New Manager, First 90 Days

Who it's for

People in their first three months of managing a team, whether promoted from inside it or hired into it, with a team of at least three.

Output

• A scored report after every simulation, with the moment that earned each score and one recommended focus
• A leadership profile from the manager's own evidence, and one synthesis of what the team believes it owns, does not own and drops
• A ninety-day priorities document for their own manager, and for that manager a Ren summary of each new manager, a trajectory across every attempt and a team report
• Scored against published frameworks: Kouzes and Posner's Five Practices of Exemplary Leadership, Goleman's Emotional Intelligence, Kahneman's Dual Process Theory, the RACI Matrix, Participatory Facilitation and Roger Schwarz's Ground Rules, Reinertsen's Cost of Delay, Care and Challenge, Conversation Layers, Conflict-Mode Flexibility, High-Stakes Dialogue and Cohen and Bradford's Influence Without Authority

Program contents

1. Leadership defaults · Ownership clarity — Leadership Style · Role Clarity
2. Meeting leadership · Prioritisation under pressure — Meeting Facilitation · Prioritisation Pressure
3. Performance conversations — Performance Conversation
4. Conflict on the team — Team Conflict
5. Managing upward — Managing Up
6. Priority setting — Strategic Priorities

How the program works

A six-week program for people in their first management role, assigned by their manager, an HR or L&D lead or a facilitator, built on Renatus. Five simulation rooms, two assessment rooms and one document room · Six weeks, one or two rooms a week · Unlimited attempts · Ongoing thereafter, with a library path for weeks seven to twelve.

The rooms

Why this program exists

A person managing people for the first time sets their habits in the first quarter: how they run a meeting, what they do when three things land at once, whether they say the hard thing to the report who needs to hear it, and how they ask their own manager for what the team needs. This program prepares them through two assessments, five simulations and one document, in the order the first ninety days puts those moments in front of them. Ren reads the manager's own evidence, builds each scene from the manager's real role, team and sector, and plays every person in it, so every room is new and moves with each decision.

What you'll achieve

1. Rehearsal of the meeting, the prioritisation call, the performance conversation, the conflict and the ask upward, as often as they want it
2. A scored report after every simulation, with the moment that earned each score, strengths, development areas, blind spots where the evidence shows them, and one recommended focus with a first step
3. A leadership profile from their own evidence, one synthesis of what the team believes it owns and drops, and a ninety-day priorities document ready to put in front of their own manager
4. Unlimited attempts at every room, each a different scene for their current role, scored on the same dimensions and charted against every attempt before it

At a glance

Who it's for

People in their first management role, in their first three months in post: team leads with their first direct reports, supervisors promoted from inside the team, and managers hired into a team they have not led before. It is assigned by their own manager, an HR or L&D lead or a facilitator. Each new manager needs a team of at least three, because Role Clarity synthesises once three have answered. It rehearses the judgement that managing people asks of them, and scores it the same way every time.

Cadence

6 weeks

1

Leadership defaults · Ownership clarity · Leadership Style · Role Clarity · Read People Development and Pressure Response; read Silently Dropped and Broken Handoffs

2

Meeting leadership · Prioritisation under pressure · Meeting Facilitation · Prioritisation Pressure · Read Air-time Management and Closure; read Trade-off Recognition

3

Performance conversations · Performance Conversation · Read Clarity of Message and Path Forward; read the Ren summary across five rooms

4

Conflict on the team · Team Conflict · Read Fairness and Action

5

Managing upward · Managing Up · Read Grounding and Outcome

6

Priority setting · Strategic Priorities · Read Your Priorities and What Gets in the Way; read the team report; set the ongoing plan

Session by session