Leadership and Management Skills for the New Manager and Supervisor

Most people are promoted for being good at the work and then find the new job has almost nothing in common with it. The hard part is not planning or delegation in the abstract. It is the specific discomfort of correcting a former peer, of being accountable for output you no longer produce, and of a team that liked you better last month. This week is built around those conversations. Delegates bring a real situation from their own team and leave having planned how to handle it.

It runs 7 times over the published calendar, in 6 cities and live online. Every date is the same programme with the same content and the same certificate.

• Set an expectation clearly enough that falling short of it is unambiguous.
• Delegate work you could do faster yourself, and accept the first attempt being worse.
• Hold a correcting conversation with a former peer without wrecking the relationship.
• Give feedback that changes behaviour rather than recording dissatisfaction.
• Escalate upward with a position rather than with a problem.

Newly appointed managers, supervisors and team leaders in their first two years, and experienced supervisors who were never trained for the role.

Short input, then work. Across 5 days of roughly 6 teaching hours each, the balance sits deliberately with the second: a programme where the trainer talks for six hours produces notes rather than capability.

• Your own material

  Exercises run on situations delegates bring, not on a case study written for a different organisation in a different decade.

• A capped cohort

  Small enough that everybody is asked something. Executive programmes are capped tighter still.

• Practice under scrutiny

  The difficult conversation, the challenged assumption, the decision defended out loud. Judgement is not built by watching.

• Something to take back

  Each day ends with a thing you can use on Monday rather than a slide deck you will not reopen.

• A written plan for one real performance conversation the delegate has been avoiding.
• A delegation map of their own workload, showing what moves and to whom.
• A set of expectations for their team, written in terms somebody could be held to.

A GATI certificate recording what you attended, issued after the programme has run and attendance has been taken. Attending at least 80 per cent of the days earns a certificate of completion; attending less earns a certificate of attendance stating exactly what was attended.

Every certificate carries a code that anybody can check against GATI's own record, which is what makes it worth holding. It records participation. This site will not imply one it does not have.