Managing an In-House Team

 Summary:

In developing the training,Amanda will seek to bridge from boardroom to the frontline which would mirror the experience she’s had in running in-house teams for more than 20 years. This means looking at the operation of the individual at a strategic level but more importantly how it translates into the management of the team.

Event Type: Classroom

Address: Virtual Classroom, Virtual Classroom

Trainer: Amanda Coleman FPRCA

Event Overview

How attendees will benefit

There are several areas that Amanda will want to focus on as part of the training:

1. Transformational v transactional leadership

Exploring the requirement to move from one to the other when effectively managing the team. This includes finding ways to develop, adapt and improve the service but also ensure the day-to-day running of the team.

2. Influencing skills

One of the most significant roles for the in-house communication lead is to be able to influence both the senior team and the PR team. Participants will have to look first to their credibility and standing with the business before then identifying ways to secure the required outcome from those in charge.

3. The language of the business

Being able to talk about the business with the language of the boardroom is crucial in gaining credibility. In this section they will consider how best to understand the detail of the business and how to prepare their own development plan.

4. Maintaining creativity within the team

Ensuring the day-to-day demands do not dampen the creative spirit is a critical part of the leadership role. This goes beyond ‘ideas sessions’ and requires an understanding of creating a culture that will allow creativity to flourish even within a highly regulated industry.

5. Effective decision making

One of the most challenging aspects of an in-house leadership role is feeling confident to make decisions. Every day operational decisions will be made but having an effective decision making approach about the team requires careful consideration.

6. Resilience of the individual and wellbeing of the team

Being the in-house communication lead is a very isolating position and alongside the ongoing demands, lack of resources and dealing with challenging incidents can impact on your wellbeing. Ensuring you can build your resilience and have methods of support will be explored in this section. Alongside this you have the responsibility of the wellbeing of the whole team and putting a wellbeing plan in place is an essential part of the modern workplace.

7. Dealing with difficult staff or challenging circumstances

It is inevitable when leading a team of in-house communicators that there will be staffing issues, competence issues and other confidential and challenging situations. This section will look beyond following the policy and procedure and consider the personal skills that are required to effectively manage these situations.

Who should attend?

People who have aspirations to lead a team, are newly appointed into leadership, management or supervisory roles, and senior leaders who want to refresh their training and keep up to date.

Materials

1. copy of the presentation

Bookings