We spoke to Myles Hall, Learning and Development Advisor at FACT3 about why good management doesn’t always come naturally, the challenges facing new and experienced leaders, and how the 10-Step Management Programme is designed to help people become more confident and capable leaders.
Why did FACT3 create the 10-Step Management Programme?
Myles: One of the things we see regularly is talented, high-performing people being promoted into management positions because they’re excellent at what they do.
That promotion is well deserved, but managing people requires a very different set of skills. Suddenly, you’re not only responsible for your own performance. You’re having difficult conversations, motivating other people, solving problems, managing performance and helping your team develop.
People aren’t necessarily given the opportunity to learn how to do all of that before they become a manager.
That’s really where the 10-Step Management Programme comes in. It’s designed to give people practical management skills they can actually use in the workplace.
Is the programme mainly aimed at people who are new to management?
Myles: New managers are certainly an important audience, particularly people who have recently moved from being a high-performing team member into their first management position.
But the programme is broader than that. We also work with experienced managers who may have been managing people for years but have largely developed their approach through experience. The programme gives them an opportunity to refresh their skills, explore different approaches and put some structure around what they’ve learned on the job.
Then there are aspiring managers. Developing people before they step into a management role can be incredibly valuable because they start that next stage of their career with a stronger foundation.
For organisations, that can also make the programme a useful part of succession planning.
What do participants actually learn?
Myles: It’s deliberately practical. Across the 10 steps, we look at both the operational and interpersonal sides of management. That includes understanding your own management style and preferred team roles, improving communication, managing conflict and approaching difficult conversations more effectively.
We also explore practical problem-solving techniques and look at the employee journey, including areas such as managing disciplinary and grievance processes.
The important thing is that it isn’t simply about giving somebody lots of management theory. We want people to leave each stage thinking, “I can actually use that with my team.”
Difficult conversations are something many managers struggle with. How does the programme approach them?
Myles: Difficult conversations are part of management, so having the confidence and skills to approach them constructively is really important. Communication and conflict management therefore form an important part of the programme. It’s about helping managers think about not only what they need to communicate, but how they communicate it. That can make a real difference when managing disagreement, addressing problems or dealing with more challenging situations.
The programme runs over six months. Why was it designed that way?
Myles: Because management development shouldn’t be a one-off event. You can attend a workshop and come away with lots of ideas, but the real learning often happens when you take those ideas back into the workplace and start using them.
Spreading the programme across six months gives participants the opportunity to learn something, put it into practice, reflect on what happened and continue developing. That creates a much more practical learning experience than trying to cover everything in one intensive session.
How does the coaching element fit into the programme?
Myles: Participants receive two one-to-one coaching sessions, alongside opportunities for peer review.
Those conversations are valuable because every manager will encounter different situations. Having time to step back, reflect on feedback and think about how you could approach something differently helps turn learning into real behavioural change.
The peer element is useful too. Management can sometimes feel quite isolating, particularly when you’re new to the role. Hearing how other people have approached similar challenges can provide a completely different perspective.
What do you want particapants to take away?
Myles: Confidence, certainly, but confidence backed up by practical skills. Ultimately, we want people to feel better equipped to lead their teams, communicate effectively, navigate difficult situations and deal with the realities of line management.
For the organisation, the bigger goal is to develop managers who can help create a positive, engaged and motivated workforce. Good management has an impact far beyond the individual manager. It influences the experience of the people around them every day.
Finally, what would you say to someone considering the programme?
Myles: You don’t have to wait until you’re struggling to invest in your management skills. Whether you’ve just become responsible for a team, you’ve been managing people for years, or management is the next step you want to take in your career, there’s real value in taking time to develop those skills properly.