What You Will Learn in This Leadership Course
- Open the conversation with the former peer who wanted your job, and name what you will and will not commit to
- Deliver correcting feedback with a specific first sentence, and hold it when the person turns it back on you
- Delegate by saying the authority level out loud and booking the check-in at the moment of handoff
- Run a one-on-one that opens with a question nobody can answer 'fine', so the next problem reaches you sooner
- Tell your own boss bad news before it is discovered, and own your part without blaming the team
- Write a one-page 30-day plan with three if-then commitments, a weekly rhythm, and a review date
Requirements
- No prior experience needed. This course starts from your first week in the role
What This Free Leadership Course Covers
You were promoted because you were good at the work. Nobody sat you down and taught you the part that comes next. So you improvise, in front of people who were your colleagues a month ago, and then you live with how it went.
Most courses for a new manager hand you a list of qualities. Be decisive. Be empathetic. Communicate clearly. None of that tells you what to actually say at 9am on Monday. This course gives you the words, in the situations you are going to face. You follow one team the whole way through: Sam, promoted last month over five people, Omar, senior and passed over for the same job, Ellie, the friend, and Hana, who says she is fine when she is not. Each situation opens as a scene, gets difficult, and resolves.
It runs 1 hour 31 minutes across 19 lectures, and every lecture stands on its own, so you can take the one that matches tonight's problem and come back for the rest. You finish with a one-page 30-day plan you fill in as you go. That page is the thing you keep.
This Course Includes
- 19 on-demand lectures
- 1h 31m of video
- Free access, no payment required
- Self-paced, learn on your own schedule
- The Capacity List, a downloadable worksheet
- Worth 1.25 PDUs toward PMI recertification, see the PDU claiming guide
Who This Course Is For
- You were promoted last month and there is a conversation with a former peer you have been putting off
- You are leading people who were your colleagues, including someone who applied for the same job and did not get it
- You manage tasks and schedules well but freeze when the problem is a person rather than a plan
- You are still carrying delivery work while being expected to lead, and neither is getting your full attention
Course Curriculum
What this course does differently, and why it gives you sentences rather than qualities
How to use the lectures out of order when a specific problem is in front of you
The nine situations, the team you will follow, and where each one lands
What actually changes the day you stop being the person who does the work
The boundary conversation with a close friend, and the conversation with the person who wanted your job, both word for word
The opening sentence for a problem you have not fixed yet, and how to refuse a request without hedging
Deciding on incomplete information, naming what you did not choose, and holding it when your most senior person pushes back
The four sentences that hand over a decision rather than a task, and the check-in that is not hovering
The question that cannot be answered 'fine', and what to say when someone finally tells you the real thing
Four ways to open a hard conversation about someone's work, and what to say when they turn it back on you and are partly right
The honest announcement that neither badmouths the decision nor pretends you agree with it
One Monday where three of these situations arrive together and have to be put in order
Building the one-page plan: one change, a weekly rhythm with days and times, three if-then commitments, and a review date
What to drop when you are still carrying delivery work, using the downloadable Capacity List
The second conversation, after you already said it once and nothing changed
What to say to each of them, and what to stop trying to fix
Praise that lands as specific rather than as a manager going through the motions
Setting the terms of the relationship above you before it sets itself
A short close, and the one thing to take with you
Related Free Courses
- Agile and Scrum: The Absolute Beginner's Guide, a clear introduction to Agile principles, Scrum roles, sprint planning, and how Agile teams operate
- Introduction to Practical Project Management, scope, schedule, cost, risk, and stakeholder management for anyone new to project work
- 19 on-demand lectures
- 1h 31m of video
- Free access
- Self-paced
- 1.25 PDUs