that keeps coming back wrongscenario
5. 05

   Money, risk and controls

   5 lessons
   • Reading a budget and explaining a variance
   • Forecasting and reforecasting in simple terms
   • Approvals and controls, and why they exist
   • Identifying, recording and escalating risk
   • Budget words, plain meaningsmatch pairs
6. 06

   Leading change and improvement

   5 lessons
   • Preparing people for a change before it is announced
   • Treating resistance as information rather than obstruction
   • Running a small improvement cycle end to end
   • Sustaining a change after attention moves elsewhere
   • Change and improvement, in your wordsfill blank
7. 07

   Managing yourself

   5 lessons
   • Building your own feedback and support system
   • Decision fatigue and genuine delegation
   • Ethical pressure and holding a line
   • Developing the managers who come after you
   • Blind spots and their tellsmatch pairs
8. 08

   Practice and check

   5 lessons
   • What the symptom is telling youmatch pairs
   • A performance conversation you could defend afterwardssequence order
   • Terms a manager gets asked to explainfill blank
   • Two weeks before the datescenario
   • Course quizquiz

The shape of it

How this course works