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Working Manager and First-Line Supervisor

Most supervisors in Malaysian companies were promoted because they were good at the work, and then kept most of that work while acquiring a team. The result is a job with two full-time halves and no guidance on splitting them. This day is about that split: what to hand over and how, what only you can do, and how to lead people who were your peers last month without either apologising for the role or overplaying it.

Programme Agenda

Two Jobs, One Day

Auditing where your time currently goes and what would break if you stopped doing it. Deciding what genuinely requires you, and accepting that some things will be done slightly worse by someone else and that this is the correct trade.

Delegation That Sticks

Handing over the task and the decision rights that go with it. Briefing properly, agreeing what checking looks like, and resisting the temptation to take it back the first time it comes out imperfect.

Prioritisation and Protecting the Team

Sorting urgent from important when both come from above, negotiating a deadline upward with evidence, and shielding the team from churn without hiding real pressure from them.

Leading Former Peers

The awkward first months. Setting expectations openly, handling the friend who takes liberties, and the relationship that has to change without becoming distant.

Giving Feedback

Specific, timely and behaviour-based rather than saved for the annual review. Praise that means something, correction that lands, and having the conversation on the day rather than after the third occurrence.

Daily Operating Rhythm

Handovers, huddles, one-to-ones and the running check on work in progress. A rhythm light enough to sustain when the operation is busy, which is exactly when it gets abandoned.

Escalating and Managing Upward

What to solve, what to escalate and what to inform. Escalating with a recommendation attached, and giving your own manager the information they need before they ask for it.

Your Own Split

Participants map their current week, identify what to delegate and to whom, and commit to a specific handover with a date.

Learning Outcomes:
Audit your week and separate work that requires you from work that does not
Delegate a task with its decision rights and resist taking it back
Prioritise competing demands and negotiate deadlines upward with evidence
Manage former peers without either over-correcting or avoiding the change
Give specific, timely feedback rather than saving it for a review
Run a sustainable daily operating rhythm
Escalate with a recommendation and keep your manager informed
Leave with a dated handover plan for your own workload

Duration: 1 Day (8 Hours)
Training Hours: 9:00 AM to 5:00 PM
Level: All levels
Training Mode: Physical, Online, or Hybrid
HRD Corp SBL-KHAS Claimable
Certificate of Completion included

Frequently Asked Questions

Supervisors, team leads, shift leaders, senior technicians with a team, and anyone managing people while still carrying operational work. Common in production, retail, F&B, logistics, clinics and technical teams.

That is a two-day programme for managers whose job is now primarily managing. This one is for people who still do the work as well, and it concentrates on the split, delegation and workload protection. Supervisors moving into full management roles often take that programme afterwards.

Yes, and they often get the most from it. Long-serving supervisors are frequently the ones who never handed anything over and are carrying the heaviest load. The delegation and time audit modules address that directly.

Yes. It is regularly delivered in shorter sessions across shifts, or repeated so a plant can send supervisors without stopping the line.

Yes, this programme is HRD Corp SBL-KHAS claimable. Our team can assist your HR department with the documentation required for the grant application.

Yes. Any programme can be booked as a team day. Everyone works the same brief together, so your people come away having built something and knowing each other better.

If you are claiming under HRD Corp, the session has to fall at least 14 days after your HRD Corp approval. If you are not claiming, the date is flexible and we work around your calendar.

Put them on the self-paced e-learning instead. Your team works through the modules on our LMS in their own time, sits the assessment, and earns the same certificate, so nobody has to clear a full day together.

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