Details

Category: Analytical Leadership & Management

Published: Friday, 07 August 2026 11:21

Written by: Matt Pye - HWD

Line Management in the Analytical Service

Overview

This practical two-day course is designed for line managers working within the analytical professions who want to strengthen their confidence and effectiveness in managing, supporting and developing others.

The programme focuses on the people-management skills that are particularly important in analytical teams, including creating psychological safety, supporting wellbeing, motivating and delegating effectively, adapting leadership style to individual needs, coaching for development, giving constructive feedback and handling difficult conversations.

Participants will explore a range of practical models and techniques, including the Johari Window, Kolb’s Learning Cycle, Situational Leadership, the Urgent/Important Matrix and Circles of Control. The second day focuses particularly on coaching, feedback and challenging conversations, with opportunities to practise techniques including the QAQA questioning approach, GROW coaching framework and BIFF feedback framework.

The course is highly practical and interactive, giving participants opportunities to apply the approaches to realistic management situations and consider how they can adapt them to their own teams and day-to-day responsibilities.

Learning outcomes

By the end of the course, participants will be able to:

• Understand what psychological safety is and why it matters for effective teams

• Identify practical ways to create an environment in which team members feel able to contribute, question and raise concerns

• Support the wellbeing of the people they manage

• Develop greater awareness of their own management style and its impact on others

• Use the Johari Window to support greater self-awareness, communication and team effectiveness

• Apply principles of motivation and delegation more effectively

• Distinguish between urgent and important activities and use this understanding to support prioritisation

• Adapt their management and leadership style to the needs of different individuals and situations

• Apply Situational Leadership principles when managing individuals and teams

• Use the Circles of Control approach to help team members focus on areas where they can take action

• Understand the difference between coaching and mentoring and identify when each is most appropriate

• Use coaching approaches to support the development and performance of team members

• Apply effective questioning techniques to help others explore issues and develop their own solutions

• Use the GROW coaching framework to structure developmental conversations

• Give clear, constructive and purposeful feedback

• Understand what helps and hinders effective feedback conversations

• Apply the BIFF framework when structuring feedback

• Approach difficult or sensitive conversations with greater confidence

• Practise management conversations using realistic workplace scenarios

• Adapt the techniques from the course to their own analytical teams and day-to-day line management responsibilities