First Time Manager
A programme for people who have recently taken on a managerial role or are about to. We help them move from being the best specialist to being the boss: understand the new role, build authority – also among former peers – delegate, motivate and handle their first difficult conversations.
Who it is for and what problem it solves
Best specialist, new boss
The best expert got the promotion, still does everything alone, and the team waits for their decisions.
Managing former peers
It is hard to set boundaries and enforce agreements with people you worked alongside until recently.
No tools
The new manager does not know how to delegate, give feedback or talk about mistakes.
The first months decide
Bad habits formed in the first weeks stay for years – in the team and in the manager.
What participants practise
Role and authority
- the manager’s role – what I am responsible for and what I no longer do myself
- situational leadership and matching style to the employee
- stages of team development and the leader’s role
Working with people
- communication adapted to the other person’s style
- SMART ER goals and the delegation conversation
- everyday motivation and recognition
Difficult situations
- feedback using the FUKO model
- corrective conversations and handling resistance
- conflicts in the team
- my plan for the first 30 days
How the process works
Needs analysis
A conversation with HR and the new managers’ superiors: expectations of the role and the most common difficulties.
Workshops
Two days of practical exercises based on situations from your company – or a series of shorter modules spread over time.
30-day plan
Every participant leaves with three specific actions for the first month.
Implementation support
Optional individual or group coaching during the first months in the role.
Summary
A report for HR with conclusions and recommendations for further development.
What HR receives
A common standard for new managers
The same management tools and language from day one in the role.
Participant materials
Tool cards: readiness diagnosis, SMART ER, FUKO, delegation contract.
Post-programme report
Attendance, evaluations, conclusions and recommendations.
How we assess the results
30-day plan
Completion of the actions planned for the first month.
Superiors’ assessment
Observed changes in how the team is managed.
Surveys and knowledge test
Training evaluation and a knowledge check after the programme.
Who leads it
A sample line-up of trainers – the final team is matched to your company and group.
Anna Wodyńska
Founder of NESSE; more than 2,500 training days with managers, mainly in manufacturing and operations.
Adam Kołodziej
Senior Leadership Trainer and MBA lecturer; develops production and operations managers.
Przemysław Paszcza
More than 20 years of managing teams – situational leadership, motivation and conflict resolution.
Michał Kurdziej
Psychologist; builds leader authority, assertiveness and resilience to stress.
What does the first consultation look like?
A free, no-obligation conversation – by phone or online. All you need to know is what the problem is; we will work out the rest together.
You talk to one of our client managers, and a trainer joins if needed.
who the development is for (roles, number of people, locations), what problem you want to solve, what has already been done, timing and budget.
We investigate the problem thoroughly before proposing anything. We also use diagnostic tools such as the NESSE Competency Map®.
a programme proposal with a schedule, a trainer recommendation, a way of measuring results and a quote.
Call or write to us directly:
Let’s prepare your new managers for the role
Tell us how many managers you are promoting and what challenges they face – we will propose a programme, a schedule and a way of measuring results.