Junior leader
Course background
The transformation of front-line managers will encounter various challenges, ignoring the importance of communication with direct reports, unwilling to spend time listening to subordinates, or completing tasks according to the previous work routine. More often than not, it is to directly help subordinates complete their work, and they must do it themselves, rather than tutoring subordinates on how to do it. The inability to improve the competence of subordinates is a key challenge for frontline managers when transitioning.
Time allocation
Part of the time is spent on administrative work
Work philosophy
attaching importance to management rather than doing it yourself;
Through others, the task is accomplished.
How can direct supervisors help frontline managers achieve leadership transformation?
Give the new manager a clear idea of the requirements of the new role and provide the necessary training for the transition;
Identify whether and what difficulties the junior manager encountered during the transition;
Provide regular feedback and coaching and take steps to help resolve difficulties if encountered.
Grassroots managers are the lowest managers in the enterprise, usually responsible for guiding and managing the employees on the production line. Grassroots managers need to have the following abilities:
Organizational and coordination skills
Effectively organize and coordinate employees on the production line to ensure the smooth completion of production schedules. This is the most basic and important ability of grassroots managers.
Supervision and mentoring capabilities
Be able to supervise the work of employees, find and solve problems in a timely manner, and guide employees to improve work efficiency and quality. Supervision and guidance is one of the daily homework of every grassroots manager.
Communication skills
Be able to communicate effectively with employees, understand their needs and problems, and establish a good working relationship. If the communication ability of grassroots managers is insufficient, it will be difficult to solve problems for production line employees.
Junior Leader Course
| Self-management | Manage performance/projects |
| Manager role (optional Corporate Theatrical New). | Performance target setting and distribution |
| Administrator role (script killing version new). | Performance coaching skills |
| Emotional intelligence and adverse quotient | Efficient execution |
| Embrace change | Agile Decision New (sandbox). |
| Manage others/processes | Problem analysis/resolution |
| New generations of employee management and motivation Hot | Analysis and solution of innovative problems |
| Key stakeholders manage New | Guidance skills - team problem co-creation |
| Situational Influence New |
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