training specialists to the upstream oil and gas industry

Moving from Technical Professional to Manager and Leader

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Course overview

On completion of this highly interactive and practical workshop, delegates will be better able to move from a role as a technical professional into mid to senior management and leadership. They will be able to:
• Understand the differences between management and leadership
• Know what makes a successful manager or leader
• Know what team members expect of their managers and leaders
• Influence a wide variety of stakeholders, including their staff
• Apply a variety of appropriate styles, tools and techniques to dramatically improve
management and leadership performance
• Cope with change in an organisation during periods of either rapid expansion or economic
• Be better able to engage stakeholders

The course is designed for

Technical, engineering, scientific and other staff in specialised roles such as finance who need to positively influence others within or outside their organisations.

Course objectives

To enable delegates to:

  • TRANSITION from being a technical professional to a highly effective manager and leader
  • UNDERSTAND the difference between managing and leading
  • APPRECIATE how personal style can impact on management and leadership success
  • KNOW how to create and maintain high performing teams
  • LEARN how to give useful feedback to team members
  • DEAL with poor performing staff and low motivation

Course outline


  • Getting involvement and commitment
  • ‘Hot buttons’
  • Absenteeism/staff turnover
  • Incentives and rewards
  • Satisfying the needs of the team

Day 1 review

  • Questions and answers
  • Recap on the day - highs and lows
  • Key lessons so far
  • Homework for the evening

Day 2

Review of Day One

  • Key learning points
  • ‘Homework’ feedback
  • Questions from day one
  • Outline of day two

Engaging and Developing People

  • The importance of coaching and mentoring
  • Measuring performance
  • The concept of the willing follower
  • Group teamwork exercise four and feedback

Leading a diverse workforce

  • Defining ‘diversified’
  • Understanding the legal framework
  • The emotional dimension
  • Believability and sincerity
  • Words versus body language
  • Avoiding inadvertently giving offence
  • Unconscious bias.
  • Pairs exercise and feedback - reading body language and sincerity

Dealing with conflict, poor performance and motivation

  • Managing conflict - the Interest Based Relational Approach (IBRA)
  • Managing poor performance
  • Use of 180 and 360 degree reviews
  • Setting short and medium term goals
  • Knowing your team - the impact of outside life
  • Managing work / life balance issues
  • Trio exercise and feedback - using IBRA
  • Whole group exercise and feedback - Project X

Course round-up

  • The good, the bad and the ugly - examples of excellence (and otherwise)
  • Individual challenges and how to meet them
  • Personal action plans

Course recap

  • Questions and answers
  • Recap on the day - highs and lows
  • Key lessons
Day 1

Introduction and background

  • Introductions, outline of the course, safety, housekeeping,delegates’ individual objectives for aJending the workshop
  • Defining ‘management’ and ‘leadership’. How are they different?
  • What are the key aJributes of a good manager or leader?
  • Great leaders in history - why were they successful? Their attributes, behaviours and skills?
  • What do people expect of good managers and leaders?
  • Individual exercises:
    a) What is the one thing you expect to take away from this workshop? (140 character tweet).
    b) What is your ultimate ambition? (140 character tweet).

Managing people

  • What do we mean by ‘management’?
  • Who do we mean by people? (Your own line manager, their bosses, your own team)
  • Managing the small team (direct contact with each individual)
  • Managing a bigger team (via a group of supervisors and/or junior managers)
  • Introduction to monitoring performance and delivering effective feedback
  • Introduction to effective delegation
  • Introduction to dealing with poor performance
  • Stopping yourself micro managing
  • Group teamwork exercise one and feedback

Effective teams

  • How do new teams develop?
  • Joining an existing team as their new manager / leader
  • The impact of personnel changes on a team

The make-up of a successful team

  • What roles are necessary in a successful team?
  • Team role analysis
  • Covering a missing role
  • Group teamwork exercise two and feedback

Leading, not managing

  • Looking at attributes, skills and behaviours required of a leader
  • Leadership styles
  • The need to be flexible
  • The leader as a role model - your own behaviour
  • Setting out your vision and values - and living up to them
  • Converting a vision into the business plan


  • Communication as the key to successful leadership
  • Getting ideas accepted through influence, persuasion, and
  • negotiation
  • Emotional intelligence
  • Communication style
  • Chairing and participation in meetings
  • Brainstorming and the creation of ideas


Location Start Date End Date Cost Trainer Book
Upon request       Neil Jones Make enquiry

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Website: Studio Beam Ltd