management training

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    Promoted to foreman: how to share out overtime and difficult tasks among former colleaguesPromoted above your former colleagues? See how to allocate overtime and difficult tasks fairly, explain exceptions and talk to your team without favouritism.Why operators don’t report a dangerous incident, even when the whole shift saw itNo reports doesn’t mean no hazards. Find out why operators keep quiet about near misses and how to talk about them without looking for someone to blame.Stay interviews: how to talk to an operator before they hand in their noticeTalking to an operator before they resign? Ask stay interview questions that uncover frustrations, needs and possible changes – no pressure, no empty promises.How to talk to the employees who remain after redundanciesAfter redundancies, people ask about the future and their new tasks. Learn how to talk honestly, respond to concerns and rebuild trust in your team.How to hold a dismissal conversation without stripping someone of their dignityHow do you give notice respectfully without dodging the specifics? See how to prepare, what to say first, how to handle emotions and the most common mistakes.How to talk about a voluntary redundancy programme with an employee under pressureA voluntary redundancy programme can easily turn into pressure. Learn how to present the terms, respond to concerns and give employees a real choice.How to ask a departing employee questions so that you hear the truth in an exit interviewAn exit interview does not guarantee honesty. Learn how to ask why people leave, explain confidentiality and use what you hear without defending the company.When does a counter-offer after a resignation make sense?A pay rise after a resignation does not always solve the problem. Learn how to assess why people leave, the risks of a counter-offer and how to discuss terms.The first 24 hours after a key employee resigns: what to tell your team and clientsWhen a key employee resigns, the order of conversations matters. Find out what to agree with them, tell your team and share with clients.Why employees don’t admit to using AIHiding AI use doesn’t always mean cheating. Find out how fear of judgement, unclear rules and a manager’s style affect openness in your team.Will AI take our jobs? How to talk about your team’s fearsAre employees worried about losing their jobs to AI? Learn how to separate facts from uncertainty, answer tough questions and build your team’s trust.Managers are learning AI too: how to introduce it without pretending to be an expertManagers don’t need to know everything about AI. Learn how to introduce AI with a pilot, set safety boundaries and build authority by learning with your team.How to announce an AI rollout without it sounding like a redundancy warningThe board is announcing an AI rollout and staff fear redundancies? How do you prepare managers and answer questions without empty promises?Menopause at work: how to talk about it respectfully and offer supportHow to discuss menopause-related needs without invading privacy: questions to ask, workplace adjustments and how to respond to stereotypes at work.Discrimination by perception and by association: what the new rules changeNew rules on discrimination by perception and by association apply from 5 November 2026. See practical examples, managers’ duties and how to respond.An employee tells you they have ADHD: how to respond and agree supportHas an employee told you they have ADHD? See how to respond without stereotypes, keep the information confidential and agree support and ways of working.When board members talk through their teams: how to stop the conflictConflicting board instructions landing on your teams? See how to stop board members arguing through their reports and restore direct talks and clear decisions.Family business succession: why founders and successors avoid the conversationWhy do founders and successors put off succession? Learn the avoidance patterns and how to agree roles, decisions and the right to say no in a family business.CEO loneliness: who to talk to when you can’t share all your concernsWho can a CEO talk to about concerns they can’t share with the team? How to find a confidential sounding board and communicate uncertainty without panic.Why boards tolerate a manager who gets results at the expense of their peopleWhy do boards tolerate a manager who gets results at people’s expense? Learn how to assess a toxic manager’s behaviour, hidden costs and the right response.When a middle manager no longer wants to lead: what is really wearing them downWhat drains middle managers’ motivation? See the effects of conflicting expectations and learn how to restore their influence and clarify roles.When a business partner does less than the rest: how to talk about unequal contributionHow do you talk to a business partner who does less? Separate equity, work and responsibility, agree rules for compensation and consider your exit options.How to communicate a decision to your team when you disagree with it yourselfHow should a manager announce a board decision they don’t support? Separate the debate before the decision from responsibility for implementing it.How to talk to your best employee before they start looking for a new jobHow do you talk to your best employee before they leave? Stay interview questions and how to discuss development, workload and realistic changes.Underperforming employee: when to talk and when to use a performance improvement planWhen does underperformance call for a conversation and when for an improvement plan? Separate skills gaps from organisational barriers and set measurable goals.Your boss is always in a hurry: how to agree expectations in three minutesHow do you talk to a boss who is always in a hurry? Learn the three-minute format, how to clarify priorities with a busy boss and how to get urgent decisions.How to manage an employee who knows their job better than you doHow do you manage an employee with more expertise than you? Agree autonomy and decision rights, keep risk in check and build authority without faking expertise.How a young manager builds authority with a long-serving teamHow do you build authority with a more experienced team? Learn how to make decisions, use people’s experience and respond when your role is undermined.How to respond to an employee who asks “why?” about every decisionDoes an employee question every decision with “why?” Learn to tell useful questions from obstruction and explain clearly where a decision’s limits lie.How to lead a team when you can’t hold one-to-ones with everyoneLeading a large team leaves too little time for 1:1s. Learn how to stay accessible as a manager, share out contact wisely and keep picking up warning signs.