Use Info-Tech’s tactical, practical training materials to deliver training that is:
Besides the small introduction, subscribers and consulting clients within this management domain have access to:
This deck presents a behind-the-scenes explanation for the training materials, enabling a facilitator to deliver the training.
The modules are complete with presentation slides, speaker’s notes, and accompanying participant workbooks and provide everything you need to deliver the training to your team.
Each workbook is tailored to the presentation slides in its corresponding facilitation guide. Some workbooks have additional materials, such as role play scenarios, to aid in practice. Every workbook comes with example entries to help participants make the most of their training.
Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Attend training on the specific topics necessary for each individual management team.
Each workshop consists of four days, one 3-hour training session per day. One module is delivered per day, selecting from the following pool of topics:
Master Time
Accountability
Your Role in the Organization
Your Role in Decision Making
Manage Conflict Constructively
Effective Communication
Performance Management
Coaching & Feedback
Managers learn about best practices, practice their application, and formulate individual skill development plans.
1.1 Training on one topic per day, for four days (selected from a pool of eight possible topics)
Completed workbook and action plan
Ninety-eight percent of managers say they need more training, but 93% of managers already receive some level of manager training. Unfortunately, the training typically provided, although copious, is not working. More of the same will never get you better outcomes. How many times have you sat through training that was so long, you had no hope of implementing half of it? How many times have you been taught best practices, with zero guidance on how to apply them? To truly support our managers, we need to rethink manager training. Move from fulfilling an HR mandate to providing truly trainee-centric instruction. Teach only the right skills – no fluff – and encourage and enable their application in the day to day. |
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Jane Kouptsova |
Your Challenge |
Common Obstacles |
Info-Tech’s Approach |
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IT departments often promote staff based on technical skill, resulting in new managers feeling unprepared for their new responsibilities in leading people. The success of your organization hinges on managers’ ability to lead their staff; by failing to equip new managers adequately, you are risking the productivity of your entire department. |
Despite the fact that $14 billion is spent annually on leadership training in the US alone (Freedman, 2016), only one in ten CIOs believe their department is very effective at leadership, culture, and values (Info-Tech, 2019). Training programs do not deliver results due to trainee overwhelm, ineffective skill development, and a lack of business alignment. |
Use Info-Tech’s tactical, practical approach to management training to deliver training that:
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Info-Tech Insight
When it comes to manager training, more is not more. Attending training is not equal to being trained. Even good information is useless when it doesn’t get applied. If your role hasn’t required you to use your training within 48 hours, you were not trained on the most relevant skills.
Engaged teams are:
Engaged teams are driven by managers:
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87% of middle managers wish they had more training when they were first promoted
98% of managers say they need more training
IT must take notice:
IT as an industry tends to promote staff on the basis of technical skill. As a result, new managers find themselves suddenly out of their comfort zone, tasked with leading teams using management skills they have not been trained in and, more often than not, having to learn on the job. This is further complicated because many new IT managers must go from a position of team member to leader, which can be a very complex transition.
99% of companies offer management training* 93% of managers attend it* $14 billion spent annually in the US on leadership training** |
Fewer than one in ten CIOs believe their IT department is highly effective at leadership, culture, and values. |
1. Information Overload
Seventy-five percent of managers report that their training was too long to remember or to apply in their day to day (Grovo, 2016). Trying to cover too much useful information results in overwhelm and does not deliver on key training objectives.
2. Limited Implementation
Thirty-three percent of managers find that their training had insufficient follow-up to help them apply it on the job (Grovo, 2016). Learning is only the beginning. The real results are obtained when learning is followed by practice, which turns new knowledge into reliable habits.
3. Lack of departmental alignment
Implementing training without a clear link to departmental and organizational objectives leaves you unable to clearly communicate its value, undermines your ability to secure buy-in from attendees and executives, and leaves you unable to verify that the training is actually improving departmental effectiveness.
MOVE FROM |
TO |
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1. Information Overload |
Timely, tailored topics The more training managers attend, the less likely they are to apply any particular element of it. Combat trainee overwhelm by offering highly tactical, practical training that presents only the essential skills needed at the managers’ current stage of development. |
2. Limited Implementation |
Skills-focused framework Many training programs end when the last manager walks out of the last training session. Ensure managers apply their new knowledge in the months and years after the training by relying on a research-based framework that supports long-term skill building. |
3. Lack of Departmental Alignment |
Outcome-based measurement Setting organizational goals and accompanying metrics ahead of time enables you to communicate the value of the training to attendees and stakeholders, track whether the training is delivering a return on your investment, and course correct if necessary. |
Manager training is only useful if the skills it builds are implemented in the day-to-day. Research supports three drivers of successful skill building from training: |
Habits |
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Organizational Support |
The training modules include committing to implementing new skills on the job and scheduling opportunities for feedback. |
Learning Structure |
Training activities are customizable, flexible, and accompanied by continuous learning self-evaluation. |
Personal Commitment |
Info-Tech’s methodology builds in activities that foster accountability and an attitude of continuous improvement. |
Learning |
Info-Tech Insight
When it comes to manager training, stop thinking about learning, and start thinking about practice. In difficult situations, we fall back on habits, not theoretical knowledge. If a manager is only as good as their habits, we need to support them in translating knowledge into practice.
Set up your first-time managers for success by leveraging Info-Tech’s training to focus on three key areas of management:
Each of these areas:
Info-Tech Insight
There is no such thing as “effective management training.” Various topics will be effective at different times for different roles. Delivering only the highest-impact learning at strategic points in your leadership development program will ensure the learning is retained and translates to results.
Each topic corresponds to a module, which can be used individually or as a series in any order.
Choose topics that resonate with your managers and relate directly to their day-to-day tasks. Training on topics that may be useful in the future, while interesting, is less likely to generate lasting skill development.
Info-Tech Best Practice
This blueprint is not a replacement for formal leadership or management certification. It is designed as a practical, tactical, and foundational introduction to key management capabilities.
Practical facilitation guides equip you with the information, activities, and speaker’s notes necessary to deliver focused, tactical training to your management team. |
The participant’s workbook guides trainees through applying the three drivers of skill building to solidify their training into habits. |
Linking manager training with measurable outcomes allows you to verify that the program is achieving the intended benefits, course correct as needed, and secure buy-in from stakeholders and participants by articulating and documenting value.
Use the metrics suggested below to monitor your training program’s effectiveness at three key stages:
Program Metric |
Calculation |
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Program enrolment and attendance |
Attendance at each session / Total number enrolled in session |
First-time manager (FTM) turnover rate |
Turnover rate: Number of FTM departures / Total number of FTMs |
FTM turnover cost |
Number of departing FTMs this year * Cost of replacing an employee |
Manager Effectiveness Metric |
Calculation |
Engagement scores of FTM's direct reports |
Use Info-Tech's Employee Engagement surveys to monitor scores |
Departures as a result of poor management |
Number of times "manager relationships" is selected as a reason for leaving on an exit survey / Total number of departures |
Cost of departures due to poor management |
Number of times "manager relationships" is selected as a reason for leaving on an exit survey * Cost associated with replacing an employee |
Organizational Outcome Metric |
Calculation |
On-target delivery |
% projects completed on-target = (Projects successfully completed on time and on budget / Total number of projects started) * 100 |
Business stakeholder satisfaction with IT |
Use Info-Tech’s business satisfaction surveys to monitor scores |
High-performer turnover rate |
Number of permanent, high-performing employee departures / Average number of permanent, high-performing employees |
DIY Toolkit |
Guided Implementation |
Workshop |
Consulting |
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“Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.” | “Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.” | “We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.” | “Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.” |
Phase 1 | Phase 2 | Phase 3 |
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Call #1: Scope requirements, objectives, and your specific challenges. |
Call #2: Review selected modules and discuss training delivery. |
Call #3: Review training delivery, discuss lessons learned. Review long-term skill development plan. |
A Guided Implementation (GI) is a series
of calls with an Info-Tech analyst to help implement our best practices in your organization.
A typical GI is 1 to 3 calls over the course of several months, depending on training schedule.
Contact your account representative for more information.
workshops@infotech.com 1-888-670-8889
Day 1 | Day 2 | Day 3 | Day 4 | |
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3-Hour Training Session |
3-Hour Training Session |
3-Hour Training Session |
3-Hour Training Session |
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Activities | Training on topic 1 (selected from a pool of 8 possible topics) |
Training on topic 2 (selected from a pool of 8 possible topics) |
Training on topic 3 (selected from a pool of 8 possible topics) |
Training on topic 4 (selected from a pool of 8 possible topics) |
Deliverables | Completed workbook and action plan |
Completed workbook and action plan |
Completed workbook and action plan |
Completed workbook and action plan |
Pool of topics:
Phase 1 | Phase 2 | Phase 3 |
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Outcomes of this phase:
1-3 hours
Input | Output |
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Materials | Participants |
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Effective communication can make or break your IT team’s effectiveness and engagement and a manager’s reputation in the organization. Effective stakeholder management and communication has a myriad of benefits – yet this is a key area where IT leaders continue to struggle.
There are multiple ways in which you communicate with your staff. The tactics you will learn in this section will help you to:
Benefits:
35% Of organizations say they have lost an employee due to poor internal communication (project.co, 2021).
59% Of business leaders lose work time to mistakes caused by poor communication (Grammarly, 2022).
$1.2 trillion Lost to US organizations as a result of poor communication (Grammarly, 2022).
Operations |
Human Resources |
Finance |
Marketing |
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Increases production by boosting revenue. |
Reduces the cost of litigation and increases revenue through productivity improvements. |
Reduces the cost of failing to comply with regulations. |
Increases attraction and retention of key talent. |
Learning outcomes:
Main goal: Become a better communicator across a variety of personal styles and work contexts.
Key objectives:
Info-Tech Insight
First-time IT managers face specific communication challenges that come with managing people for the first time: learning to communicate a greater variety of information to different kinds of people, in a variety of venues. Tailored training in these areas helps managers focus and fast-track critical skill development.
Meaningful performance measures help employees understand the rationale behind business decisions, help managers guide their staff, and clarify expectations for employees. These factors are all strong predictors of team engagement:
Talent Management Outcomes |
Organizational Outcomes |
---|---|
Performance measure are key throughout the talent management process. Candidates:
Employees:
Promotions and Evaluations:
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Performance measures benefit the organization by:
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Learning outcomes:
Main goal: Become proficient in setting, tracking, and communicating around performance management goals.
Key objectives:
Info-Tech Insight
Goal and metric development holds special significance for first-time IT managers because it now impacts not only their personal performance, but that of their employees and their team collectively. Training on these topics with a practical team- and employee-development approach is a focused way to build these skills.
COACHING is a conversation in which a manager asks an employee questions to guide them to solve problems themselves, instead of just telling them the answer. |
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Coaching increases employee happiness, and decreases turnover.1 |
Coaching promotes innovation.2 |
Coaching increases employee engagement, effort and performance.3 |
FEEDBACK is information about the past, given in the present, with the goal of influencing behavior or performance for the future. It includes information given for reinforcement and redirection. |
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Honest feedback enhances team psychological safety.4 |
Feedback increases employee engagement.5 |
Feedback boosts feelings of autonomy and drives innovation.6 |
Learning outcomes:
Main goal: Get prepared to coach and offer feedback to your staff as appropriate.
Key objectives:
Info-Tech Insight
First-time managers often shy away from giving coaching and feedback, stalling their team’s performance. A focused and practical approach to building these skills equips new managers with the tools and confidence to tackle these challenges as soon as they arise.
Managers who don’t understand the business cannot effect positive change. The greater understanding that IT managers have of business context, the more value they provide to the organization as seen by the positive relationship between IT’s understanding of business needs and the business’ perception of IT value.
To understand your role in the business, you need to know who your stakeholders are and what value you and your team provide to the organization. Knowing how you help each stakeholder meet their wants needs and goals means that you have the know-how to balance experience and outcome-based behaviors. This is the key to being an attentive leader.
The tactics you will learn in this section will help you to:
Benefits:
Learning outcomes:
Main goal: Understand how your role and the role of your team serves the business.
Key objectives:
Info-Tech Insight
Before training first-time IT managers, take some time as the facilitator to review how you will serve the wants and needs of those you are training and your stakeholders in the organization.
To understand your role in the decision-making process, you need to know what is expected of you and you must understand what goes into making a good decision. The majority of managers report they have no trouble making decisions and that they are good decision makers, but the statistics say otherwise. This ease at decision making is due to being overly confident in their expertise and an inability to recognize their own ignorance.1
The tactics you will learn in this section will help you to:
20% Of respondents say their organizations excel at decision making (McKinsey, 2018).
87% “Diverse teams are 87% better at making decisions” (Upskillist, 2022).
86% of employees in leadership positions blame the lack of collaboration as the top reason for workplace failures (Upskillist, 2022).
Managers tend to rely on their own intuition which is often colored by heuristics and biases. By using a formal decision-making process, these pitfalls of intuition can be mitigated or avoided. This leads to better decisions.
First-time managers are able to apply this framework when making decision recommendations to management to increase their likelihood of success, and having a process will improve their decisions throughout their career and the financial returns correlated with them.
Employees are able to recognize bias in the workplace, even when management can’t. This affects everything from how involved they are in the decision-making process to their level of effort and productivity in implementing decisions. Without employee support, even good decisions are less likely to have positive results. Employees who perceive bias:
Innovation |
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Brand Reputation |
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Engagement |
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Learning outcomes:
Main goal: Understand how to successfully perform your role in the decision process.
Key objectives:
Info-Tech Insight
Before training a decision-making framework, ensure it is in alignment with how decisions are made in your organization. Alternatively, make sure leadership is on board with making a change.
If you are successful in your talent acquisition, you likely have a variety of personalities and diverse individuals within your IT organization and in the business, which means that conflict is inevitable. However, conflict does not have to be negative – it can take on many forms. The presence of conflict in an organization can actually be a very positive thing: the ability to freely express opinions and openly debate can lead to better, more strategic decisions being made.
The effect that the conflict is having on individuals and the work environment will determine whether the conflict is positive or counterproductive.
As a new manager you need to know how to manage potential negative outcomes of conflict by managing difficult conversations and understanding how to respond to conflict in the workplace.
The tactics you will learn in this section will help you to:
Benefits:
When you face a difficult conversation you…
40% Of employees who experience conflict report being less motivated as a result (Acas, 2021).
30.6% Of employees report coming off as aggressive when trying to resolve a conflict
(Niagara Institute, 2022).
Learning outcomes:
Main goal: Effectively manage your time and know which tasks are your priority and which tasks to delegate.
Key objectives:
Info-Tech Insight
Conflict does not have to be negative. The presence of conflict in an organization can actually be a very positive thing: the ability to freely express opinions and openly debate can lead to better, more strategic decisions being made.
How effective leaders average their time spent across the six key roles: | Leaders with effective time management skills spend their time across six key manager roles: strategy, projects, management, operations, innovation, and personal. While there is no magic formula, providing more value to the business starts with little practices like:
|
Strategy 23% | |
Projects 23% | |
Management 19% | |
Operations 19% | |
Innovation 13% | |
Personal 4% |
Too many interruptions in a day to stay focused. |
Too busy to focus on strategic initiatives. |
Spending time on the wrong things. |
Learning outcomes:
Main goal: Become a better communicator across a variety of personal styles and work contexts.
Key objectives:
Info-Tech Insight
There is a right and wrong way to manage your calendar as a first-time manager and it has nothing to do with your personal preference.
Improves culture and innovation |
Improves individual performance |
Increases employee engagement |
Increases profitability |
---|---|---|---|
Increases trust and productivity |
Enables employees to see how they contribute |
Increases ownership employees feel over their work and outcomes |
Enables employees to focus on activities that drive the business forward |
Employee empowerment is the number one driver of employee engagement. The extent to which you can hold employees accountable for their own actions and decisions is closely related to how empowered they are and how empowered they feel; accountability and empowerment go hand in hand. To feel empowered, employees must understand what is expected of them, have input into decisions that affect their work, and have the tools they need to demonstrate their talents.
Learning outcomes:
Main goal: Create a personal accountability plan and learn how to hold yourself and your team accountable.
Key objectives:
Info-Tech Insight
Accountability is about focusing on the results of a task, rather than just completing the task. Create team accountability by keeping the team focused on the result and not “doing their jobs.” First-time managers need to clearly communicate expectations and evaluation to successfully develop team accountability.
A key feature of this blueprint is built-in guidance on transferring your managers’ new knowledge into practical skills and habits they can fall back on when their job requires it.
The Participant Workbooks, one for each module, are structured around the three key principles of learning transfer to help participants optimally structure their own learning:
Info-Tech Insight
Participants should use this workbook throughout their training and continue to review it for at least three months after. Practical skills take an extended amount of time to solidify, and using the workbook for several months will ensure that participants stay on track with regular practice and check-ins.
Cultural alignment |
It is critical that the department leadership team understand and agree with the best practices being presented. Senior team leads should be comfortable coaching first-time managers in implementing the skills developed through the training. If there is any question about alignment with departmental culture or if senior team leads would benefit from a refresher course, conduct a training session for them as well. |
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Structured training |
Ensure the facilitator takes a structured approach to the training. It is important to complete all the activities and record the outputs in the workbook where appropriate. The activities are structured to ensure participants successfully use the knowledge gained during the workshop to build practical skills. |
Attendees |
Who should attend the training? Although this training is designed for first-time IT managers, you may find it helpful to run the training for the entire management team as a refresher and to get everyone on the same page about best practices. It is also helpful for senior leadership to be aware of the training because the attendees may come to their supervisors with requests to discuss the material or coaching around it. |
Info-Tech Insight
Participants should use this workbook throughout their training and continue to review it for at least three months after. Practical skills take an extended amount of time to solidify, and using the workbook for several months will ensure that participants stay on track with regular practice and check-ins.
1-3 hours
Prior to facilitating your first session, ensure you complete the following steps:
Input | Output |
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Materials | Participants |
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1-3 hours
Complete these steps in preparation for delivering the training to your first-time managers:
Input | Output |
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Materials | Participants |
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Phase 1 | Phase 2 | Phase 3 |
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Outcomes of this phase:
3 hours
When you are ready, deliver the training. Ensure you complete all activities and that participants record the outcomes in their workbooks.
Tips for activity facilitation:
Input | Output |
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Materials | Participants |
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Phase 1 | Phase 2 | Phase 3 |
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Outcomes of this phase:
0.5 hours
After the training, send an email to attendees thanking them for participating and summarizing key next steps for the group. Use the template below, or write your own:
“Hi team,
I want to thank you personally for attending the Communicate Effectively training module. Our group led some great discussion.
A reminder that the next time you will reconvene as a group will be on [Date] to discuss your progress and challenges to date.
Additionally, your manager is aware and supportive of the training program, so be sure to follow through on the commitments you’ve made to secure the support you need from them to build your new skills.
I am always open for questions if you run into any challenges.
Regards,
[Your name]”
Input | Output |
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Materials | Participants |
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0.5 hours
An important part of the training is securing organizational support, which includes support from your trainees’ supervisors. After the trainees have committed to some action items to seek support from their supervisors, it is important to express your support for this and remind the supervisors of their role in guiding your first-time managers. Use the template below, or write your own, to remind your trainees’ supervisors of this at the end of training (if you are going through all three modules in a short period of time, you may want to wait until the end of the entire training to send this email):
“Hi team,
We have just completed Info-Tech’s first-time manager training with our new manager team. The trainees will be seeking your support in developing their new skills. This could be in the form of coaching, feedback on their progress, reviewing their development plan, etc.
Supervisor support is a crucial component of skill building, so I hope I can count on all of you to support our new managers in their learning. If you are not sure how to handle these requests, or would like a refresher of the material our trainees covered, please let me know.
I am always open for questions if you run into any challenges.
Regards,
[Your name]”
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Materials | Participants |
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Brad Armstrong, Senior Engineering Manager, Code42 Software I am a pragmatic engineering leader with a deep technical background, now focused on building great teams. I'm energized by difficult, high-impact problems at scale and with the cloud technologies and emerging architectures that we can use to solve them. But it's the power of people and organizations that ultimately lead to our success, and the complex challenge of bringing all that together is the work I find most rewarding. |
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We thank the expert contributors who chose to keep their contributions anonymous. |
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