Two approaches to the developing of a team leader, manager, and director

SCHOOL OF IT MANAGERS

WEBINAR OF THE SCHOOL OF MANAGERS TETICS
Two approaches to the developing
of a team leader, manager, and director
21/01/ 2021, 18:00 GMT+3

Speaker - Alexander Orlov

REGISTRATION

WEBINAR OF THE SCHOOL OF MANAGERS TETICS
Two approaches to the developing
of a team leader, manager, and director
21/01/ 2021, 18:00 GMT+3

Speaker - Alexander Orlov

REGISTRATION

Alexander Orlov

an expert in the subject area of IT leadership training, managing partner of the Tetics Managers’ School, has trained more than 21,000 team and project leaders and team leaders.
He is the author of several books on IT management, executive careers, and communications, including "The Secrets of Programmers’ Management," "The Manager's White Bookshelf," and "Jedi Techniques for Constructive Communication.
He is a former manager at Intel and Sun Microsystems, Inc.

Over 1000

analyzed management cases

More than 20,000

students went through Alexander's programs, designed jointly with Vyacheslav Pankratov

In 2005, I found myself in Ireland

at my first management training “Management Through People”. We were told about the 6 phases of the management cycle and what you as a manager should do. It would seem that this is exactly what you need to learn? In fact, it proved not to be the case.

It turns out that some things are intuitively obvious and managers almost don’t make mistakes there, while with the other things people go down the same road and keep making the same mistakes.

Moreover, within each stage (e.g., "Reporting Feedback") there are about twenty different kinds of mistakes that managers tend to make. From all of this our training programs for managers emerged. And 12 years later it has led us to the creation of the Tetics program: the one that every manager needs, succinct, functional tools to handle your work's main sensitive buttons.

If you're more of a manager on a whim, this program will give you all the essential fulcrums you need for your professional career. First path. It's clear, it's proven, you just have to start.

However, a manager's career doesn't stop there.

Someone moves on to become a director, and someone stays in his position, but something goes wrong too... You seem to be doing everything right, and you know what to do, but there is no further development. You get the feeling that you're stuck in a rut, but nothing changes.

Your natural style of team management, which you have been using all this time, isn't working anymore. Or rather, it even prevents you from growing.

Do you know management style, colleagues?

How does it change, depending on the situation and the people?

? Do you change it consciously or you don’t trace this process?

Over time, it becomes clear that you won't grow unless the people in your team grow.

And this is the time when coaching may assist you. For a long time, I treated the topic of coaching, consciousness, and other mindfulness issues with all the intrinsic skepticism of a technician.
However, when you try to find a way how to rediscover yourself in your work during your sabbatical year, you begin to reevaluate your skepticism, especially when you see that the tools work.

Over time, it becomes clear that you won't grow unless the people in your team grow.

And this is the time when coaching may assist you. For a long time, I treated the topic of coaching, consciousness, and other mindfulness issues with all the intrinsic skepticism of a technician.
However, when you try to find a way how to rediscover yourself in your work during your sabbatical year, you begin to reevaluate your skepticism, especially when you see that the tools work.

And now fast forward three years, I have finished several programs on classic coaching and Gestalt approach, participated in various psychological groups, had more than 200 hours of personal practice, and significantly updated management style in our company.

At the webinar, I would like to speak in detail about the two approaches to the development of a team leader, a manager, a director. You should listen to it if at least two items from the list below are true for you:

You aren’t self-assured that you're doing everything right in team management

You wish you could raise a successor in the team (but you don't see one yet)

The team is driver primarily on your energy

You govern managers, but you conclude that they don’t raise successors for themselves

You feel that your energy is slowly running out

There is a sense of stagnation as if you are stuck in your role