Course: Management Skills: Essentials for The New Manager

Management Skills: Essentials for The New Manager

  • Life Time Access
  • Certificate on Completion
  • Access on Android and iOS App
  • Self-Paced
About this Course

The Challenge: 

Most new managers have the technical skills to succeed. What they most often lack is the skill of managing, motivating and developing their employees. This course is organized around three critical blocks of skills: First, managing and motivating individuals; second, leading high performing teams; and third, engaging their people in the continuous improvement of work processes. If a new manager can master these skills their success is virtually guaranteed.

The lessons in this course are strongly influenced by the instructor's extensive background in lean management and in developing high performing teams. The course is ideally suited for new managers in companies wanting to develop lean culture. It is also perfect for young entrepreneurs who are just beginning their journey as managers.


This course is structured to facilitate the relationship between the new manager and a coach. There are thirteen exercises that ask the student to put the lessons to work with their team or practice with their coach. The instructor employs an "action-learning" model, recognizing that the best learning occurs from applying the lessons to the student's real work situation, and from receiving feedback from a coach. It is intended as a comprehensive model and curriculum for new managers. 

Recognition and Celebration:

When you complete this course, you will receive a certificate of completion from Udemy. However, this is a demanding course and you are asked to demonstrate competence in managing people, teams and processes. The instructor believes that you deserve more recognition. If you complete the assignments and send a portfolio of completed assignments to the instructor you will be recognized with a Green Belt certification by the Institute for Leadership Excellence; and, the author will send you ebook copies of his three most recent books on coaching, team leadership, and developing lean organization and culture. You deserve it!

I recently received the following message from one of my students who just completed this course: 

"Good morning Larry. I just finished your course and I did leave a review but just wanted to message you, to tell you, thank you for the course. I mentioned on the review but the company I work for went from a complete zoo to a respectable place to work in just under 2 months and it was mainly because of this course and your info. People have complemented me on the great job I have been doing and I do owe it to you so thank you! I will be doing your other course and you should continue doing more courses because you are a great teacher!" Kevin Mohammed

Who is the target audience?

  • New managers or recently promoted managers who want to learn the basic skills of managing people, leading teams and improving work processes
  • Any manager wanting to improve their people management skills
Basic knowledge
  • There are no requirements for this course other than the desire to become a highly successful manager
What you will learn
  • Motivate your employees and create high engagement and empowerment
  • How to provide specific job training for your team members
  • Lead teams to become high performing teams engaged in continuous improvement
  • Understand and develop "lean management" problem-solving and process improvement
  • Resolve conflicts with others and among team members
Number of Lectures: 81
Total Duration: 10:48:41
Introduction to the Essential Skills
  • Developing People, Leading Teams & Managing Processes  

    This introductory lecture introduces the structure of the course. That structure is three major blocks of knowledge and skill: Developing people, leading teams and managing the continuous improvement of work processes. 

  • Two Self-Assessments  
  • What is Management, Leadership and Process?  

    This lecture defines three key words that will be used throughout the course: develop, lead and manage. It defines the components of the managers job and introduces the concept of continuous improvement.

  • The Heart of the Matter: Values and Culture  
  • Values Worth Considering  
  • Management Essentials – Exercise 1  
Responsibilities: Communication, Boundaries and Delegation
  • Essential Horizontal Communication  

    The manager has a responsibility for both horizontal and vertical communications. This session discusses the horizontal communication between a leader of a team and the team that supplies the input to their process and with the customers who receive the output of this managers team. 

  • Essential Vertical Communication  
  • Delegation and Assigning Tasks  

    There is a skill to delegation. This lecture pressents nine steps in effective delegation. 

    1.Define the Objective/Outcome

    2.Define the tasks (if you know)

    3.Assign individual/team

    4.Provide resources

    5.Define boundaries & authority

    6.State desired results (how will you know when it is successful?)

    7.Time for completion

    8.Reporting – Who, When?

    9.Ask for understanding and agreement

  • Stay Safe! Stay in Bounds!  
  • Exercise 2: Build a Communication Matrix  
Developing Employee Skills
  • Improving Human Performance  

    This lectures provides and overview of the essentials of developing skills and motivation of team members. It presents the "Mager Model" of performance analysis, the distinction between competence and motivation.

  • A Model for Basic Skills Training  
  • An Example of Skill Training  
  • Exercise 3: Create a Skill Development Plan  
Motivating Your Team Members
  • The Hierarchy of Motivation  
  • The Power of Purpose  
  • Social Motivation and Creating the Bonds of Trust  
  • Motivation and Organization Life Cycles  

    This is an interesting diversion. The instructor and author of the best selling Barbarians to Bureaucrats describes the life cycles of civilization and the parallel rise and fall of companies. At each stage there is a shift in leadership and in motivation.

  • Situational Motivation  
  • Stimulus Control – The Power of the Environment  
  • Keys to Effectiveness  
  • Keys to Intrinsic Motivation  

    Intrinsic reinforcement is derived from the work itself. There are a number of ways you can increase the degree of intrinsic reinforcement in your work:

    1.Don’t use Extrinsic when someone is already Intrinsically motivated

    2.Take the Challenge

    3.Self-control – autonomy

    4.Wholeness of Work – Making Chairs

    5.Job Rotation

    6.Decision making and engaging in CI


    8.External praise can increase Intrinsic

    9.Competency increases Intrinsic

  • Exercise 4: Developing a Plan to Improve Situational Motivation  
Coaching and Communication Skills
  • The Manager’s Role as Coach  
  • Coaching and Self-Awareness - Are You "Stu?"  

    None of us see ourselves exactly as others see us. We all see ourselves in a distorted mirror. In this lecture I describe a case in which a well intentioned manager behaved in a way that had the opposite of the intended affect and the need for direct and helpful feedback.

  • Body Language – Attending  
  • Asking Open-Ended Questions  
  • Reflecting or Rephrasing  
  • Expressing Empathy  

    With an empathy statement you express how you think the other person feels and why. Showing empathy towards another person helps that person feel safe, understood, and connected to you. We all have a strong need to know that our feelings are understood.

    A coach may use empathy statements…

    To help reduce strong emotions that may prevent rational thinking and conversation. Making an empathy statement to someone who is expressing pain or anger can diffuse those feelings. Empathy is like someone holding your hand, letting you know that they understand. For example, “I can see that you are really hurt that when your ideas were rejected.”

    “Its sounds as if you feel… (put in a feeling word) … because… (reason).”

    • For example: “It sounds as if you feel that we don’t have the resources for this project because everyone is too busy.”

    “It must be…(feeling word)…when…(reason).”

    • For example: “It must be frustrating to work so hard on a project when no one else appears to recognize that work.”

    “I can understand that…(reason)…would make you…(feeling word).”

    • For example: “I can understand that the amount of time it took us to make a decision would make you upset.”
  • Acknowledging  
    • Acknowledging is a form of positive reinforcement intended to strengthen the behavior of communicating by the other person.
    • Acknowledging may be a simple as nodding your head in understanding. Leaning forward. Or simply saying “I can understand that” or, “That’s a good point.” 
  • Using Silence  
  • Brainstorming Together  
  • Exercise 5: Coaching and Communication Skills  
Difficult Conversations – Giving and Receiving Feedback
  • Giving Feedback  

    Guidelines for Giving Feedback

    1.Be sure that your intention is to be helpful to the other person or team.

    2.Think it through. Be clear about what you want to say.

    3.Emphasize the positive alternative to the undesired behavior. You care about your client and you want to help them improve. Tell them why you care.

    4.Be specific -- Avoid general comments or exaggerations. Don’t say “You always…” This will cause the other person to be defensive. Be specific about what and when the person or group does something. 

    5.Focus on pinpointed behavior rather than the person.

    6.Own the feedback -- Use ‘I’ statements to indicate that this is how “I feel and others may not experience the same thing.”

    7.Your manner and the feelings you express are important. Be direct, but be kind and helpful. Be sincere.

    A Model for Giving Feedback

    1. Ask permission (“I would like to share an observation, if you don’t mind.”)
    2. When… (Describe the circumstance, time, etc.)
    3. What happens (describe the specific behavior)
    4. It makes me feel… (why it is a problem for me and possibly for others)
    5. A suggestion. It is always best not to act as if you know the right course of action, but it is helpful to have a suggested course of action.
    6. Check it out. “Does this make sense to you”, or “how do you feel about that.”
  • Receiving Feedback  
  • Feedback Exercise  
Discipline – Justice, Discipline and Self-Control
  • Justice and the Meaning of Discipline  
  • The Process of Discipline  
  • Solving Behavior Problems  
  • Standard Work  
  • Exercise 7: Discipline and Self-Control  
Team Formation and Organization
  • Teams – The Foundation of Organization  
  • Defining Your Team Structure  
  • Stages of Team Development  
  • Writing A Team Charter  
  • Roles and Responsibilities on A Team  
  • The Agenda  
  • Exercise 8: Team Formation and Organization  
Team Facilitation & Decision Making
  • Team Facilitation – Why It Matters  
  • Team Facilitation Skills - 1  
  • Team Facilitation Skills 2  
  • The Enron Story and the Abilene Paradox  
  • Clarifying Decision Styles  
  • How To Gain Consensus  
Conflict Resolution
  • Principles of Conflict Resolution  
  • A Model of Conflict Resolution  
  • Conflict Resolution: Debate or Dialogue?  
  • Conflict Resolution: Behavioral Characteristics of Debate or Dialogue  
  • Exercise 9: Conflict Resolution  
Keeping Score and Goal Setting
  • Developing Your Team Scorecard  
  • The Balanced Scorecard  
  • Targets, Goals and Objectives  
  • MBO & Self-Control  
  • Exercise 10: Keeping Score and Goal Setting  
Problem-Solving and Process Improvement
  • Attitudes of Problem-Solving  
  • Root Cause Analysis  
  • Plan-Do-Check-Act Problem-Solving Model  
  • A3 - Lean Problem Solving  
  • The Skills of Brainstorming  
  • Exercise 11: Solving Problems  
Improving Your Work Process
  • What Are Processes and Capabilities?  
  • Listening to Your Customer  
  • Exercise 12: Know Your Customer’s Requirements  
  • Defining Your Process  
  • Mapping Your Work Process  
  • Eliminating Waste from Your Process  
  • Eliminating Management Waste  
  • Reducing Variances and Variability  
  • Exercise 13: Eliminating Waste  
  • Summary, Certification and Celebration  
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