Young Leaders Program: 1-Month Journey @ a Leading Indian Conglomerate

Program Overview

That first management promotion hits differently—suddenly you’re responsible for people, not just projects. The excitement of career advancement quickly gives way to the reality that nobody really prepared you for what leading a team actually entails.

A forward-thinking Indian conglomerate recognized this challenge and partnered with GlobalGyan to create an intensive leadership accelerator for their newly promoted managers. Rather than letting them figure it out through trial and error, they wanted to give their emerging leaders a strong foundation right from the start.

This intensive 1-month blended program was designed to fast-track the most critical management skills. In just four weeks, participants learned to navigate the fundamental shift from individual contributor to people leader, gaining the confidence and tools they need to hit the ground running in their new roles.

1-Month
Journey

30+
Participants

First Time
Managers

Blended
Mode

Digital Learning
& Pre-Work

4 In-Person
Workshops

Group Coaching
Skill Building

Project Reviews
Feedback Rounds

Key Themes Covered

1. Making the Shift from Individual Contributor to Manager
The hardest part about becoming a manager isn’t learning new skills—it’s unlearning old habits. We helped participants understand that their success now depends entirely on their team’s success, and that means letting go of the need to be the star performer and learning to create stars instead.

2. Giving & Receiving Feedback
Most new managers dread their first difficult conversation, so we made sure they didn’t have to wing it. Through role-playing and real scenarios, participants practiced delivering feedback that actually helps people improve, while learning to receive input from their teams without getting defensive.

3. Managing Performance & Expectations
There’s a fine line between setting high standards and setting people up to fail. We taught participants how to create crystal-clear expectations, track progress in ways that motivate rather than stress people out, and coach team members to take ownership without having to breathe down their necks.

4. Building Trust & Influence
New managers often struggle with the awkward transition from peer to boss, plus they need to influence people who don’t report to them. We explored how to build credibility quickly, navigate the politics of managing up and across, and get things done through relationships rather than just authority.

5. Leading with Self-Awareness
The best managers know how they come across to others and can adapt their style to bring out the best in different people. Through assessments and peer feedback, participants gained insights into their natural leadership tendencies and learned when to dial up certain qualities and when to dial them back.