Getting Ready for Senior Manager (Grade 8)

For line managers who are wondering why they're not getting promoted

Note: Throughout this page, we refer to "Senior Manager (Grade 8)" as shorthand for the senior management level in UK Higher Education, but your institution might call this Senior Manager, Band 8, Level 4, Grade G, or something else entirely. What matters is the step change from managing individuals/small teams to leading multiple teams or a significant function. If that's the transition you're preparing for, you're in the right place.

You're good at your job. Really good.

You manage your team well. You deliver reliably. You handle complexity without breaking a sweat. When there's a crisis, you're the one who sorts it out.

Your team trusts you. Your manager values you, or at least they say they do. You know your area inside out.

But when senior manager roles come up, you get stuck.

Maybe there's an insurmountable-feeling essential requirement on the job description, like budget management or experience leading larger teams, so you don't apply.

Or maybe you do apply, but you don't get it. Instead, you're told you're "not quite ready yet."

Or maybe (and this one really stings) you watch someone with less experience than you, someone who doesn't know the work as well as you do or hasn't been in role as long as you, step into the role you know you could do brilliantly.

You feel like you're stuck behind a window, jumping up and down, waving your arms and shouting "hello, I could totally do that job. Why don't you see me?"

Here's what nobody tells you: it's not really about the budget management or that you're not awesome at your current job. It's that senior management takes a different type of thinking: in your day-to-day work AND in how you think about career progression.

Your success and relatively quick progression to this point have made you believe you need to wait for someone to pick you. You could be waiting a long time if that's your approach at this level... or perhaps they will pick you, but hard work and strong performance at your current grade isn't what will make them tap you on the shoulder when the next senior manager role comes up.

What will is a shift in how you think about your work, your team, your role in it, and ultimately your career.

It's like going from GCSE Science class to A-level Physics class and realising that a load of the science you were taught at school was technically incorrect. It's tempting to feel indignant about it, but that won't help you learn the new syllabus. Instead, think of what went before as foundational concepts and get busy adapting to the new reality.

The next level isn't about managing your team better or knowing your area more deeply. It's about creating capacity through your team, having the difficult conversations that build accountability, and being seen as someone who leads, not just does.

The Hidden Curriculum

There's a Hidden Curriculum for moving to the next level of management: a set of unspoken rules and expectations that determine who gets promoted and who stays stuck. Most managers at this level don't even know these rules exist. And even when they suspect they exist, they don't want to look at them, dismissing it as "playing the game."

But I really want you to think differently about this. What if it's actually more like reading the marking scheme so you know how to approach that A-level Physics exam? It's not game playing, it's taking a strategic approach to your work and career so that you can make the moves that matter most and stop thinking yourself round in circles.

When you get feedback from senior leaders about "being more proactive" and "taking more ownership," this is exactly the kind of thing they mean. Get curious. Find out what it takes to succeed at that next level. Then go and do those things.

Hidden Curriculum Examples

For example, did you know that:

At Senior Manager (Grade 8) level, you're expected to "lead multiple teams or a significant function" and be "responsible for team structure, performance, wellbeing, and development across your whole area." This isn't just about managing more people. It's about demonstrating you can create capacity through delegation, trust your team to deliver (even if it's not exactly how you'd do it), and have firm but fair conversations when standards slip. If senior leaders see you as someone who's drowning in operational detail or avoiding difficult team conversations, they won't trust you with a bigger remit.
Panels look for evidence that you can "let go of the details to delegate well and set up the flow of information back to you." Most managers are still checking everything, redoing work that's "not quite right," or taking things back when a team member struggles. This doesn't demonstrate leadership. It demonstrates you don't trust your team (or yourself) enough to let go.
Senior Managers "foster an inclusive culture, embed fair practices, and actively address systemic barriers" while line managers "champion inclusive practice and respond constructively to different perspectives." The difference? Senior Managers don't avoid conflict when team members aren't meeting expectations. They address issues directly, fairly, and early—before they become performance problems that fester.
You need to demonstrate that you "maintain strong relationships with stakeholders and resolve tensions thoughtfully" while at line manager level you're expected to "balance competing needs and manage expectations." This shift is about being proactive, not reactive. Senior leaders want to see you building trust and addressing potential issues before they land on their desk.
Senior Managers "tailor their communication across a wide range of audiences with authority" while line managers "communicate with confidence and clarity across levels." The difference isn't just style—it's that Senior Managers speak to senior leaders as peers who have things under control, not as managers explaining why they're busy.

The Real Problem

Panels aren't questioning your competence. They're questioning whether you can lead, not just manage.

And here's the frustrating part: you can't see what you can't see. You might be working incredibly hard, delivering excellent results, supporting your team brilliantly but if you're still the one doing the work rather than building your team's capability, if you're avoiding difficult conversations because conflict feels uncomfortable, if you're buried in detail rather than creating capacity, you'll stay stuck.

Senior leaders aren't looking for someone who does line manager work really well. They're looking for someone who can build capable teams, have the firm but fair conversations that create accountability, and demonstrate they have capacity for more.

The difference between being a "great manager" and being seen as "ready for senior management" isn't about working harder. It's about letting go, trusting your team (even when they don't do it exactly like you would), and having the courage to address issues early rather than letting them fester.

That's Where This Programme Comes In

Getting Ready for Senior Manager (Grade 8) is a 6-month group coaching programme designed to help you build undeniable credibility as someone ready to lead teams and functions.

We don't just work on your CV or help you answer interview questions better (though we can do that too). We work on the fundamental shifts that managers at this level struggle with: learning to delegate even when "they won't do it as well as me," having firm but fair conversations when team members aren't meeting the mark, creating capacity through your team rather than working harder yourself, and being seen by senior leaders as someone who has things under control and is taking ownership of the work as well as your career.

The outcome is simple: in 6 months, you'll be ready for Senior Manager (Grade 8).

Whether you get promoted during the programme or you're ready when the right opportunity comes up, you'll have built the credibility, competence, and conviction that recruitment and regrading panels are looking for.

How It Works

Getting Ready for Senior Manager (Grade 8) is for professionals currently managing individuals or small teams who are ready to step into leading multiple teams or a significant function.

You're in the right place if:

You're tired of being seen as "just a good manager"
You know you're working harder than necessary because you won't delegate
You avoid difficult conversations with team members and it's affecting your team's performance
You want senior leaders to see you as someone with capacity, not someone who's drowning
You're ready to let go of being the person who does it best and become the person who builds capable teams

We work in small cohorts of around 12 people, all preparing for senior management together. Over 6 months, we follow the Progression Pathway: Clarity, Competence, Credibility, and Conviction.

All group coaching calls are delivered via the Kajabi community hub where you'll also find recordings, resources, and accountability threads.

Phase 1: Clarity (The First 30 Days)

Most line managers are working hard on the wrong things. In the first month, we get absolute clarity on what Senior Manager (Grade 8) credibility actually looks like and where you currently stand.

You'll get:

A personalised Hidden Curriculum profile mapped to your institution and desired role(s), created with the help of some AI wizardry that analyses what your specific institution values at senior management level
A readiness assessment comparing where you are now against the Hidden Curriculum for the line manager → senior manager step change
A gap analysis identifying specific beliefs, mindsets, skills, and experiences you need to work on

By the end of month one, you'll know:

Exactly what senior leaders and recruitment panels are looking for when they assess readiness for senior management
Where you're already strong and where you're being held back
Your specific development priorities for the next 5 months

No more guessing. No more "I think I need to be more strategic" without knowing what that actually means.

Phase 2: Competence (Months 2-5)

This is where we build the skills, experiences, and evidence that demonstrate you're already operating at Senior Manager (Grade 8) level.

Using a combination of Courage-Based Planning sprints, hot-seat coaching, and monthly masterclasses, you'll work on the specific competencies that matter for this transition.

What we'll work on varies person to person, but typically includes:

Delegating effectively even when "they won't do it as well as me" (and why that's actually the point)
Having firm but fair conversations with team members who aren't meeting the mark
Creating capacity through your team rather than working longer hours yourself
Being seen by senior leaders as someone who has things under control, not someone who's drowning
Leading multiple teams or a significant function, not just managing individuals brilliantly
Addressing issues early before they become performance problems that fester
Communicating with authority at senior levels as someone who's got capacity for more

You'll get support through:

Fortnightly calls (60 minutes each) via the Kajabi community hub where we cycle through:

Courage-Based Planning sprints to set your priority
Hot-seat coaching tailored to this career transition, your personal aspirations, and current challenges
Monthly masterclass (shared across all cohorts, valued at £95/month)

Phase 3: Credibility (Month 6)

As the programme progresses, something shifts. You start noticing you're increasingly positioning yourself as someone already operating at senior management level.

This shows up in:

The work you're willing to let go of (and trust your team to handle)
The difficult conversations you're having (rather than avoiding)
Your capacity (visible breathing room, not constant firefighting)
How senior leaders see you (as someone ready for more, not maxed out)

Others notice too.

Senior colleagues start treating you differently. You're no longer the person they worry is drowning or hiding. They see you as someone who's got things under control, who builds capable teams, who addresses issues before they escalate, and who is taking ownership.

This phase is about developing the beliefs and mindset you need to show that you're a credible Senior Manager (Grade 8) candidate and letting yourself be seen as such by others.

We work on:

Letting go of perfectionism and trusting your team (even when it's uncomfortable)
Having the courage to address performance issues early and fairly
Building visible capacity so senior leaders see you as ready for more
Owning your leadership capability without apologising for it
Building a leadership presence that signals "I've got this under control"

Bonus: Phase 4 - Conviction (When You're Ready to Apply)

When the opportunity arises, you'll be ready to apply for Senior Manager (Grade 8) roles with confidence.

To make sure you interview like the obvious right fit, you get:

✅ Automatic access to my Cover Letter Course
✅ Two application reviews - send me up to two applications and I'll give you detailed feedback
✅ Option to add 2 x 1:1 interview coaching sessions at a preferential rate

That's what happens when you know the Hidden Curriculum.

What You Get

🎯 Your cohort: Up to 12 like-minded line managers preparing for senior management together

🎯 Fortnightly group coaching calls (60 minutes) via the Kajabi community hub following the structure above. The Senior Manager (Grade 8) cohort meets 11:30am-12:30pm every other Friday (except during school holidays).

🎯 The Kajabi Hub: All call recordings, resources, frameworks, and accountability threads in one place

🎯 Direct access to me for challenge, support, and coaching between sessions

🎯 Monthly masterclasses on key topics (these are charged at £95 for non-members, free for you)

🎯 Preferential rates on 1:1 coaching when you need dedicated support outside the group

🎯 The Hidden Curriculum framework and all the tools I use with senior HE leaders

The Investment

Senior Manager (Grade 8): £83/month or £498 for 6 months

You can pay by monthly instalments, pay in full, or I can send you a quotation if your institution is paying by Purchase Order. The pricing is the same regardless—there's no penalty for paying monthly.

Want to understand typical salaries at this level?

Download the HE Professional Services Salary Guide below:

Download here

More importantly: you'll stop feeling stuck, invisible, and underestimated. You'll start leading with confidence, clarity, and credibility. That's worth more than the money.

How to Join

The next Getting Ready for Senior Manager (Grade 8) cohort starts in Spring 2026.

Join the waiting list here

My Promise to You

I want this to be the right fit for you. So here's my guarantee:

If after 60 days you don't have absolute clarity on what Senior Manager (Grade 8) credibility looks like, where you currently stand, and what you need to work on, we'll rip up the agreement and part ways as friends. You won't be tied in for the rest of the programme. You'll get a full refund. No questions, no hard feelings.

Having said that, I know you'll thrive here if you:

★ Want to build capable teams rather than doing everything yourself
★ Are willing to have difficult conversations even when they feel uncomfortable
★ Value courage, clarity, and long for visible capacity (not constant firefighting)
★ Are ready to let go of being "the person who does it best" and step into being the leader who develops others

The Real Question

Are you ready to take back control of your career?

Senior managers don't wait for the tap on the shoulder. They build credibility, demonstrate leadership, and step into the role before they feel 100% ready.

The difference between you and them isn't talent or experience. It's that they've learned the Hidden Curriculum, made the identity shift, and positioned themselves as strategic functional leaders.

You can do this too. You just need the right support.

About your coach

I’m Fiona Bicket, the founder of The Hidden Curriculum of Progression and a specialist self-belief coach for Higher Education professionals.

I spent 13 years as a Professional Services manager in UK Higher Education, working across multiple institutions and functions. I know what it feels like to step into senior HE roles: the isolation, the complexity, the pressure to get it right immediately.

For the past four years, I've coached over 200 HE professionals through career transitions, promotions, and leadership challenges. I understand the hidden curriculum of HE leadership because I've lived it, learned it, and now I help others navigate it.

I get the sector because I've been in the sector.

Ready?