Management, Leadership and HR
Leadership Development
Leadership and Management Skills for the New Manager and Supervisor
The first year of managing people, where the job stops being the work you were good at and becomes other people's work.
- Duration
- 5 days
- Contact hours
- 30
- Level
- Intermediate
- Fee from
- On enquiry
Overview
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.
Who should attend
Newly appointed managers, supervisors and team leaders in their first two years, and experienced supervisors who were never trained for the role.
What you will be able to do
- 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.
How it is taught
Short input, then work, across 5 days of roughly 6 teaching hours each. Exercises run on situations delegates bring rather than on a case study written for a different organisation. Cohorts are capped so that everybody is asked something.
Available as classroom, live online, in house.
Programme outline
Day 1
The job you actually took
- Why competence at the work predicts little about managing it
- Authority, responsibility and the gap between them
- Managing people who were your colleagues last month
- What your own manager needs from you now
Day 2
Expectations and delegation
- Stating an expectation so that falling short is visible
- Delegating an outcome rather than a task
- Letting a first attempt be worse than yours
- Checking in without taking the work back
Day 3
The difficult conversations
- Preparing a correcting conversation, and opening it
- Separating the behaviour from the person
- Handling the response you were not expecting
- Recording what was said, and why that matters later
Day 4
Performance over time
- Feedback as a routine rather than an event
- Telling a capability problem from a motivation problem
- Documenting a pattern before it becomes formal
- When to involve HR, and what they need from you
Day 5
Managing upward and outward
- Bringing a position, not a problem
- Saying no to a request from above
- Representing your team without defending the indefensible
- The habits that survive the first year
What you leave with
- 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.
Dates and fees
| Dates | Location | Format | Fee |
|---|---|---|---|
| 23 to 27 November 2026 | Lagos, Nigeria | Classroom | US$1,500 |
| 30 November 2026 to 4 December 2026 | Cape Town, South Africa | Classroom | R15,000 |
| 7 to 11 December 2026 | Durban, South Africa | Classroom | R15,000 |
| 14 to 18 December 2026 | Cairo, Egypt | Classroom | US$1,500 |
Fees are per delegate and cover tuition, all programme materials and the certificate. Travel, accommodation and visas are arranged by the delegate. Registration closes two weeks before a programme starts.
Certificate
A GATI certificate recording what was 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.
It records participation. and GATI does not claim one it does not hold.