Program objective
Prepare new managers to deliver results through clear expectations, thoughtful delegation and constructive performance conversations. Participants establish practical routines for organizing work, developing people and following through on commitments.
Who this suits
First-time managers, newly promoted team leaders and professionals transitioning from individual contribution to people management.
Professional objectives
- Set clear expectations and delegate work with appropriate accountability.
- Conduct constructive feedback and performance conversations.
- Establish a practical team rhythm that balances delivery, development and wellbeing.
Key learning outcomes
- Create a manager-role charter and a first-month relationship plan.
- Practice a delegation discussion and complete an outcome-based task brief.
- Rehearse positive and corrective feedback with an observation rubric.
- Build an individual development action and recognition plan.
- Complete a performance-conversation planner using a realistic team scenario.
- Deliver a 30-day management rhythm and a team-priority dashboard.
Module map
- 1.The transition into management
- 2.Planning and delegation
- 3.Communication and feedback
- 4.Motivation and employee development
- 5.Managing difficult situations
- 6.Team routines and management effectiveness
Modules in detail
1
The transition into management
Theory & concepts
Clarify the difference between personal productivity and team performance. Establish credibility with former peers, identify managerial responsibilities and boundaries, and translate organizational priorities into clear team expectations. Map the responsibilities of manager, specialist and team member in a common workplace case. Identify decisions that require consultation, delegation or escalation, especially when managing former peers.
Professional application
Clarify what success means through the team's results rather than personal task volume. Establish credibility with former peers through consistent expectations, fair decisions and reliable follow-up.
Hands-on exercise & output
Create a manager-role charter and a first-month relationship plan.
2
Planning and delegation
Theory & concepts
Prioritize work by urgency, value, dependencies and available capacity. Delegate outcomes with a defined standard, authority and deadline, and agree checkpoints that provide support without unnecessary micromanagement. Use a priority matrix, capacity check and delegation brief to assign work. Agree what good looks like, the boundaries of authority and checkpoints that match task risk and experience.
Professional application
Match delegation to ability, confidence and task consequence. Confirm understanding through a short explanation of the intended approach rather than assuming that agreement means clarity.
Hands-on exercise & output
Practice a delegation discussion and complete an outcome-based task brief.
3
Communication and feedback
Theory & concepts
Use active listening, clear questions and evidence-based feedback to reduce misunderstanding. Practice the Situation-Behavior-Impact structure and adapt the conversation to cultural differences, experience and individual needs. Prepare feedback with observable facts, a clear impact and an invitation to respond. Use active listening and a specific request to avoid labels, assumptions and vague advice.
Professional application
Separate the observable behavior from interpretation and judgment. Practice checking the other person's perspective before agreeing a specific change and follow-up point.
Hands-on exercise & output
Rehearse positive and corrective feedback with an observation rubric.
4
Motivation and employee development
Theory & concepts
Explore the influence of purpose, recognition, autonomy and capability on motivation. Use a basic coaching structure to identify barriers, agree development actions and maintain responsibility for results. Explore motivation through job design, recognition and development needs. Apply short coaching questions to identify whether an issue concerns skill, confidence, resources or clarity.
Professional application
Identify the work conditions that support motivation and those that create avoidable frustration. Connect development opportunities with genuine role needs and realistic employee aspirations.
Hands-on exercise & output
Build an individual development action and recognition plan.
5
Managing difficult situations
Theory & concepts
Distinguish unclear expectations, skill gaps and persistent underperformance. Prepare a fair performance conversation, record agreed actions and recognize when conflict, conduct or wellbeing concerns require HR support. Gather evidence before a difficult conversation and distinguish performance from conduct. Agree support, follow-up and documentation, and recognize circumstances requiring confidential HR involvement.
Professional application
Prepare for a sensitive conversation by checking facts, impact and prior support. Keep the discussion focused on improvement and recognize the point at which the matter needs escalation.
Hands-on exercise & output
Complete a performance-conversation planner using a realistic team scenario.
6
Team routines and management effectiveness
Theory & concepts
Design useful one-to-ones, short team meetings and action follow-up. Monitor workload and delivery, encourage early escalation and define a 30-day management plan with observable measures of improvement. Structure one-to-ones around progress, barriers, development and commitments. Build a simple action tracker and review workload, quality and deadlines without relying only on activity counts.
Professional application
Design one-to-ones that produce decisions, support and commitments. Track workload and obstacles alongside deadlines so follow-up improves delivery rather than becoming a reporting burden.
Hands-on exercise & output
Deliver a 30-day management rhythm and a team-priority dashboard.
Integrated assignment
Build a first-month management toolkit covering expectations, delegation, one-to-ones, feedback and follow-up.
Delivery & methodology
Format
Part-time professional training
Attendance
Face-to-face · Live online
Location
Dubai / UAE for face-to-face cohorts; online attendance available
Timing
Session hours, timetable, venue and cohort availability are confirmed in joining instructions.
- Pre-course needs and learning-goals assessment
- Facilitated theory and professional concepts
- Guided demonstrations, case analysis and hands-on exercises
- Application to workplace decisions, with discussion and feedback
- Post-course learning review and a personal application plan
Assessment & application
Before
Identify your role, experience, priority objectives and a workplace task you want to improve. Record a baseline confidence rating with an example of current capability.
During
Review module exercises for accurate use of the method, evidence supporting decisions, relevance to the case and clarity of the completed output. Use facilitator and peer feedback to refine the work.
After
Compare the completed assignment with your initial objectives. Explain the decisions made, identify remaining gaps and record the next practical steps.
Workplace transfer
Create a personal 30-day application plan with a defined action, target date, required support and an observable success measure. This is a participant follow-through plan; ongoing coaching is scoped separately.
Frequently asked questions
How does the program build a management foundation?
It covers the transition to management, direction and delegation, capability development, performance, feedback and difficult conversations, finishing with a realistic first-month plan.
Are conversations practiced?
Feedback, one-to-ones and difficult discussions are practiced through realistic scenarios.
Are the dates confirmed?
Dates, delivery format and places are confirmed by TIH before any booking is finalized. Use the enquiry option to check the next available cohort.
