Frequently Asked Questions about
Managing Amazing People (MAP)

Many people ask about this, partly because the two courses have similar names. The similarities go deeper than that. Both use our brain-friendly, interactive approach to training. They focus on the pragmatic aspects of implementing these ideas to solve real problems. Some of the same models and tools show up in both classes. Both focus on moving leaders beyond “telling and doing” to create more productive working relationships.

One key difference is that while LAT looks at leadership from various roles, MAP limits its focus to the people manager role. Because of that, this class deals explicitly with using managers’ positional authority productively and humanely. Another difference is that LAT focuses on how leaders relate to teams, while MAP spotlights the one-to-one relationships managers have with their managers, peers, and direct reports. The two classes are complementary, and if you’re a people manager who also works with teams, we think you’ll find both valuable.

As a people manager, you will find the class material useful regardless of how your organization operates. While we have deep experience working with and training people in Agile, this training doesn’t assume knowledge or experience with Agile frameworks. What we cover is compatible with working in those ways but does not require it. In fact, most Agile frameworks don’t even mention people managers. Managers in an Agile transformation often have real questions about their role. This course aims to clear up that confusion.

We think so. We believe that no matter how long we’ve been doing something, there’s always more to learn. But more specifically, if you’re a long-time manager and you’re exhausted from how you have been doing your job, give MAP a look. If you’re feeling isolated, overburdened, undersupported, stuck, powerless, cynical, or overwhelmed, this course is probably for you. If you would like to have more productive interactions with your boss, your peers, and your direct reports, we can help.

It’s hard to know what your boss will think without talking to them directly! Oftentimes managers of managers don’t know where their people are struggling or what mentoring they need because their managers are uncomfortable talking about it. That’s common, given the power difference between them! Yet it is perfectly reasonable for employees to express interest in taking a course related to their role to improve their skills and better address issues. That doesn’t change when you move into management positions.

MAP allows you to learn and practice new techniques in a low-stakes environment so that you’re able to be clear, connected, and curious with your direct reports, your peers, and even your boss. Relationship management is essential for all managers. It takes regular work to have healthy relationships to draw on when you need them. Learning to do this well enables you to consistently deliver business results.

Because we care deeply about supporting managers, and we think we’re good at it. We’ve developed this course based on years of coaching managers at all levels across all disciplines.

We’ve put these principles to use as managers in for-profit companies and leaders in nonprofit organizations. (Sometimes even volunteers need to be fired. That conversation isn’t any easier just because people aren’t getting paid.) Our clients know us for our “hard-nosed compassion” and our ability to help them change their automatic, nonconscious patterns of thought and behavior. Our primary job is to help you to think differently about the challenges you are facing. Together, we can help you achieve better results with less stress and anxiety.

If you’re a people manager, YES. This class builds on those skills. (See above for similarities and differences.) LAT graduates will see new perspectives on similar problems and get more practice in new exercises. This course will enhance your ability to be clear, connected, and curious in whichever leadership approach you take. The ability to “bring yourself” that you honed in LAT will also help you in this class as we explore challenging one-on-one situations, like being accused of micromanaging, handling escalations, and influencing key stakeholders.

While this class is designed for those currently in people management roles, there are a few edge cases we consider. This training may be right for you if you’re in a role where you provide performance feedback to people you work with. For example, if your job involves mentoring others to learn and grow their skills, or if you are responsible for project or product delivery, the skills we practice in this class will be useful. If you are about to move into a manager role – either because of an upcoming promotion or you’re getting ready to take a new job as a manager – this training will give you a useful preview of what you’ll likely experience in this transition.

While we can’t say for certain what your company’s manager training covered, we have some guesses (based on our experience both receiving and delivering that kind of training in-house). Here are ways we’re probably different. First, we (obviously) don’t get into company-specific procedures. For example, we can’t tell you what procedure you need to follow or what documentation your HR department needs in order to put someone on a Performance Improvement Plan (PIP) – assuming your company even uses PIPs. We will give you practice with the kinds of interactions you’ll need to have as you navigate a process like that, regardless of how it works in your company.

Second, in our experience, many companies’ in-house training is focused on coverage and compliance. Most companies’ Learning and Development (L&D) groups – assuming they even have one – are understaffed. Through no fault of their own, their goal is usually to make sure they “touch” everyone in the organization, even if that touch is a little light. They’re usually told to focus first on compliance and risk mitigation rather than skill-building. Obviously, this isn’t something we do.

Third, even when L&D groups are able to focus on the skills managers need, they usually take an individual lens to development. The goal may be to develop specific competencies in managers. These often neglect to address the factors influencing your ability to use the skill – partly because talking about these can be politically dangerous if you’re an in-house trainer. We recognize that the context managers work in matters to how they show up. We bring attention to how you can acknowledge and work with the “interacting elements” of your organization rather than just giving you tools that you might be able to use. Because we’re external, we have a little more latitude to engage with sensitive topics.

To be clear, we have a tremendous amount of respect for in-house L&D people. (One of us used to be one.) We recognize that they’re often put in a difficult position, with loads of competing demands and little support. Our hope is to supplement the support they provide for managers. By bringing our external viewpoint and the chance to learn and practice with peers in other companies and industries, we hope to complement the training you’ve already received.

The short answer is: Yes! The decision to fire someone – and the conversation that follows from that decision – is rarely easy. You can do it well or poorly. Managing Amazing People helps you to build the skills needed for it to go as well as possible.

We also help you to have other conversations earlier in the chain that can lead to this decision. In this course, we help managers to see how they contribute to underperformance. All too often, managers decide to fire employees without having given them honest feedback about their performance. Just as often, they haven’t set clear expectations about the results and behaviors they need from their people. When managers overcome their own challenges around setting expectations and giving feedback, they don’t have to let people go as often. They also stop trying to rescue “nice” people who are the wrong fit for the job – which is usually better for everyone involved.

That’s up to you. Some people like the safety and freedom of learning and practicing with strangers. On the other hand, taking the class with co-workers can strengthen relationships. It can also develop a shared language about leadership skills and provide more accountability to apply skills beyond the classroom. Both approaches have pros and cons, and the course works either way.

One of the goals of Managing Amazing People is to help your managers be stronger partners to you. They’ll be a stronger bridging layer between their direct reports and you, acting as a better early warning system for the higher levels of the organization. As they internalize the lessons from MAP, they’ll drive their people to level up. You can expect them to build solid relationships with their peers to solve organizational problems. However much they are occupying the manager role now, you can expect them to step more fully into it.

At the same time, they’re likely to ask more of you. If we’re doing our job, they’ll be more honest with you about their struggles and what they need. They’ll be asking more direct questions about your role and what your success looks like from your manager’s perspective. They will surface problems that you may not be aware of. This may push you to grow your management skills and shift your style. If you’re not ready for a more productive relationship with them, don’t send them to this training.

No. While this training complements our Leading Amazing Teams (LAT) course – which includes two certifications – no certification is associated with Managing Amazing People (MAP). We created this class based on our experience working with front-line managers and coaching at that level and above. We aren’t aware of a certification that aligns closely with the learning objectives we felt were important to focus on. Rather than change the course to fit a particular certification, we chose not to include one.

Hopefully, the answers above have helped clarify what the course is about. Ultimately, we believe that the most effective classes are those that you can apply right away. Our goal is to build people’s skills to address the challenges they are currently facing. Still have questions about whether or not Managing Amazing People will do that for you? Schedule a call with us. We’re happy to discuss your situation and if the class is a good fit for you.