Turning Technical Experts into People Managers
How we support a multinational financial services corporation to develop their in-house talent moving from technical roles into people management
Client
Financial service corporation
Industry
Financial services
Course
Enterprise learning
Need
Reskilling
Results at a glance
100+
managers have successfully completed the program
7+
years of successful cohorts
THE CHALLENGE
To build a program that developed the skills needed to lead, coach and develop high-performing teams
The Manager Development Program has been running for over seven years, providing trusted, impactful training for individuals with extensive technical experience but limited people manager knowledge.
The program cultivates people manager skills that learners can directly apply into their roles to improve team dynamics, promote improve ways of working and drive productivity.
The organization’s technical experts who were promoted to People Manager positions faced challenges in the transition from a technical role such as Data Analyst or Senior Software Engineer into a people-oriented role.
While these individuals had excelled in their technical capabilities and domain knowledge at the organization, the skills needed to lead, coach and develop high performing teams required development through tailored training. This would ultimately enable learners to identify and improve their people leading skills to make the shift from individual contributor to people manager.
THE SOLUTION
Although technical expertise and professional skills are very different skillsets, Neueda specialises in bringing these two areas together to complement one another through bespoke training in-line with organizational goals and practices.
Our team of expert instructors worked directly with our client’s own subject matter experts to grasp a full understanding of each individual’s technical background, the remit of their roles, team structures, the people management responsibilities that they were transitioning into and what some of the internal challenges were likely to be.
This enabled the Neueda team to produce a tailored training program that drives real value and tangible business impact from day one.
DELIVERY
The Manager Development Program followed a blended approach to learning which included self-directed content, virtual classroom training sessions and three 1-1 coaching sessions:
Self-directed learning
Enabing individuals to share knowledge with the group and expand on learnings through group discussions. Modules covered a range of relevant topics including Communicating with Impact as a Manager and Managing through Change amongst others.
Virtual classroom-based sessions
Experiential practices of the content covered in the module topics enabling participants to put learnings into practice with guidance and feedback from instructors.
1-1 coaching sessions
To facilitate work at a deeper level with each individual learner to fine-tune and transfer the skills and behaviours that really make a difference to them and their teams.
Presentation
The program completed with a presentation to demonstrate the learnings and key takeaways that participants have benefitted from during the program, the ways that they are already applying learnings and the awareness they have gained of team dynamics and their own strengths and weaknesses.
Presented to their managers alongside fellow learners and the Neueda team makes for a particularly valuable completion to the program as managers can also see and reinforce the ways that their staff are developing and growing in their roles.
RESULTS
The Manager Development Program has been running for over seven years with over 100 managers completing the program.
During the program, learners really valued the real-life working examples that our instructors, as experienced practitioners, were able to bring through and reference during the course of the program.
This enabled learners to move beyond the theory of the learning material and have point of reference for applying models and methods such as GROW, E+R=O and Belbins model.
Learners found themselves better positioned to provide clear feedback to their teams which they were previously unsure about how to approach.
