Don’t get left behind with traditional models of management.
For decades, the primary role of a manager has been to command and control their direct reports. But work has changed, and today’s leading companies are adopting new ways of working fit for the future.
work has changed
Based in Dublin, NOL is an organisational learning company, specialising in management training.
In our programs we use a combination of academic research, evidence-based practices, and real life examples emerging from today’s most innovative companies. We use these modern learning disciplines to help managers develop critical new tools and knowledge which they can put into practice in their organisations.
keep it interesting
Let me guess, your last experience of corporate training sucked the life out of you? Us too, that’s part of the reason we started NOL. Our programmes are designed to foster high levels of engagement, disagreement, and even fun.
This is not a lecture series, nor a masterclass. Managers attending the NOL program own their own learning by bringing insights from their day job, which we then workshop together. Training days are spread out so that managers have a chance to pilot changes in-between sessions and report back, allowing everyone to benefit from the experience of their colleagues.
We spend time on theory and discussion around the nature of work, people, and what role management should play in the modern organisation. But we don’t just stay in the abstract either—we connect those discussions with the practical tools and processes of practising managers.
Our course is spread out over four half-day workshops, during which we cover a mix of different modules. Participants come away from each workshop with actionable goals that yield an immediate benefit to their company, while also providing some validated learning for the next workshop. An example course would include the following modules:
What is the role of a manager today? When you put aside unhelpful slogans around leadership and culture, what does your company actually expect of someone in that position? Do you think you both are aligned on a principled take on what this role should be? Have they made those expectations explicit to you in order to maximise your chance of success? Do you know what you have signed up for?
What type of manager are you? The practices and tools you employ as a manager are built on assumptions you hold about human nature: How best to motivate your team and get work done. Identifying those assumptions, allows you to test, learn, and update them as necessary.
How do you change something as ubiquitous and intangible as the ‘culture’ of an organisation? How do you break down silos to get diverse teams and departments collaborating effectively together? Systems thinking focuses not on individual parts, but on how each part works together.
You have gone from team member to team manager, but are you still a team member? We look at what makes a team, how managers can support that, and how teams are being used to build more responsive organisations.
Improvement and innovation comes from learning. But organisations learn differently to individuals.
The pace of change is accelerating and organisations need to be more responsive. Managers on the front lines must understand how organisations change, and not just look to HR for company wide re-orgs.
Your work involves you using your brain, not your muscles. We are what Drucker famously dubbed “knowledge workers”, and our job is to process information and make decisions. But how confident are you in your process for making decisions?
Strategy isn’t the sole responsibility of the CEO. Everyone has a role to play in helping inform what path a company needs to take. We break down how managers contribute to an organisation’s strategic planning.