Most new managers work it out over a year. This takes thirteen weeks.
A practical programme for people stepping into people leadership — built around what they need to do at work, not simply how many hours they spend in a training room.
A one- or two-day workshop can introduce useful management skills. The transition into leadership, however, unfolds over months: a first delegation conversation, a difficult piece of feedback, competing priorities, a team member who needs a different approach.
The New Manager Accelerator is designed around that reality. Participants learn, apply the ideas in their own workplace, reflect with their manager and coach, then return with real experience to build on.
From developing more than 300 managers before founding Banksia, two conditions consistently mattered: people needed something real to lead, and their manager needed to be part of the development.
Participants therefore need a team, project or meaningful leadership responsibility they can practise on. Their manager is briefed on the programme and asked to hold structured conversations between sessions so the learning has somewhere to go.
People promoted into their first formal management role within roughly the last 6–12 months.
People approaching a first management role who already have a meaningful project, team or leadership assignment to practise on.
Organisations that want development to continue between classroom days rather than ending when the workshop finishes.
Managers who are willing to support the participant with short, structured follow-up conversations.
For leaders who have already been managing for several years, a different development pathway will usually be more useful.
A clear programme structure, participant and manager briefings, agreed baseline and close measures, and an aggregate view of the cohort’s development themes. Individual coaching remains confidential; sponsor reporting focuses on the agreed development outcomes and what the organisation can reinforce next.
"You upheld high standards and expectations while also being supportive, encouraging, and genuinely invested in my success. That balance challenged me to grow while giving me the confidence to back myself, and it's something I'm still grateful for today."
— Jody, Strategic Programs & Planning Manager
"Moments that stick out for me are learning about my own communication style. This has shaped how I build relationships with my team. As well as the feedback model (SBI/SBIBI) which is used virtually daily."
— Michael, Customer Service Manager
Open and company cohorts are available. Investment depends on cohort size and whether the programme is delivered for one organisation or as part of a mixed cohort. Indicative pricing and available dates are provided after an initial conversation.
Tell me about the managers you are developing
If you have people stepping into leadership, we can talk through the cohort, their current responsibilities and what you want them to be able to do differently by the end of thirteen weeks.