executive MBA subject 01
Managerial Skills
Pre-programme, open term. 3.5 ECTS, about 88 hours, 4 chapters. Free for everyone.
task, condition, standard
What you will be able to do
Task, condition and standard
Task
Write a 90-day personal leadership plan with one presence goal, one influence goal and one decision habit.
Condition
Given feedback from at least three colleagues and a diary of two working weeks.
Standard
Every goal is backed by evidence from the feedback or the diary and has a measure and a date.
Who it is for: New and future managers who want to lead themselves before they lead others.
how this subject works
Free entry, voice and your learning style
Free for everyone. This pre-programme subject is open to all, with no payment and no sign-in needed. It is a good first step if you are new to study or to computers.
- Listen. Every part has a Listen button that reads it aloud.
- Speak or type. Answer each part by talking (press Speak) or by typing. Your answers stay on this device only.
- Learn your way. Every part has a See, Hear, Do and Read-and-write route. Not sure which suits you? Take the eight-question learning-style check.
4 chapters
The chapters, with worked examples
Chapter 1 Self-leadership and executive presence 22 hUnderstand: describe
Presence is how calm, clear and prepared you seem when it matters. It is built from habits, not from personality.
- Prepare the first and last sentence of every meeting you lead
- Slow down: short sentences and pauses read as confidence
- Keep promises small and on time; reliability is the base of presence
Worked example: Worked-example figures, in your currency. A team lead promises 10 updates in a month and delivers 6 on time, a 60% promise rate. Next month she promises only 6 and delivers all 6: 100%. Her manager now trusts her dates, even though she promised less.
Activity: Track every promise you make for one week and work out your on-time rate.
Standard: At least 10 promises logged, the rate calculated correctly, and one change written down.
Learn your way
- See. Sketch "self-leadership and executive presence" as a picture: boxes, arrows and the key number.
- Hear. Press Listen, or explain the worked example aloud to someone.
- Do. Do the activity with your own work or a practice case.
- Read and write. Write the idea in three lines in your own words below.
Your answer. Track every promise you make for one week and work out your on-time rate.
Chapter 2 Communication and influence 22 hApply: plan and deliver
Influence is helping people say yes for their own reasons. Start with what they care about, then show how your idea serves it.
- Map who decides, who advises and who can block
- Lead with the benefit to them, then the evidence
- Ask for one clear action at the end
Worked example: Worked-example figures, in your currency. You need two extra staff. The finance head cares about cost per order. Today it is 4.00 on 10,000 orders a month (40,000). Two staff at 3,000 each cut overtime by 9,000, so cost falls to 34,000, or 3.40 per order. You open with "3.40 per order", not with "we are tired".
Activity: Prepare a one-minute pitch for a real request, written in the other person's terms.
Standard: The pitch names the listener's goal, gives one correct number, and ends with one clear ask.
Learn your way
- See. Sketch "communication and influence" as a picture: boxes, arrows and the key number.
- Hear. Press Listen, or explain the worked example aloud to someone.
- Do. Do the activity with your own work or a practice case.
- Read and write. Write the idea in three lines in your own words below.
Your answer. Prepare a one-minute pitch for a real request, written in the other person's terms.
Chapter 3 Decisions under pressure 22 hApply: decide
Under time pressure we jump to the first answer. A short routine stops the worst mistakes without slowing you down much.
- Name the decision and the deadline in one sentence
- List at least two real options, including "wait"
- Ask: what would make this choice wrong, and how would I know?
Worked example: Worked-example figures, in your currency. A supplier is late. Option A: pay 2,000 for express shipping, sure to arrive. Option B: wait, with a 70% chance it arrives in time; if late, you lose a 10,000 order. Expected loss of B = 30% x 10,000 = 3,000. A costs 2,000, so A is the better choice.
Activity: Apply the three-question routine to one decision you face this week and write it down in five lines.
Standard: Two or more options, one risk named for the choice, and the expected cost worked out where numbers exist.
Learn your way
- See. Sketch "decisions under pressure" as a picture: boxes, arrows and the key number.
- Hear. Press Listen, or explain the worked example aloud to someone.
- Do. Do the activity with your own work or a practice case.
- Read and write. Write the idea in three lines in your own words below.
Your answer. Apply the three-question routine to one decision you face this week and write it down in five lines.
Chapter 4 Personal development plan 22 hCreate: plan
A plan turns good intentions into dated steps. Keep it short enough to read every Monday.
- Pick at most three goals
- Each goal has a measure, a date and a person who will check
- Review monthly and drop what no longer matters
Worked example: Worked-example figures, in your currency. Goal: speak up in senior meetings. Measure: at least one prepared point in 8 of the next 10 meetings. Check: your manager, monthly. After month one you managed 3 of 4 meetings, 75%, so you are on track for 8 of 10.
Activity: Write your 90-day plan with three goals and share it with one person who will check it.
Standard: Three goals at most, each with a measure, a date and a named checker.
Learn your way
- See. Sketch "personal development plan" as a picture: boxes, arrows and the key number.
- Hear. Press Listen, or explain the worked example aloud to someone.
- Do. Do the activity with your own work or a practice case.
- Read and write. Write the idea in three lines in your own words below.
Your answer. Write your 90-day plan with three goals and share it with one person who will check it.
ten checks
Check yourself
Say or write your answer first, then read the model answer.
- Q1. What is a promise rate?
Model answer: Promises kept on time divided by promises made. (Covered in chapter 1: Self-leadership and executive presence.) - Q2. Why can promising less raise trust?
Model answer: Because people trust a record of kept dates more than big promises. (Covered in chapter 1: Self-leadership and executive presence.) - Q3. Name one habit that makes you sound calm.
Model answer: Short sentences and pauses, or preparing the first and last sentence. (Covered in chapter 1: Self-leadership and executive presence.) - Q4. In an influence map, which three groups do you list?
Model answer: Who decides, who advises and who can block. (Covered in chapter 2: Communication and influence.) - Q5. Cost is 40,000 for 10,000 orders and drops to 34,000. What is the new cost per order?
Model answer: 3.40. (Covered in chapter 2: Communication and influence.) - Q6. How should a pitch end?
Model answer: With one clear ask. (Covered in chapter 2: Communication and influence.) - Q7. Option B has a 30% chance of losing 10,000. What is its expected loss?
Model answer: 3,000. (Covered in chapter 3: Decisions under pressure.) - Q8. Why list "wait" as an option?
Model answer: Because doing nothing is a real choice with its own cost and benefit. (Covered in chapter 3: Decisions under pressure.) - Q9. How many goals should a 90-day plan have?
Model answer: Three at most. (Covered in chapter 4: Personal development plan.) - Q10. What three things does each goal need?
Model answer: A measure, a date and a person who checks. (Covered in chapter 4: Personal development plan.)
slides L1 to L7
The seven-level ladder, slide by slide
- Slide 1: L1 What a manager does. Gets work done through others and keeps promises. Speaker note: Say: put "what a manager does" in one sentence and give one example from work. Check: ask one learner to say it back in their own words. Mistake: moving on before the numbers are clear.
- Slide 2: L2 Promises and presence. Keep small promises on time; prepare first and last lines. Speaker note: Say: put "promises and presence" in one sentence and give one example from work. Check: ask one learner to say it back in their own words. Mistake: moving on before the numbers are clear.
- Slide 3: L3 Mapping people. Who decides, advises and blocks; what each cares about. Speaker note: Say: put "mapping people" in one sentence and give one example from work. Check: ask one learner to say it back in their own words. Mistake: moving on before the numbers are clear.
- Slide 4: L4 Pitching in their terms. Lead with the listener's goal and one correct number. Speaker note: Say: put "pitching in their terms" in one sentence and give one example from work. Check: ask one learner to say it back in their own words. Mistake: moving on before the numbers are clear.
- Slide 5: L5 Deciding under pressure. Two options, one risk, expected cost. Speaker note: Say: put "deciding under pressure" in one sentence and give one example from work. Check: ask one learner to say it back in their own words. Mistake: moving on before the numbers are clear.
- Slide 6: L6 Planning your growth. Three goals with measures, dates and a checker. Speaker note: Say: put "planning your growth" in one sentence and give one example from work. Check: ask one learner to say it back in their own words. Mistake: moving on before the numbers are clear.
- Slide 7: L7 Leading leaders. Coach others to use the same routines and review them monthly. Speaker note: Say: put "leading leaders" in one sentence and give one example from work. Check: ask one learner to say it back in their own words. Mistake: moving on before the numbers are clear.
how it is judged
Marking rubric
| Criterion | Not yet | Meets | Exceeds |
|---|---|---|---|
| Accuracy | Several figures or facts are wrong. | Main figures are correct and the working is shown. | Figures are correct and checked a second way. |
| Use of managerial skills tools | Tools are named but not used. | The right tools are used for each step. | Tools are adapted to the case and their limits are stated. |
| Recommendation | No clear answer. | A clear answer backed by the analysis. | A clear answer that also says what would change it. |
| Communication | Hard to follow. | Answer first, clear and short. | Clear, short and persuasive under questions. |
jobs this leads to
Where this takes you
- Team leader. Runs a small team and its weekly plan.
- Operations supervisor. Keeps a shift or process on time and on budget.
- Project coordinator. Wins support across teams for a project.
language
Choose your language
This subject is in English first. Choose any language and the page is translated for you by machine, with the English kept as the official text.
next
Keep going
Draft for review. Not live. Credit values are aligned with the European credit system for orientation only and are not an accreditation.