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First-level Manager Road Map

Find out about courses and other resources to contribute to your Individual Development Plan (IDP).

First-level Manager Learning Road Map

Related UC Core Competencies

  • Communication
  • Diversity and Inclusion
  • Employee Engagement
  • Innovation and Change Management
  • Job Mastery and Continuous Learning
  • Resource Management
  • Results Orientation and Execution
  • Service Focus
  • Teamwork and Collaboration
  • People Management

Summary: Key learnings that can be gleaned from this Learning Road Map include:

  • Function, roles and skills related to supervising others on the front line and first-level positions
  • Supervision
  • Labor relations
  • Understand the legal responsibilities of the management role
  • Creating an inclusive and productive work environment

Certificate Available: Yes. The Supervision Certificate is open to managers at all levels.

Certificate Requirement: You must complete nine required courses and curriculums and one elective to earn this certificate. You may also complete a Labor Relations Specialization if you are an officially-designated supervisor.

Required courses:

  • Behavioral Feedback
  • Diversity Education
  • Employment Discrimination Law:  News You Need
  • Employment Hiring:  Streamlining the Recruitment Process
  • Job Accommodations
  • Performance Management Curriculum
    • Option 1: Complete four instructor-led performance management workshops (approximately 12 hours):
      • Behavioral Feedback
      • Coaching for Performance
      • Creating an Effective Individual Development Plan (IDP)
      • UC San Diego Performance Management Process
    • Option 2: Complete eight e-learning modules and two instructor-led workshops (approximately 12 hours):
      • E-Learning
        • UC Performance Management: Performance Management Overview
        • UC Performance Management: Coaching for Performance and Development
        • UC Performance Management: Conducting Performance Appraisals
        • UC Performance Management: Engaging and Developing Employees
        • UC Performance Management: Giving and Receiving Feedback
        • UC Performance Management: Managing Corrective Action
        • UC Performance Management: Motivating, Recognizing and Rewarding Employees
        • UC Performance Management: Setting Expectations and Individual Performance Goals
      • Instructor-led
        • Creating an Effective Individual Development Plan
        • UC San Diego Performance Appraisal Process
  • Situational Leadership
  • Supervisory Training Laboratory

One of the following elective courses:

  • Best Practices for Employee Disability Management
  • Common Leadership Challenges:  Workplace Bullying, Fear and Building Trust
  • Managing Workplace Conflicts
  • Risk Management – Your Role in Managing Departmental Exposures
  • The Supervisor's Toolkit in Dealing with the Troubled Employee

Officially designated supervisors may complete the Labor Relations Specialization:

  • How to Manage in a Union Environment

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Developing on the Job

  • Participate as a mentor or mentee in the Career Connection Mentorship Program
  • Informally mentor a colleague
  • Network within your profession, industry, sector, role, level of management, and interest
  • Join LinkedIn and its groups
  • Build relationships with trusted peers who are also supervisors at your level and with those who have more experience
  • Observe interactions.  Identify what dynamic(s) you want to observe and map out a plan to observe at meetings and events.  Journal and reflect on your findings.  Talk with someone about your observations and reflections.
  • Role play with peers
  • Role play on topics such as communication, effective delegation, coaching and problem solving
  • Participate in informational interviews with more seasoned managers and experts
  • Shadow a leader of choice
  • Volunteer for campuswide committees
  • Invest time building professional relationships
  • Conduct team-building activities that ensure a combination of fun, reflection, and strategic work
  • Make presentations to build relevant skills
  • Leverage an existing work project to build relevant skills
  • Request time at a meeting to make a presentation
  • Use an existing project to build specific supervisory skills such as delegation.  Identify a coach or buddy to support your development
  • Journal key insights and learnings related to a supervisory development goal.  Track your insights, noticeable shifts, what you try, and the results of your efforts.
  • Develop your coaching skills by offering to coach someone in their professional development
  • Join a committee to develop group participation skills
  • Volunteer for staff associations or other service roles on campus and in the community
  • Engage your team in creative problem-solving
  • Contribute to process mapping efforts outside your area of responsibility
  • Participate in seminars, courses, symposiums, conferences, certificate programs, and degree programs
  • Join the Corporate Executive Board (CEB) which offers a plethora of online resources and assessments across subject matter ranging from finance, human resources, information technology, procurement and operations, and risk and audit among others. Go to CEB Global and click on “Interested in Membership” at the top right of the page.  You will need your UCSD email address to register for an account. 

Learning From Others

  • Mentor
    •  Our colleague division of Equal Opportunity/Staff Affirmative Action offers the Career Connection Mentorship Program.  The Career Connection Mentorship Program matches staff mentors and mentees based on their interests and experiences, and provides assistance with goal setting, job satisfaction, job enhancement and lateral or upward mobility.  Please call 858.822.2633 for more information.
  • Feedback from Others

    • Seek feedback from professionals trained and certified in your area of development, your boss, direct reports, past associates or constituencies, HR professionals, peers and colleagues
    • Seek feedback from a wide base of diverse constituencies and individuals
    • Hire a tutor or coach
    • Ask a trusted advisor to observe you interacting with your staff and ask them to give you feedback
    • Hire a coach to help you identify a goal, define an action plan, and give you feedback
    • Collaborate with your supervisor to identify goals and expectations around your career development.  Ask for feedback along the way.
    • Gather feedback from others formally, e.g., multi-rater feedback instruments/360-degree feedback tools, and informally, e.g., conversations with others
    • Ask team members to be an information session audience member and to provide feedback on your presentation
    • Consider applying to the UC Management Skills Assessment Program (MSAP)

Readings

Read the following books:

  • ADKAR: A Model for Change in Business, Government and Our Community, Jeffrey M. Hiatt
  • Difficult Conversations: How to Discuss What Matters Most, Douglas Stone, Sheila Heen, and Bruce Patton
  • Emotional Intelligence, 1995, Daniel Goleman
  • How to Lead Work Teams: Facilitation Skills, Second Edition
  • The Five Dysfunctions of a Team: A Leadership Fable, Patrick M. Lencioni
  • The First-Time Manager, Loren B. Belker, Jim McCormick and Gary S. Topchik
  • How to Win Friends & Influence People, Dale Carnegie
  • The Leadership Pipeline: How to Build the Leadership Powered Company, January 11, 2011, Ram Charan, Stephen Drotter and James Noel
  • Love ‘Em or Lose ‘Em: Getting Good People to Stay, Beverly Kaye, Sharon Jordan-Evans
  • The Manager’s Bookshelf: A Mosaic of Contemporary Views, Jon L. Pierce and John W. Newstrom
  • The One Minute Manager, 1982, Kenneth Blanchard and Spencer Johnson
  • The SPEED of Trust: The One Thing That Changes Everything, Stephen M.R. Covey
  • The Tipping Point: How Little Things Can Make a Big Difference, Malcolm Gladwell
  • The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You, John C. Maxwell
  • The Gift of Time: How Delegation Can Give you Space to Succeed, Gail Thomas  (Skillsoft)
  • Taking the Sting Out of Feedback. Talent Development Magazine, 68, 50-54, K. Nowack (2014)
  • Emotional Intelligence: Defining and Understanding the Fad. Training and Development, 66, 60-63, K. Nowack (2012)

E-Learning Modules

Related Skillsoft Courses

From the Skillsoft homepage, click on Browse the Library and look for UC Core Competency – People Management to find additional courses, videos and books.

Courses

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