Training & Development › Leadership & Management › Managing Managers
LEADERSHIP & MANAGEMENT
Managing Managers
Lead, develop, and hold accountable the managers who report to you
Why It Matters
Once you manage managers, your results depend on decisions made two levels away. Many senior leaders keep acting like frontline supervisors, stepping in and bypassing the managers they should be developing. Others step back too far and lose sight of how their managers treat people. Either way, priorities get garbled, weak management practices spread, and good staff leave bad managers. Leaders who manage managers well build a layer of capable leadership that the whole organization depends on.
Course Description
This course is for leaders whose direct reports are themselves managers. It opens by contrasting the role with frontline supervision and identifying the habits that no longer serve. Participants assess each manager on their team for current strengths and development needs, then plan development conversations and practice them in pairs. A segment on cascading priorities has participants translate a sample organizational priority for their managers and check how it might be retold to frontline staff. Scenarios cover hard moments, including an employee going around a manager to complain, a manager with strong results but poor team climate, and skip-level meetings. Participants leave with a development plan for each manager they lead.
Key Focus Areas
Participants explore and practice:
Shifting from supervising work to developing managers
Assessing each manager's strengths and development needs
Cascading priorities so they arrive intact at the front line
Skip-level meetings without undermining your managers
Holding managers accountable for how they lead people
Learning Outcomes
Participants will be able to:
Assess the leadership strengths and gaps of each manager they lead
Hold a development conversation with a manager about their leadership
Translate an organizational priority into clear direction for managers
Respond to escalations without bypassing the responsible manager
Who Should Attend
Directors and department heads
Senior managers with manager-level reports
Executive directors of growing organizations
Deputy and division leaders in government agencies
Delivery and Customization
Examples, scenarios, and activities are adapted to your audience and goals. Delivery is available in person, virtually, or in a hybrid format, as a standalone session or as part of a series. Format and length are agreed during scoping.
Related Courses
Middle Manager Essentials · Leadership & Management
Coaching and Mentoring · Leadership & Management
Developing New Managers · Leadership & Management
Talent Management · HR & Talent Development
Bring Managing Managers to your team
Tell us about your audience and goals. We will follow up to scope objectives, format, and timing.