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Most people become managers because they were great at their job. But the skills that got you promoted aren't always the ones that make you an effective manager, and often new managers aren't given the development they need to make the transition well.
This guide is the resource someone wished they'd been given when they first started managing people. It's practical and honest, with frameworks and real examples throughout, designed to be practically useful, not just theoretical.
What's covered:
The mindset shift from individual contributor to manager
Having good conversations: one-to-ones, feedback, and difficult conversations
Setting clear expectations and briefing work effectively
When things go wrong: performance, absence, conflict, and when to escalate
Building a team that works: motivation, recognition, and psychological safety
Looking after yourself as a manager
Licensed for use by the purchasing organisation. May not be resold or shared externally.
Most people become managers because they were great at their job. But the skills that got you promoted aren't always the ones that make you an effective manager, and often new managers aren't given the development they need to make the transition well.
This guide is the resource someone wished they'd been given when they first started managing people. It's practical and honest, with frameworks and real examples throughout, designed to be practically useful, not just theoretical.
What's covered:
The mindset shift from individual contributor to manager
Having good conversations: one-to-ones, feedback, and difficult conversations
Setting clear expectations and briefing work effectively
When things go wrong: performance, absence, conflict, and when to escalate
Building a team that works: motivation, recognition, and psychological safety
Looking after yourself as a manager
Licensed for use by the purchasing organisation. May not be resold or shared externally.
