Leadership and management

48 guides

• Your first 90 days as a manager
  Becoming a manager changes your role from expert to enabler.
• Running a team meeting
  A good meeting is short, goal-oriented and ends with clear agreements.
• Giving feedback
  Good feedback is concrete, timely and developmental.
• Having a difficult conversation with an employee
  A difficult conversation, for example about performance or behaviour, is an important part of a manager's job.
• Setting goals for your team
  Clear goals give direction to the team's work and motivate.
• Holding a performance and development review
  A development review is a shared moment for a manager and an employee to look back and look ahead.
• Delegating
  Delegating frees up a manager's time and develops the team.
• Conducting a job interview
  A good interview helps you find the right person and gives the applicant a good impression of the organisation.
• Onboarding a new employee
  Good onboarding speeds up learning and helps a new employee commit.
• Leading a remote team
  Leading a remote team requires clear communication, trust and regular contact.
• Resolving conflicts in a team
  Conflicts are part of working life.
• Leading change
  Change creates uncertainty.
• Supporting wellbeing at work
  A manager has a significant impact on the team's wellbeing at work.
• Early support
  An early support model helps a manager step in early when an employee's wellbeing or ability to work declines.
• Making decisions under uncertainty
  A manager has to make decisions even when not all the information is available.
• Project management basics
  Project management means managing goals, schedules and resources.
• Drawing up a team budget
  A team budget helps you plan resources and track costs.
• Public speaking as a leader
  A manager speaks to the team, senior management and stakeholders.
• Coaching leadership
  A coaching manager asks more than they tell.
• Managing your own time as a manager
  A manager's calendar easily fills up with meetings.
• Motivating your team
  Motivation comes from meaningful work, successes and the chance to have a say.
• Shift planning
  A good shift roster is fair, predictable and complies with the Working Hours Act and the collective agreement.
• Handling a dismissal properly
  Dismissing someone is one of a manager's hardest tasks.
• Making meetings more efficient
  Too many meetings take time away from the actual work.
• Looking after yourself as a leader
  A manager's own wellbeing affects the whole team.
• One-to-one meetings with your team
  How to hold regular one-to-one meetings (1:1s) with your team members: rhythm, structure, questions and notes.
• Holding probation reviews
  Learn how to follow a new employee’s trial period and hold probation reviews, so the decision on continuing is fair and justified.
• The collective agreement as a manager’s tool
  How to find and read your sector’s collective agreement as a manager: pay, working hours, holidays, absences and the most common pitfalls.
• Arranging a work ability meeting with occupational health
  Learn when and how to arrange a work ability meeting (työterveysneuvottelu) with occupational health care when an employee’s ability to work has declined.
• Introducing OKRs in your team
  How to introduce the OKR method in your team: objectives, measurable key results, a quarterly rhythm and follow-up.
• Agreeing on ground rules for hybrid work
  Learn how to agree on hybrid work ground rules with your team: office days, communication channels, availability and shared meetings.
• Giving an employee a warning
  How to give an employee a reprimand or a warning properly and correctly: investigation, hearing, documentation and follow-up.
• Change negotiations as a manager
  Learn how to act as a manager during change negotiations under the Co-operation Act: communication, supporting your team and your own wellbeing.
• Planning a team development day
  How to plan a team development or wellbeing day (TYKY day) with a clear goal, a programme that works and concrete follow-up actions.
• Building psychological safety
  Learn how to build psychological safety in your team, so that people dare to speak up about mistakes, ideas and concerns.
• Handling inappropriate treatment at work
  What to do as a manager when you learn about harassment or inappropriate treatment: investigation, hearings, solutions and follow-up.
• Raising substance use at work
  Learn how to raise a suspicion of an employee’s substance use appropriately, in line with your workplace’s substance abuse programme and referral to treatment.
• Pay discussions as a manager
  How to prepare for a pay discussion as a manager: pay criteria, justifications, fairness and how to deliver a no.
• Planning annual leave for your team
  Learn how to plan your team’s summer and winter holidays fairly: collecting wishes, cover, notice periods and the holiday roster.
• Holding an exit interview
  How to hold an exit interview and handle an employee’s departure well: feedback, knowledge transfer, access rights and a good ending.
• Leading a multicultural team
  Learn how to lead a team of people from different cultural and language backgrounds: clear communication, shared ground rules and inclusion.
• Tracking working hours and overtime
  How to track your team’s working hours and overtime as a manager: consent, record-keeping, compensation, balances and wellbeing risks.
• Mapping your team’s skills
  Learn how to map your team’s skills: the skills needed, current levels, skills gaps, back-up people and a development plan.
• Assessing workplace risks with your team
  How to assess workplace hazards and risks together with your team: physical and psychosocial stress factors and corrective actions.
• Starting mentoring at your workplace
  Learn how to launch mentoring or a buddy scheme at work: choosing pairs, goals, meeting rhythm and follow-up.
• Becoming your former colleagues' manager
  Step up to manage your own team: changing roles, one-to-one conversations, setting boundaries and building trust with former colleagues.
• Thanking and rewarding employees
  Thank and reward employees the right way: forms of recognition, specific thanks, non-financial and financial rewards, and tax-free benefits.
• Putting strategy into practice in your team
  Bring your organisation's strategy into your team's everyday work: understanding the strategy, the team's own goals, communication, follow-up and feedback.

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