Management training for new managers
Choose a workshop, development programme or ILM/CMI qualification for new managers. Explore New Results and prepare a clear training brief.
Key takeaways
- Choose a workshop, development programme or ILM/CMI qualification for new managers.
- Explore New Results and prepare a clear training brief.
- Choose the right route and explore New Results’ development programme.
Choose the right route and explore New Results’ development programme.
Your strongest individual contributor has become a manager, but is still doing everyone’s work and postponing difficult conversations. Choose training around the responsibilities they now carry: a focused workshop, an ongoing development programme or an assessed ILM/CMI qualification. A qualification is a choice, not the quality bar. For general budget context, day rates shown on UK General Leadership provider profiles have a median of £1,000 across 477 providers in the 21 October 2026 snapshot. Request a programme quote for your cohort.
Choose the route before the course title
Start by identifying what is unfamiliar about the role. Do managers need help with one conversation, a sequence of people-management tasks or structured assessed development? A single organisation may need more than one route. Separate the learning need from a preference for a familiar course title, and make the intended workplace application clear.
A short workshop for a specific management task
A focused workshop is worth exploring when the immediate brief is narrow, such as delegating work clearly or giving constructive feedback. Ask for a practical exercise, facilitator feedback and an action to apply afterwards. Establish what participants need to know beforehand and what the session will leave for later development.
A development programme for a broader transition
Consider a programme when managers need to connect several responsibilities and have opportunities to apply learning between sessions. Ask how the topics build on one another, what participants will practise at work and how the next session will use that experience. Coaching or peer discussion can be useful elements to specify, rather than benefits to assume from the word programme.
Agree time for attendance and workplace practice, plus support for missed sessions or difficulties applying a topic.
An ILM or CMI qualification for assessed development
Choose this route when the particular award and its assessment serve your development objectives. Current CMI Level 3 First Line Management and Leadership qualifications target practising or aspiring managers who supervise teams or defined activities. Award, Certificate and Diploma options have different learning commitments. Confirm the exact qualification and assessment arrangements before deciding what your cohort can support.
ILM’s current Level 3 range includes knowledge-focused Leadership and Management Development qualifications, assessed through assignments, and a separate Leadership and Management Skills route using workplace evidence. The distinction matters if participants cannot yet demonstrate management responsibilities at work. Ask the centre which route suits them; do not assume that every Level 3 programme uses the same assessment method.
Current CMI Level 3 qualifications | ILM Development route | ILM Skills route
Compare the three buying routes
Route | When to explore it | What the proposal should establish |
|---|---|---|
Focused workshop | A specific task needs attention, such as feedback or delegation. | Content boundary, individual practice, feedback and the workplace follow-up. |
Development programme | Several management responsibilities need connected learning and continuing support. | Sequence, attendance commitment, application between sessions and any coaching or peer support. |
Assessed ILM/CMI qualification | The exact award and assessment meet the employer’s development objectives. | Qualification title, size, current centre arrangements, workload, assessment and learner support. |
A trainer’s own qualification or a platform verification badge does not establish that participants receive an ILM or CMI award. Confirm the exact outcome with the provider.
Featured programme from New Results
New Results’ Professional Growth Club for New Managers is designed for the move into a first management role. The published offer includes a personalised learning plan, monthly half-day online workshops, four individual coaching sessions per year and peer support. Listed topics include goal-setting, management communication, team coaching and courageous conversations. It is an ongoing development option to explore with the provider, rather than a fixed-date open course list.
For a group of managers, ask whether the proposed arrangement would be a dedicated company cohort or participation in the wider club. Agree workshop dates, group size, coaching allocation, confidentiality and how content will reflect your organisation’s policies. Confirm current availability and terms. The programme page does not identify this offer as an ILM or CMI qualification.
New Results on TheTM | Professional Growth Club for New Managers
New Results also publishes tailored leadership and management development with face-to-face and live online delivery. If a different structure suits your cohort, request a proposal against the same objectives. Establish the exact programme and support being offered; do not assume that every feature of the published club applies to a separate tailored engagement.
New Results leadership development and delivery
Brief for the work managers must now do
Turn the transition into observable tasks. A manager might need to delegate a piece of work with an agreed result and check-in, explain a performance expectation or hold a useful one-to-one. Ask the provider how learners will prepare, practise and receive feedback on those situations.
Explain whether managers still carry client work, supervise former peers or lead shift teams. Ask whether examples and practice groups can accommodate different responsibilities, or whether separate cohorts would be more useful.
Support learning back at work
Before the programme, each learner and their manager should agree a small number of development objectives and opportunities to apply them. During it, protect time for attendance and practice. Afterwards, review an example of application: what the learner tried, what happened and what they will change.
For someone promoted above former peers, the organisation should also clarify their authority, responsibilities and escalation routes. Training cannot resolve an unclear reporting relationship by itself. Our guide to new managers leading former peers explores that specific scenario; use it alongside the broader route decision here.
Budget for the complete commitment
Ask for a complete quote against learner numbers, delivery requirements and the selected route. Establish preparation, facilitated hours, materials, coaching, digital access and follow-up. For a qualification, confirm registration, assessment and any resubmission charges. Allow for the time learners will spend away from operational work and any study or workplace-evidence requirements.
The £1,000 median is broad UK General Leadership profile day-rate context. It is not a new-manager course median, a price for New Results’ programme or a learner subscription fee. It comes from 477 providers, not a survey, and VAT basis and inclusions are unknown. Published offers use different units and scopes, so this guide does not present a programme-price comparison.
Frequently asked questions
Do new managers need an ILM or CMI qualification?
Only if the specific award and assessment serve your development objectives. A workshop or ongoing programme may suit another need. Compare content, practice, support and application rather than treating a qualification as the universal quality bar.
Is a short course enough for a first-time manager?
It can address a defined task, but establish what will remain outside its scope. If several responsibilities need connected practice and support, consider a broader programme. Agree the follow-up before booking.
Can a whole company cohort join New Results’ programme?
Ask New Results to confirm the arrangement for your learner numbers. Establish whether the proposal is for a dedicated cohort, places in the published club or a separate tailored programme, including the relevant workshop and coaching terms.
How should we support managers after training?
Agree development objectives with their own managers, provide opportunities to practise and review examples of workplace application. Clarify authority and escalation routes, particularly when someone is managing former peers.
Find training for your new managers
Describe your cohort’s situation to TaMi on TheTM and include their new responsibilities, the tasks they find difficult and any qualification requirement. Explore New Results’ offer and request a proposal covering the route, practice, delivery, support and complete cost. A useful brief makes it easier to choose development your managers can apply.
Visit the Leadership hub and use our programme-selection and training-cost guides to prepare comparable enquiries.
About Peter Evans: Dr Peter Evans is Co-founder and CEO of The Training Marketplace, with more than 35 years’ experience in corporate training. He writes Training Journal’s column, Before It Becomes Training, and co-authors Training magazine’s Training Pulse column. He built two global training businesses: 7city Learning, now part of Fitch Learning, where he co-led more than 90 trainers as Joint Managing Director; and CTG, which he founded and sold to ILX.
Recommended providers
New Results — Professional Growth Club for New Managers and tailored leadership development.
Ready to find your training provider?
Search our marketplace of 8,000+ training providers.
