Service Leadership

Program 1 – Introduction to the 'service' master manager

Linking professional development planning with master management competencies…


Program 1 -

Educator - Tony Brown

Venue TBA

Weekend 'intensive' workshop

Learners will be introduced to the fundamental elements and supporting competencies of a service ‘master’ manager. Through a series of interactive activities and theoretical perspectives, you will be presented with a framework that benchmarks the ‘ideal’ service manager. Guided by your facilitator, you will assess your current skill-set and identify gaps, ultimately allowing you to create your own management ‘mastery’ professional development plan. You will take away a strong sense of who you are as a service manager, and how you can improve in your pursuit of senior management and/or business ownership.  



  1. 9:00
    Session 1
    Our first session is always interesting where our primary goal is to get to know each other. Through interactive discussions and activities, we will meet some of the familiar characters from the workplace and then look within to see who we are most like. We then turn our attention to our own individual ‘service management’ strengths and weaknesses. Although we don’t want to give too much away here, the session will involve some inflated fun and a lot of hot air that may leave you breathless.
    What is my preferred management style?
  2. 10:45
    Session 2
    Leaving the party behind we ask ourselves, what does it all mean? Am I a good manager or a bad manager? I am confident you all know the answer to this question but it is important that we begin to paint a picture of the 'ideal' manager or as we like to call it, the master manager. The mastery sessions are about discovery and learning what is required to lead and manage a team successfully. We will be ready to explore the framework and begin to set our own professional development path to mastery.
    Good manager, bad manager….what’s the difference?


  1. 13:00
    Session 3
    Energised after lunch, learners will be presented the service master framework. This will define our mastery journey and provide structure to our learning. You will be introduced to four fundamental elements or 'roles', defined by twelve core objectives. You will understand their origins and how they can be used to framework the management process. You will also be provided insight into how these roles and objectives can appear to be paradoxical in nature.
    An intro to the service master framework and its key elements and competencies
  2. 14:45
    Session 4
    The first role of the service master manager we introduce you to is the Executive. Quite the visionary, the Executive is best described as the leader with clear direction and focus. Often when I ask learners to describe their idea of a manager, they are referring to the Executive. Some of the competencies we will introduce include professionalism and polish, managing personal commitment, continuous improvement and workforce design and structuring.
    The ‘Executive’ (the fundamentals of vision and design)




  1. 9:00
    Session 5
    After a brief review of the service master framework, learners will put on their admin hats and be asked to consider the role of process and procedure. The role of Controller is often looked upon as dull and uninteresting yet without it, many organisations would fail. With core objectives of being technical proficient and administrative know-how, we will begin to see some differences developing amongst our learners. Competencies range from corporate governance through to yield and revenue management.
    The 'Controller' (the how’s and why’s of process and procedure)
  2. 10:45
    Session 6
    Hopefully now technically savvy, learners move to the 'warm and fuzzy' side of management. The Humanist seeks to identify and harness the individual human characteristics and cultural differences of their team whilst developing a strong sense of self awareness. It is through this awareness that learners will be asked to consider key objectives of profiling whilst exploring tolerance, cultural intelligence. Furthermore, we will discuss the importance of interpersonal sensitivity and conciliation.
    The 'Humanist' (the importance of interpersonal sensitivities)


  1. 13:00
    Session 7
    The last of our roles is the Influencer. Over the years I have noted a distinct discrepancy in learners beliefs regarding their own innovation and adaptability capabilities. The Influencer seeks to use personal relationships, creativity and adaptation as a construct to influence positive organisational outcomes. Through the objectives of networking, adaptability and ingenuity, learners will be asked to reconsider their assessment and be encouraged to embrace change and develop systems thinking and critical thought.
    The ‘Influencer’ (the need to promote innovation and adaptability)
  2. 14:45
    Session 8
    Now that learners can visualise the core objectives, key competencies and associated tasks, it is time to populate their service master professional development plan. This is a relatively simple task requiring a little bit of reflection, some discussion and debate and the use of a template. The parting message will be that mastery is a journey and that through continued self-assessment, learning and adjustment where required, our learners will be well on their way to achieving service management mastery.
    My service ‘master’ professional development plan