Growing Relationships as a Manager
1h 11mIntermediate2023-05-22
Authors

Simon T. Bailey
Author, Leadership Imagineer
Course details
As you move from functional expertise into leadership, your workflow begins to shift in many not-insignificant ways. You spend less time working directly on core tasks and more time overseeing the work of other people. What’s the most important consideration for working well with others? You need to start with cultivating an effective relationship.
In this course, instructor Simon T. Bailey shows you how to take more interest in people and their work to develop mutual, shared workplace commitments. Learn about the value of providing focused attention, taking time away from the office or the plant to discuss ideas and opinions, making time for meaningful conversation, and being open and available to your team. Explore what it takes to create the relationships, conditions, and culture necessary to facilitate and support high performance, commitment, creativity, innovation, and growth.
In this course, instructor Simon T. Bailey shows you how to take more interest in people and their work to develop mutual, shared workplace commitments. Learn about the value of providing focused attention, taking time away from the office or the plant to discuss ideas and opinions, making time for meaningful conversation, and being open and available to your team. Explore what it takes to create the relationships, conditions, and culture necessary to facilitate and support high performance, commitment, creativity, innovation, and growth.
Skills covered
Teams and CollaborationLeadership SkillsWell-Being and Self-CareProfessional DevelopmentLeadership and ManagementDeep Dive (X:Y)
Concepts
0. Introduction
- 01 - Impactful management relationships
1. The Role Culture Plays
- 02 - Understanding the whole person
- 03 - Encouraging diversity of thought
- 04 - Making recognition a routine
- 05 - Focusing on employees' motivations
- 06 - Managing remote or hybrid teams
- 07 - Simon Says - Chapter 1
2. Create Connections
- 08 - Creating a culture of insiders
- 09 - Building informal networks
- 10 - Manager as coach
- 11 - Manager as mentor
- 12 - Simon Says - Chapter 2
3. Managing through Conflict
- 13 - Managing team conflict
- 14 - Techniques for new managers
- 15 - Leveraging the critics
- 16 - Establishing gracious accountability
- 17 - Managing quiet quitting
- 18 - Simon Says - Chapter 3
4. Influence Strategically
- 19 - Establishing buy-in with other leaders
- 20 - Cross-training your team
- 21 - Change management
- 22 - Coaching yourself
- 23 - Simon Says - Chapter 4
Conclusion
- 24 - Understanding the power of relationships