Managing is not as easy as some people make it look, but it's also not as difficult as some others make it look. Regardless, being a good manager is hard work! Here, we look at things to consider as you consider moving into management.

A recent poll states that 79% of employees claim they've been micromanaged at some point during their careers. Managers have a difficult time recognizing their role in this, because the line between being an effective leader and a micromanager can often be pretty thin. In this course, we'll clearly define micromanagement and what those behaviors look like. We'll discuss delegation, setting clear expectations, and learning how to trust the skills and experience of your team.

It's likely that you got promoted to manager because you were good at your job. Now, as a manager, you have to watch someone else do that job, and they might not be as good at it as you were. Or maybe they don't do it the way you used to do. For these reasons, it's easy to fall into the habit of jumping in and doing some of those things yourself, even though someone else has been hired to do them. But you need to stop doing that, because as a manager, it's your job to manage. In the long run, doing instead of managing hurts your team and individual team members, it hurts productivity, and keeps you from doing the job you're actually supposed to be doing. In this course, we'll talk about how to stop doing, and start managing.

You've found a great mix of team members for your department. They communicate well with each other, they work well under pressure, and they can get the job done. You genuinely like working with them and you hope that they feel the same way about you. But what role do you play in keeping good people? Time and time again, studies show that it's bosses that compel good employees to leave their jobs, even when they like the company. In this course, we're going to talk about important steps you can take to retain your best employees. We'll go over ensuring connection and engagement among your team. We'll also discuss feedback, finding opportunities for development and promotion, and providing recognition.

Delivering bad news is inevitable. The thought of delivering bad news can keep you awake at night. Having to look someone in the eye and say something that will hurt them, disappoint them, or anger them can be scary, awkward, and sad. In this program, we'll prepare you for sharing unpleasant news. We'll talk about controlling your own emotions, planning the right time and place, and properly delivering the message. We'll also cover empathy and how you should react to the other person's response.

Team members who can cooperate and work toward a common goal are essential. These kinds of employees are team players, and they bring together different points of view to allow for more creativity and the freedom to take smart risks. They're the kind of people you want to be hiring, so how can you make sure that you're hiring team players? In this course, we'll talk about what a team player brings to the table and how to spot one during the hiring process. We'll discuss targeted questions to ask to determine the prospect's cultural fit, so you can find the right person for your team.

As a manager, your job can be rewarding and wonderful. It can also be tiring and thankless. It's a difficult task dealing with the ups and down of management without becoming stressed and burned out. With any job, you'll have challenges and setbacks. You're likely to make mistakes along the way. How you handle these situations is what makes you a good manager. In this course, we'll discuss having the ability to bounce back when things don't go as planned.

Most people have been exposed at some point to a bad manager. There are plenty of bad managers, although no one wants to be one! In this course, we'll look at different management styles and the pros and cons to each. With this knowledge, you can identify the best style (or combination of styles) for you.

Status quo is defined as "the current state of things," and in this case, it refers to the way your business operates. Maybe you've had the same sales strategy for years and years, or maybe you haven't changed your workflow since you started. As new technologies arise, and as your customers develop new needs, following the status quo only leads to complacency and stagnation. Your resistance to change means you'll miss out on opportunities for growth, because growth requires change. In this program, we'll discuss the importance of exploring all perspectives, supporting new ideas, and having a forward-thinking mindset.

Alliances and partnerships are staples in a business's strategy. Large and small companies can benefit from joining forces with another business to help each other achieve their goals. However, strategic alliances are not simple or easy to create, build, and maintain. Strategic partnerships often fail because of management errors. It's crucial to choose not only the right partner, but also to take steps to grow the relationship. In this program, we'll talk about how to do that. We'll also discuss advantages and disadvantages to these alliances, as well as how to ensure a successful partnership.

Business Insider conducted a survey of over 15,000 managers and professionals about what skills made a good leader. What do you think came back as one of the top responses? It wasn't the ability to be authoritative, or even organized, or inspiring. No, the thing respondents prized highly was tact. Managers sometimes have to deliver bad news. But if you can learn to do so tactfully, you'll be a much better leader, one that employees trust and like more. So in this course, we'll talk about how to develop tact. We'll go over the preparation required for difficult situations. We'll also discuss how to consider the personality of the person you're addressing. Lastly, we'll go over choosing your words, using proper body language, and setting the tone.

Going to bat for your team is part of being a manager. You may need to defend their work. You might need to endorse their ideas. You may need to guard them from certain scrutiny. This could be from customers, other departments, or even company leadership. This takes courage on your part, but when you fight for the right things, you'll wind up with a team that's more productive and freed from bureaucracy. In this course, we'll talk about how to fight for your team. We'll discuss going up against bureaucracy, taking one for the team, and fighting for their future.

There are a lot of difficult tasks and challenges you may face as a manager. But one of the trickiest is when prejudice pops up within your team. This can be prejudice towards someone based on their race, gender, religion, or national origin. But prejudice can also mean judging someone based on their age, socioeconomic status, where they live, their appearance, medical conditions, or any other defining characteristic a person has. So as a manager, how do you handle situations where prejudice rears its ugly head within your team? In this course, we'll talk about starting with yourself, and ensuring that you're leading by example. We'll discuss ways to curb offhanded remarks and slights against others. We'll also talk about removing stereotypes and unconscious biases. These teachings will help you create a safe and comfortable work environment for everyone.

When things goes wrong or mistakes are made, sometimes people place blame on someone or something else. This is also known as throwing someone under the bus. They blame the process, the circumstance, the client, or another coworker. This is harmful behavior, done for selfish gain and to avoid looking bad, but the side effects of doing this can ripple far beyond just one act of office scapegoating. In this program, we'll take a look at the adverse impact that throwing someone under the bus can have on one's team, reputation, and career. We'll talk about why this happens, and what you, as a manager, can do to put a stop to it, and even avoid doing it yourself.

Every manager will deal with difficult workplace behavior at some point. Even if you have the best hiring process in the world, it's still possible to end up working with a disruptive employee.��Disruptive people can consume a lot of your time and negatively impact your team's productivity. It takes strong management to control disruptive behavior and prevent it from affecting your team's functioning. In this program, we'll discuss the various types of disruptive behaviors, equipping you with the skills, processes, and confidence to handle this type of person in your workplace.��

Engagement, productivity, motivation, and general satisfaction all stem from the same place: doing meaningful work. People want their jobs to have purpose, they want to add value, and they want to make a difference through the work they're doing. What's your purpose at work? Are you lacking enjoyment or passion that you once had? Are you lacking the connection of seeing how your work benefits others and adds value to your company? Bear in mind that, as a manager, this often spills out onto your team, and they may feel the disconnect as well. So in this program, we'll talk about how to make your work more meaningful.

You're a manager now! Congratulations! But what exactly does that mean? What's the difference between a supervisor and a manager? And what's the difference between a manager and a director? And what does being a leader mean? Change to: These are all great questions and in this program, we'll cover the roles and responsibilities of a supervisor, manager, director, vice president, and the leaders in the C-suite.

The difficult situations in your life and how you deal with those situations can make or break your character. Character is defined as, "one of the attributes or features that make up and distinguish an individual." Abigail Van Buren is quoted as saying, "The best index to a person's character is how he treats people who can't do him any good, and how he treats people who can't fight back." This character thing is important, particularly in business, and especially as a leader. This course takes an in-depth look at the importance of having good character as a manager, how to develop it, and how to use it.

Character is not something that you're born with. It's something that you can grow and cultivate over time. In this course, we'll discuss the six ways to build you character: 1. Defining your values and using them 2. Learning from your past 3. Evaluating the company you keep 4. Being nice when tempted not to be nice 5. Practicing humility and 6. Giving back. We'll also go over different ways to handle difficult situations and what to do when your character is attacked.

The best apology you can give someone is to change your behavior. Think about it. Let's say someone lets you down, and they apologize with an "I'm sorry." Then, they turn around and do the same thing again. If they're willing to wrong you twice with the same bad behavior, then how "sorry" are they? While saying sorry is an important part of an apology, it's not the only part. To truly make amends for something you've done wrong, you need to show that you're willing to put in the work to right that wrong. Then, take action to prevent it from happening again. In this course, we'll go over why apologies are important, we'll discuss the four steps to an apology, and then we'll cover some examples of good and bad apologies.

We've discussed what a good apology looks and sounds like. We've gone over what each apology should include: expressing remorse, accepting responsibility, offering a solution, and changing your behavior. In this course, we want to demonstrate how to apologize to the different people that you work with. This includes apologizing to your boss, your colleagues, your employees, and your customers. We'll also talk about when you should not apologize, as we often over-apologize, even when we aren't to blame.

Have you ever worked with that person who technically doesn't do anything wrong but is just... awful? It might be someone with a difficult attitude, someone who whines, someone who's manipulative, someone who lies, someone who's lazy, someone who spreads gossip, or maybe you just can't put your finger on what's "off" about them. How do you manage someone like this? What should you do if their behavior borders on inappropriate? In this program, we'll discuss how to address these issues.

As a manager you need to be able to advocate for yourself and your team. You may find yourself wanting to draw your sword and storm the castle, but you need to control your reaction. The passion and emotion you're feeling is admirable, but you can't let your emotions get the best of you or you'll be met with more resistance. On the flipside, not taking a stand could be more harmful. Sometimes fear of rocking the boat, creating enemies, or making the situation worse keeps us from doing what's right and committing to the issue. In this program we'll discuss the most effective way to take a stand for yourself and your team. We'll go over how to analyze the situation, gather the facts, defend appropriately, and when to let it go.

When being told they are wrong, people can sometimes be defensive. But generally, people want to learn from their mistakes and improve. Telling someone when they make a mistake is giving them that opportunity. The skill is learning how to best tell someone, and we'll discuss that here.

Pride manifests in many ways. Even if you don't go on and on about how awesome you are, pride may still be a barrier between where you are now and the success you'd like. In this course, we'll explore this concept and what you can do about it.