Manager development programme for Corporate brokers: training newly promoted team heads who have never managed
The best account handler is made a team head and told to get on with it. A short programme in delegation, feedback and one-to-ones saves the new manager, and the team, from learning by mistakes.
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Share your requirementsWhy manager development programme matters in corporate brokers
In broking, promotion goes to the person who handles accounts best. The new team head still wants to do the work personally, keeps the interesting clients and hands the rest to juniors without much guidance. Juniors do not learn, feel overlooked and leave. The new manager works late, burns out or returns to a technical seat.
A programme for new managers deals with the actual shift: from doing to getting things done through others. It covers delegation, feedback, running a team meeting, one-to-ones, handling a mistake and managing upwards to directors. It runs over a few months in short sessions, tied to real work, with a senior as mentor. Practice matters more than theory.
How to set it up
1. Start with what changes
A first session on the move from doing the work to leading others. Managers list what they will stop doing personally and what they will start.
2. Teach delegation
Cover how to hand over a task with a clear outcome, a deadline and a check-in. Each manager delegates one real task and reports back what happened.
3. Practise feedback and one-to-ones
Role play positive and corrective feedback. Set a monthly one-to-one with each team member and keep a simple note.
4. Deal with mistakes and conflict
Discuss what to do when a junior errs on a client file or two team members disagree. Use real examples from the firm.
5. Pair with a mentor and review
Each new manager has a director or senior manager as mentor and meets monthly. After six months they review what has changed.
Check these first
Before changing anything, find out what is true today. These take an afternoon and use your own records.
- Ask the last promoted team head what training they received.
- Look at how many tasks they have delegated and which.
- Ask juniors whether they have a regular one-to-one.
- Check whether a mentor is assigned.
GullyHR can do this with you. Read how we approach manager development programme in general, or share your requirements and we will tell you where to start.
Questions owners ask
Before or just after the promotion. Waiting a year allows bad habits to set. Even a short start at the time of promotion helps the manager begin well.
Yes. Small groups are good, as they allow discussion of real cases. Combine with a mentor for each person so learning continues between sessions.
Allow a route back to a senior technical role without loss of standing. Not all strong specialists want to manage, and a respected technical path keeps them.