This is how to arrange the training ideas of "what to do, how to do it, what to do and where to go". I suggest considering the actual situation of the students: first, if the middle-level manager has just been promoted, it is suitable to be a manager's role cognition first.
Because they may have been business backbones, technical backbones and old employees, they often find that they are very satisfied as employees in practical work. Once promoted to manager, you can't compliment. Why? Because although they have become managers in their own posts, their work habits and thinking patterns are still in the state of employees, and their roles have not changed. Therefore, communication problems, execution problems, and sometimes superficial problems may be the root causes of some middle management.
Therefore, in view of this situation, I suggest that the training of such managers should start with the role cognition of managers, then talk about some mentality that managers should have, and then enter the skills part. If you start with skills directly, the effect is not very good.
Second, if you have worked for many years and have a good attitude, you are powerless and lack management ability. It is suggested to do management skills training directly. Generally speaking, when employees are helpless, they urgently need methods, so I suggest that giving methods directly may be the most targeted and effective.
Thirdly, if you have worked for many years and received some training before, you can directly aim at the shortcomings of management and do training in some areas that need improvement, such as effective communication, employee motivation and counseling, nine-type personality and other skills courses.
Because, with the continuous expansion of enterprises and the increasing number of teams, the requirements and challenges for managers are getting bigger and bigger, and managers will gradually find their own shortcomings. I suggest that at this time, courses aimed at improving key abilities are very effective.