60 Bits Consulting

People join organisations. They leave managers.

Most managers were promoted for what they achieved on their own, then expected to get results through others - with no preparation for the difference. The cost shows up as slower decisions, teams that wait to be told, and exit interviews that keep naming the same cause.

This is the programme for the fundamentals: delegation, feedback, accountability, ownership. Practised in a safe room first, then on the job, with the managers’ own teams as the evidence.

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What it is
What got them promoted and what the job needs

What got them promoted

  • Personal output
  • Being the expert
  • Solving it themselves
  • Saying yes
  • Certainty

What the job now needs

  • Results through others
  • Growing experts
  • Letting the team solve it
  • Saying no, well
  • Judgement
Nobody trained them for the right-hand column
Definition

What is a managerial effectiveness programme?

A managerial effectiveness programme builds the day-to-day capability of first-time and mid-level managers: setting goals and delegating, giving feedback that changes behaviour, holding people accountable without holding them back, and taking ownership of outcomes rather than tasks. Ours are facilitated and practice-based, run in cohorts, and can be carried in-house through train-the-trainer.

The right tool when

Tick the ones you recognise

0of 6

Six things we hear about first-time and mid-level managers. It is the single largest driver of voluntary exits, and it responds well to the right work.

Nothing is stored or sent. It is just for you.
What you leave with

What stays with you when we go

A manager programme is measured by the manager’s team, not by the manager’s certificate. This is what holds.

How it gets there
Handover
  • Managers who delegate outcomes, not tasks, and can say why the difference matters.
  • Feedback that happens when it can still change something, in a language the whole cohort shares.
  • Difficult conversations held early, before they become cases.
  • Teams that own the outcome between them - visible in escalations, decisions and attrition.
  • Your own people able to run the programme for the next cohort, if you want it in-house.
Ours to start. Yours to keep.
How it runs

Four movements, in order

The hard parts - the feedback conversation, the delegation that feels risky - are rehearsed in a safe room first, then done for real with the manager’s own team, with support.

Rehearsed first, then done for real.Cohorts of first-time and mid-level managers; four to six months end to end.
  1. 1

    Listen

    Conversations with the managers, their teams and their business heads. What the organisation thinks the gap is and what the teams experience are often different.

    InterviewsTeam voice
  2. 2

    Design

    The programme is anchored to your competency framework and to the situations your managers actually face - your review cycle, your escalation pattern, your attrition.

    Your situationsYour framework
  3. 3

    Practise

    Facilitated sessions: goal setting, delegation, feedback and difficult conversations rehearsed through simulation, role play and case-in-point, with structured feedback.

    SimulationRole playFeedback
  4. 4

    Apply

    Between sessions the managers do it for real with their teams; peer forums, manager involvement and review checkpoints keep it honest.

    On the jobPeer forumsReview
Where it leads

The work that usually follows, or runs alongside

Leadership development programmes

For leadership teams and middle management: the multi-module journey.

See the solution

Train-the-trainer

So your own people can run this programme for every future cohort.

See the solution

Attrition and retention

The challenge this most often turns out to be behind.

See the challenge
Proof

How this played out for a client

A Reflections session for middle managers
30%drop in infant attrition - the exits were concentrated in year one
360°feedback showed better managerial support
BFSI · General insurance

A market-leading private general insurer with pan-India presence

New joiners were leaving inside the first year, and exit interviews kept naming the same cause: their manager. We uncovered the factors behind retention and churn, then designed and facilitated “Reflections”, a managerial development programme for middle management, delivered through train-the-trainer.

Infant attrition dropped by 30%. Engagement scores moved for the common teams, project milestones held, and 360° feedback showed managers were being experienced differently.

Read the case study
Before you start

The questions we hear first

Who is it for?

First-time managers and mid-level managers, in cohorts of twelve to twenty. Senior leaders and leadership teams take the leadership development journey instead.

Is it a course?

It is facilitated and practice-based: rehearsal in the room, application on the job, review. No lectures, no slide decks.

Can our own trainers run it?

Yes - that is what train-the-trainer is for. The insurer above ran “Reflections” through its own certified trainers.

How long does it take?

Four to six months for a cohort: sessions a few weeks apart with real application between them.

How do you measure it?

In the managers’ teams: attrition in year one, engagement for the common teams, escalations, milestone adherence, and what the team says in 360° feedback.

500+
leaders through a 60 Bits programme
100+
workshops facilitated, in person and remote
25+
industries, grouped into 10 sectors
95%
of clients commission a second engagement
Book a consultation

Let’s talk about your managers

Tell us where the exits and the escalations are concentrated. In 45 minutes we will tell you what we would want to understand first - no charge, no obligation.

info@60bitsconsulting.com +91 922 326 8309 Mumbai, India





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