Manager Cohorts

What we do

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Partnerships

Thinking

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MANAGER COHORTS

You become a manager one moment at a time.

The title may change overnight.

The person doesn't.

Yesterday you were part of the team.

Today you're responsible for it.

People start looking to you for answers.

Conversations carry more weight.

Decisions affect people differently.

And sometimes there isn't an obvious right thing to do.

Knowing what a good manager should do isn't the same as being ready for the moment you have to do it.

ERSX creates structured practice for Managers or newly appointed Managers to think, communicate and lead when the answer isn't obvious.

In-house, for one organisation. Up to 20 managers.

Four or six full-day experiences over six to ten weeks, with real work in between.

MANAGER COHORTS

You become a manager one moment at a time.

The title may change overnight.

The person doesn't.

Yesterday you were part of the team.

Today you're responsible for it.

People start looking to you for answers.

Conversations carry more weight.

Decisions affect people differently.

And sometimes there isn't an obvious right thing to do.

Knowing what a good manager should do isn't the same as being ready for the moment you have to do it.

ERSX creates structured practice for Managers or newly appointed Managers to think, communicate and lead when the answer isn't obvious.

In-house, for one organisation. Up to 20 managers.

Four or six full-day experiences over six to ten weeks, with real work in between.

MANAGER COHORTS

You become a manager one moment at a time.

The title may change overnight.

The person doesn't.

Yesterday you were part of the team.

Today you're responsible for it.

People start looking to you for answers.

Conversations carry more weight.

Decisions affect people differently.

And sometimes there isn't an obvious right thing to do.

Knowing what a good manager should do isn't the same as being ready for the moment you have to do it.

ERSX creates structured practice for Managers or newly appointed Managers to think, communicate and lead when the answer isn't obvious.

In-house, for one organisation. Up to 20 managers.

Four or six full-day experiences over six to ten weeks, with real work in between.

THEN THE MOMENTS BEGIN

The ones nobody prepared you for.

Your first meeting with the team you now lead.

Leading people who used to be your peers.

Giving the feedback you've been hoping would resolve itself.

Making a decision you know someone won't like.

Walking into a meeting where people expect you to have the answer.

Knowing when to step in, when to step back,

and what to hand over.

There isn't always a script.

And knowing the theory doesn't make the moment any easier.

This is where becoming a manager really happens.

THEN THE MOMENTS BEGIN

The ones nobody prepared you for.

Your first meeting with the team you now lead.

Leading people who used to be your peers.

Giving the feedback you've been hoping would resolve itself.

Making a decision you know someone won't like.

Walking into a meeting where people expect you to have the answer.

Knowing when to step in, when to step back,

and what to hand over.

There isn't always a script.

And knowing the theory doesn't make the moment any easier.

This is where becoming a manager really happens.

THEN THE MOMENTS BEGIN

The ones nobody prepared you for.

Your first meeting with the team you now lead.

Leading people who used to be your peers.

Giving the feedback you've been hoping would resolve itself.

Making a decision you know someone won't like.

Walking into a meeting where people expect you to have the answer.

Knowing when to step in, when to step back,

and what to hand over.

There isn't always a script.

And knowing the theory doesn't make the moment any easier.

This is where becoming a manager really happens.

BECOMING TAKES PRACTICE

Management isn't something you learn once.

You experience something.

You notice what happened.

You reflect on what you did, what you avoided and what you might do differently.

Then you go back and try again.

This is the rhythm of the ERSX Manager Cohort.

Structured practice.

Real reflection.

Time to apply what matters at work.

Then the cohort comes back together with something new:

experience.

Not another answer to remember.

Something to draw on when the next moment arrives.

BECOMING TAKES PRACTICE

Management isn't something you learn once.

You experience something.

You notice what happened.

You reflect on what you did, what you avoided and what you might do differently.

Then you go back and try again.

This is the rhythm of the ERSX Manager Cohort.

Structured practice.

Real reflection.

Time to apply what matters at work.

Then the cohort comes back together with something new:

experience.

Not another answer to remember.

Something to draw on when the next moment arrives.

BECOMING TAKES PRACTICE

Management isn't something you learn once.

You experience something.

You notice what happened.

You reflect on what you did, what you avoided and what you might do differently.

Then you go back and try again.

This is the rhythm of the ERSX Manager Cohort.

Structured practice.

Real reflection.

Time to apply what matters at work.

Then the cohort comes back together with something new:

experience.

Not another answer to remember.

Something to draw on when the next moment arrives.

INSIDE THE COHORT

You don't just talk about the moment.

You step into it.

Managers encounter situations that ask them to think, respond and decide.

They practise conversations before the stakes are real.

They hear perspectives they may not have considered.

They notice how they respond when there isn't an obvious answer.

They learn from what happens in the room and from each other.

Built on all three ERSX frameworks: how the experience is designed (ERSX), how managers speak when the room is watching (H-I-A), and how they decide when it costs something (IDC).

Then they take it back to work

Between cohort experiences, the workplace becomes part of the learning.

A conversation happens differently.

Something gets noticed earlier.

A question gets asked instead of avoided.

A decision gets considered from another perspective.

And when the cohort meets again, those experiences come back into the room.

PRACTICE. WORK. REFLECT. RETURN.

Then do it again. That's how 1% better compounds.

INSIDE THE COHORT

You don't just talk about the moment.

You step into it.

Managers encounter situations that ask them to think, respond and decide.

They practise conversations before the stakes are real.

They hear perspectives they may not have considered.

They notice how they respond when there isn't an obvious answer.

They learn from what happens in the room and from each other.

Built on all three ERSX frameworks: how the experience is designed (ERSX), how managers speak when the room is watching (H-I-A), and how they decide when it costs something (IDC).

Then they take it back to work

Between cohort experiences, the workplace becomes part of the learning.

A conversation happens differently.

Something gets noticed earlier.

A question gets asked instead of avoided.

A decision gets considered from another perspective.

And when the cohort meets again, those experiences come back into the room.

PRACTICE. WORK. REFLECT. RETURN.

Then do it again. That's how 1% better compounds.

INSIDE THE COHORT

You don't just talk about the moment.

You step into it.

Managers encounter situations that ask them to think, respond and decide.

They practise conversations before the stakes are real.

They hear perspectives they may not have considered.

They notice how they respond when there isn't an obvious answer.

They learn from what happens in the room and from each other.

Built on all three ERSX frameworks: how the experience is designed (ERSX), how managers speak when the room is watching (H-I-A), and how they decide when it costs something (IDC).

Then they take it back to work

Between cohort experiences, the workplace becomes part of the learning.

A conversation happens differently.

Something gets noticed earlier.

A question gets asked instead of avoided.

A decision gets considered from another perspective.

And when the cohort meets again, those experiences come back into the room.

PRACTICE. WORK. REFLECT. RETURN.

Then do it again. That's how 1% better compounds.

THE NEXT MANAGER MOMENT IS ALREADY COMING.

The question is how ready they'll be for it.

If you're thinking about how your newly appointed managers develop, let's start with the moments they're facing.