Home / Non-Accredited / Leadership & Management / Leadership and People Management Programme (5 days)
Quick Look Course Summary:Leadership and People Management Programme (5 days)
-
Length: 5 day(s)
-
Price (at your venue): 1 Person R 24,340 EX VAT 3 Person R 18,428 EX VAT 10 Person R 13,286 EX VAT
-
Certification Type:Non-Accredited
-
Locations & Venues: Off-site or in-house. We train in all major city centres throughout South Africa.
Get Free & personalised
Training Advice
Leadership and People Management Programme (5 days)
A complete people management toolkit in one programme: your managers lead deliberately, develop and review their people, build effective teams and keep working relationships constructive in every direction.
Leadership problems rarely arrive one at a time. A manager who struggles to lead usually also struggles to develop people, to hold fair performance reviews, to turn a group into a team and to manage the relationship with their own boss. A five-day leadership development programme deals with all of it together, so the skills reinforce each other instead of being learnt in fragments.
The programme covers everything in BOTI's three-day Leadership and People Management course and adds two further days. Days one to three build the core: leadership theory applied to real teams, analysing development needs and building a people development plan, and setting performance standards and running review interviews. Day four is about teams: how teams form and behave, the team leader's part in making them effective, and diagnosing and improving your own team. Day five is about relationships: networking with internal and external stakeholders, managing upward, building trust with team members and dealing with personal conflict before it spreads.
Each day ends with a practical output for the delegate's own unit, so by the end of the programme every manager has a leadership statement, a development plan, performance standards, a team improvement plan and a stakeholder map, and has practised using them.
Why this course
For your organisation
- One consistent people management standard across the management layer
- Development plans and performance standards in place for every unit
- Teams that are diagnosed and actively improved, not left to chance
- Better working relationships between departments and with external stakeholders
- Fewer people problems escalating to HR or turning into formal disputes
For your delegates
- Five days of practice on your own team's real situations
- A leadership statement, development plan, performance standards, team improvement plan and stakeholder map
- Confidence to manage upward as well as down
- Tools to spot and defuse personal conflict early
- A 90-day action plan to apply it all
What delegates will be able to do
- Explain the difference between leading and managing, and apply the main leadership theories to your team
- Adapt your leadership style to each team member's competence and commitment
- Analyse your unit's development needs and compile a people development plan
- Set measurable performance standards and monitor them between reviews
- Prepare for and conduct a fair, documented performance review
- Explain how teams develop and use that knowledge to manage your own team's dynamics
- Assess how well your team is working and plan specific improvements
- Map your stakeholders and build constructive relationships with your manager, peers and team
- Recognise personal conflict in your unit early and act to reduce it
Who should attend
Supervisors, team leaders and middle managers who lead people, heads of department and section heads with more than one team reporting to them, and specialists stepping into management. It suits organisations that want one structured programme for their management layer rather than a series of separate short courses.
Course outline
Day 1 – Leadership foundations
Leadership and management
- Workshop objectives and personal learning goals
- What leadership is and what it is not
- Where leading and managing differ, and why a manager needs both
- Self-assessment: your current leadership habits
The main leadership theories
- From the Great Man and trait views to behavioural theories
- Transactional versus transformational leadership
- Contingency approaches and path-goal theory
- Servant and authentic leadership in brief
- Case study: which theory explains this leader's results?
Situational leadership with real team members
- Assessing competence and commitment for each person and task
- Directing, coaching, supporting and delegating
- Exercise: mapping the right style for each member of your team
The roles a leader plays
- Role model, direction-setter, decision-maker and coach
- The five practices of exemplary leadership (Kouzes and Posner)
- Leading in a diverse South African workplace
- Your personal leadership statement
Day 2 – People development and talent
The manager as developer of people
- Why development is a line responsibility, not only HR's
- Talent management at unit level: potential, retention and succession
- How unit development plans feed the Workplace Skills Plan
Finding the development needs
- Evidence from job profiles, results, observation and career conversations
- Is it a skills gap, or something else?
- Running a development conversation with a team member
- Exercise: needs analysis for your own unit
Recording and prioritising
- Building the unit skills matrix
- Ranking needs by impact, urgency and cost
- Sharing results with HR and senior management
Building and running the development plan
- Development beyond the classroom: coaching, mentoring, stretch assignments and rotation
- Timeframes, owners and budget
- Fair access to development and employment equity commitments
- Following up and measuring the effect on performance
Day 3 – Performance standards and reviews
Standards people can work to
- Linking each role to unit objectives
- Writing measurable standards for output, quality, time and cost
- Getting buy-in from the people who must meet them
A monitoring system that works between reviews
- Choosing what to measure and how often
- Scorecards, check-ins, observation and work records
- Recognising good work as well as gaps
- Exercise: a monitoring plan for one role
Preparing the review
- Gathering evidence and the employee's own assessment
- Telling the team member the purpose, time and venue
- Structuring the conversation
Holding the review
- Specific, balanced feedback
- Agreeing actions and recording the outcome
- Poor performance and fair procedure: the LRA Code of Good Practice, as general guidance and not legal advice
- Role-play: a review with observer feedback
Day 4 – Building teams that deliver
Why teams matter
- Groups versus teams
- Types of teams: functional, project, cross-functional and virtual
- What teams achieve that individuals cannot
Team dynamics
- Stages of team development: forming, storming, norming and performing
- Team roles and balancing the mix (Belbin)
- Norms, cohesion, groupthink and social loafing
- Exercise: placing your own team on the development curve
The process of building a team
- Clarifying purpose, goals and ways of working
- Selecting and inducting team members
- Building trust and mutual accountability
- Team charters and working agreements
The team leader's role
- Behaviours that raise or lower team effectiveness
- Running team meetings that solve problems
- Recognition and motivation for the team as a whole
Measuring and improving team effectiveness
- A team health check: goals, roles, processes and relationships
- Diagnosing common team dysfunctions
- Exercise: a team improvement plan for your unit
Day 5 – Workplace relationships
Stakeholders and networks
- Mapping internal and external stakeholders by influence and interest
- Liaising with other departments, suppliers and customers
- Building a professional network that helps your unit deliver
Working well with your own manager
- Understanding your manager's priorities and pressures
- Managing upward: regular updates, agreed expectations and raising problems early
- Disagreeing constructively
- Exercise: a relationship strategy for your manager
Strong relationships with team members
- Trust, consistency and fairness
- One-on-ones that people value
- Working across cultures, languages and generations
Recognising and reducing personal conflict
- Early signs of interpersonal conflict in a unit
- Common causes: roles, resources, personalities and change
- Intervening early: the conversation and mediation steps
- When to involve HR
Integration and action planning
- Bringing the five days together
- Your 90-day leadership and people management action plan
- Evaluation and close
How it is delivered
Five days, 08:30-16:00, run as one week or split into blocks to suit operational cover. In person at your offices anywhere in South Africa, at a BOTI venue, or live online. One delegate or a group of up to about 20; case studies tailored to your sector on request. Workbook, templates and a personal 90-day action plan included. We deliver it at your offices in Johannesburg, Pretoria, Durban, Cape Town and anywhere else in South Africa, at a BOTI venue in Johannesburg, or live online for teams in different places.
What our clients say
“The facilitator was excellent and took time to ensure that the employee understood the content and was able to apply the learning in order to develop the portfolio of evidence.”
“The training went well, and judging by the feedback from the evaluation forms we received, we were impressed by the knowledge of the facilitator and the quality of training overall.”
“All training sessions were well-coordinated, professionally delivered, and aligned with our scheduling requirements. We were particularly impressed by the high standard of facilitation and the depth of expertise demonstrated throughout the programmes.”
Frequently asked questions
Can you run this programme at our offices?
Yes. Most groups are trained at the client's premises anywhere in South Africa; we can also host it at a BOTI venue or deliver it live online.
How many people can attend?
From one delegate to groups of about 20. The price per delegate drops as the group grows – see the price table, or ask us for a quote.
Is it accredited?
No – it is a non-accredited programme and delegates receive a BOTI certificate of attendance. If you need a credit-bearing route for supervisors, ask us about the QCTO Occupational Certificate: Office Supervisor.
Can the five days be split over several weeks?
Yes. Many organisations run it as separate days a week or two apart, so managers apply each day's tools at work before the next session.
How does it compare with the shorter Leadership and People Management courses?
The two-day course covers leadership and people development. The three-day course adds performance standards and reviews. This five-day programme includes all of that and adds a day on building teams and a day on workplace relationships.
Can you run this course in Johannesburg, Cape Town or Durban?
Yes. We train on site at your offices in Johannesburg, Pretoria, Durban, Cape Town and across South Africa, at a BOTI venue in Johannesburg, or live online so a team spread over several offices can attend together.
Related courses
Get your price – the more delegates, the less each pays
Change the options to see your price per person, then email yourself the quote and course outline.
Contact us now – we reply within 15 minutes during office hours
Monday to Friday, 08:00–17:00. After hours, we reply on the next working day – or call 011 882 8853.