Managing is not as easy as some people make it look, but it's also not as difficult as some others make it look. Regardless, being a good manager is hard work! Here, we look at things to consider as you consider moving into management.
As a manager, your job can be rewarding and wonderful. It can also be tiring and thankless. It's a difficult task dealing with the ups and down of management without becoming stressed and burned out. With any job, you'll have challenges and setbacks. You're likely to make mistakes along the way. How you handle these situations is what makes you a good manager. In this course, we'll discuss having the ability to bounce back when things don't go as planned.
You're a manager now! Congratulations! But what exactly does that mean? What's the difference between a supervisor and a manager? And what's the difference between a manager and a director? And what does being a leader mean? Change to: These are all great questions and in this program, we'll cover the roles and responsibilities of a supervisor, manager, director, vice president, and the leaders in the C-suite.
The difficult situations in your life and how you deal with those situations can make or break your character. Character is defined as, "one of the attributes or features that make up and distinguish an individual." Abigail Van Buren is quoted as saying, "The best index to a person's character is how he treats people who can't do him any good, and how he treats people who can't fight back." This character thing is important, particularly in business, and especially as a leader. This course takes an in-depth look at the importance of having good character as a manager, how to develop it, and how to use it.
Character is not something that you're born with. It's something that you can grow and cultivate over time. In this course, we'll discuss the six ways to build you character: 1. Defining your values and using them 2. Learning from your past 3. Evaluating the company you keep 4. Being nice when tempted not to be nice 5. Practicing humility and 6. Giving back. We'll also go over different ways to handle difficult situations and what to do when your character is attacked.
As a manager you need to be able to advocate for yourself and your team. You may find yourself wanting to draw your sword and storm the castle, but you need to control your reaction. The passion and emotion you're feeling is admirable, but you can't let your emotions get the best of you or you'll be met with more resistance. On the flipside, not taking a stand could be more harmful. Sometimes fear of rocking the boat, creating enemies, or making the situation worse keeps us from doing what's right and committing to the issue. In this program we'll discuss the most effective way to take a stand for yourself and your team. We'll go over how to analyze the situation, gather the facts, defend appropriately, and when to let it go.
Most people have been exposed at some point to a bad manager. There are plenty of bad managers, although no one wants to be one! In this course, we'll look at different management styles and the pros and cons to each. With this knowledge, you can identify the best style (or combination of styles) for you.
When being told they are wrong, people can sometimes be defensive. But generally, people want to learn from their mistakes and improve. Telling someone when they make a mistake is giving them that opportunity. The skill is learning how to best tell someone, and we'll discuss that here.
It's likely that you got promoted to manager because you were good at your job. Now, as a manager, you have to watch someone else do that job, and they might not be as good at it as you were. Or maybe they don't do it the way you used to do. For these reasons, it's easy to fall into the habit of jumping in and doing some of those things yourself, even though someone else has been hired to do them. But you need to stop doing that, because as a manager, it's your job to manage. In the long run, doing instead of managing hurts your team and individual team members, it hurts productivity, and keeps you from doing the job you're actually supposed to be doing. In this course, we'll talk about how to stop doing, and start managing.
Have you ever worked with that person who technically doesn't do anything wrong but is just... awful? It might be someone with a difficult attitude, someone who whines, someone who's manipulative, someone who lies, someone who's lazy, someone who spreads gossip, or maybe you just can't put your finger on what's "off" about them. How do you manage someone like this? What should you do if their behavior borders on inappropriate? In this program, we'll discuss how to address these issues.
Pride manifests in many ways. Even if you don't go on and on about how awesome you are, pride may still be a barrier between where you are now and the success you'd like. In this course, we'll explore this concept and what you can do about it.
The best apology you can give someone is to change your behavior. Think about it. Let's say someone lets you down, and they apologize with an "I'm sorry." Then, they turn around and do the same thing again. If they're willing to wrong you twice with the same bad behavior, then how "sorry" are they? While saying sorry is an important part of an apology, it's not the only part. To truly make amends for something you've done wrong, you need to show that you're willing to put in the work to right that wrong. Then, take action to prevent it from happening again. In this course, we'll go over why apologies are important, we'll discuss the four steps to an apology, and then we'll cover some examples of good and bad apologies.
We've discussed what a good apology looks and sounds like. We've gone over what each apology should include: expressing remorse, accepting responsibility, offering a solution, and changing your behavior. In this course, we want to demonstrate how to apologize to the different people that you work with. This includes apologizing to your boss, your colleagues, your employees, and your customers. We'll also talk about when you should not apologize, as we often over-apologize, even when we aren't to blame.
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Upon completion of this Learning Path, you will be awarded a Certificate of Completion showing that you have gained the skills presented.
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We offer over 90 professionally hand-crafted learning paths to get you started, but we realized that not everyone wants to learn the same things. That's why we give you the flexibility to create your own, custom learning paths just for you and your team.