Managing technical teams

Course overview:
Skilled technical people often find themselves promoted to managing the team. A balance of leadership and management skills are required, and it is important to understand the difference. Skilled team members rarely require day-to-day supervision, yet they do often require assistance to produce business results. 

This course covers a comprehensive list of management 101 skills and is packed with practical tips, templates and real-world examples.  Leadership and motivating people is a crucial element to balance management skills.  In this course, learn how to:

  • Set a vision for your team and get buy-in for the goals and ground rules
  • Create a team business plan aligned to the strategic direction of the organisation
  • Manage the whole team, including suppliers and contractors, and external influencers
  • Create team success in a matrix-managed organisation
  • Execute through well-designed control and reporting
  • Delegate effectively
  • Manage a crisis
  • Radically improve your time management by focusing on priority issues
  • Get the most out of team meetings
  • Understand people and personalities
  • Performance manage the team in a motivating way

Who should attend?
Engineers promoted into management
Technical managers looking to enhance their skills
Anyone who wants to learn how to get the best out of leading smart people

Course goals:
Upon completion of this course, delegates will be able to: 

  1. Adapt their mindset and behaviours to transition to a team leader
  2. Understand the transition from expert contributor to team leader
  3. Organise, manage and lead a high-performance team
  4. Understand the governance elements required to manage the team efficiently, including running meetings, reporting and setting and tracking goals. 
  5. Demonstrate an understanding of how to motivate people, including various levels of performance management. 
  6. Practice the basics of good communication skills. 
Managing Director, TMC Global
Trevor Manning started his career as a specialist design engineer and over a career spanning 30 years, he held various senior management positions up to board level. He runs a training and consultancy business aimed at helping technical people transition from technical expert to manager and continues to offer training in his speciality field of microwave radio planning. He has written several books including “Help! What’s the secret to leading engineers?”, “Help! I need to master critical conversations” and “Microwave Radio Handy Reference Guide.” He is also the author of the best-selling classic Artech House book “Microwave Radio Transmission Design Guide”, which has sold thousands of copies worldwide and regarded as the de-facto reference book for propagation issues and radio link design.

Objectives
At the end of this topic, delegates will be able to:
• Understand the transition from expert contributor to team leader
• Discern a leadership mindset and describe the difference between leadership and management
• Combine the right balance between the best of traditional management techniques and the new paradigm of inverted pyramid leadership of knowledge workers
• Know the basics of strategic planning and why it matters to managing a team

Session overview
Many technical experts find themselves managing a team not because of their advanced leadership skills but due to their technical expertise. This session helps managers understand the different mindset required to be an effective manager of smart people. To be effective, there needs to be a balance of good management - based on good governance with adherence to formal processes and systems - and leadership that addresses the dynamic, changing part of the business. Smart people need to understand ‘the why’ and this starts with a strategic plan. Strategic planning used to be a C-suite activity only, but today it is required at all management levels. Getting this right is the secret to unleashing the best in smart people.

Objectives
At the end of this topic, delegates will be able to:
• Set meaningful goals • Describe ‘the why’
• Define and evaluate measures and targets that matter
• Understand the importance and distinguish between joint and shared ownership of deliverables

Session overview
Getting buy-in starts with clarity of ‘the why’ and alignment to the end goals. Without buy-in you may get compliance but not commitment. The problem with compliance-only is that failure with a good excuse is seen as compliant. In our fast-changing, dynamic world it is easy to forget that underpinning any successful operation is clarity around outputs, interim interfaces and end-customer deliverables. This session provides practical frameworks and models to set meaningful operational plans that are adaptable within an agile environment, thus getting the best of both worlds.

Objectives 
At the end of this topic, delegates will be able to:
• Assess the personalities and motivation of smart people
• Manage the performance of team members
• Understand the dynamics of setting up and running high-performance teams

Session overview
Motivated people excel in an environment where they are empowered with autonomy and treated with respect. Achieving mastery benefits the organisation and also the team members. This module addresses different personality styles and behaviours and also how to get the best out of people. Sub-standard performance is covered with advice on how to balance external motivators with intrinsic motivation. Teamwork means more than just getting along socially while working in a group activity. The true meaning of teams, as well as the pathway to high-performing teams, is covered in detail.

Objectives
At the end of this topic, delegates will be able to:
• Assess the personalities and motivation of smart people • Manage the performance of team members
• Understand the dynamics of setting up and running high-performance teams

Session overview
Motivated people excel in an environment where they are empowered with autonomy and treated with respect. Achieving mastery benefits the organisation and also the team members. This module addresses different personality styles and behaviours and also how to get the best out of people. Sub-standard performance is covered with advice on how to balance external motivators with intrinsic motivation. Teamwork means more than just getting along socially while working in a group activity. The true meaning of teams, as well as the pathway to high-performing teams, is covered in detail.

Objectives
At the end of this topic, delegates will be able to:
• Improve their communication skills
• Understand the importance of true listening
• Anticipate the important elements and expectations of senior management so that delegates can manage their own career

Session overview
Technical people often confuse content with context. The words used in a verbal conversation or written in an email constitute the content. The meaning of those words to the recipient is usually judged by the context. The additional emotional meaning of the context is what the focus needs to be during the communication, and this requires advanced skills. This module covers the basics of improving communication with team members. The session ends with some insights, and thoughts on what senior management really want from their emerging leaders. It differs from what many technical managers think senior management want. These insights should help delegates to manage their careers to achieve their personal goals.

$2175 +GST
$2175 +GST
Event Details
15 hours: 5x3 hour sessions

Monday 8 February: 10am-1pm (AEST)
Tuesday 9 Feburary: 10am-1pm (AEST) 
Wednesday 10 February: 10am-1pm (AEST)
Thursday 11 February: 10-1pm (AEST)
Friday 12 February: 10am-1pm (AEST)

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