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Most managers reach a point at which their responsibilities outgrow their training. The signs are recognisable, and yet none of this appears in a job description, and little of it is addressed by first-line management training. The gap it exposes, between managing work and managing its consequences, is the territory CMI Level 6 is designed to cover.
This article outlines what the qualification involves, who it is intended for, how it relates to Chartered Manager status, and what prospective learners should establish before committing.
The jump from first-line management to senior leadership is often overwhelming. Preparing to fill the gap in your skills is often what will make the change.
CMI Level 6 Diploma in Professional Management and Leadership practice is an advanced management and leadership qualification positioned at undergraduate degree level on the UK's regulated qualifications framework. It is awarded through the Chartered Management Institute, the professional body for managers and leaders.
The significance of CMI is that the syllabus is developed by an organisation whose principal function is to assess professional management practice, so the content is oriented towards applied capability rather than academic coverage of management theory.
Level 6 is offered in three sizes, distinguished by the number of units completed:
1. Award — a single unit, suitable for focused development alongside a demanding role
2. Certificate — a small group of units covering a defined area of practice
3. Diploma — the full qualification, and a substantial commitment
The units at this level might appear abstract on their own; however, their importance is more apparent when set against the situations that led managers to the qualification in the first place.
Unit titles at this level can seem abstract. However, their relevance is more visible when compared to the situations that usually lead managers to consider the qualification in the first place.
Leading People and Teams
The defining shift at senior level is not learning to delegate more effectively; it is achieving outcomes through people who do not report to you— a finance business partner, an external supplier, a peer in another division with no structural obligation to prioritise your objectives.
Many managers relying on positional authority find it inadequate at this level. This unit focuses on the deliberate practices of influence, motivation, team performance and people development.
Managing Change and Innovation
Change programmes fail more often due to inadequate communication than to inadequate planning. This course provides structured approaches to planning, communicating and sustaining change, including the mid-programme period in which commitment typically declines and resistance is more often expressed through disengagement than through objection.
Project Management
Senior managers rarely hold projects as their sole responsibility; they are usually accumulated alongside existing duties. The course covers planning, resourcing, stakeholder management, risk and performance measurement — disciplines that become considerably more valuable when capacity is constrained.
The qualification is designed for practising managers with substantive responsibility to which the learning can be applied. It is typically appropriate for:
1. Department and functional managers
2. Senior team leaders progressing towards wider responsibility
3. Operations managers
4. Project and programme managers
5. Managers accountable for change or organisational improvement
6. Professionals preparing for senior management appointments
The common factor is a remit that has moved beyond overseeing daily work of owning outcomes.
The course could lead to the Chartered Manager (CMgr) status, one of the most prestigious manager qualifications. Managers with 3+ years of experience in managing people, projects, or operations at the middle and/or operational management level or higher, and who have experience in areas including managing organisational change, managing finances and resources, can acquire this status. The embedded pathway can provide a more structured and efficient learning progression, in which evidence built up through learning can be used as part of the learning.
1. SBTL offers 250+ online certification courses and maintains 90% success and 94% completion rates.
2. SBTL offers flexible learning options, including online learning.
3. SBTL utilises MyLearnDirect, a modern Learning Management System featuring a built-in support desk, ensuring a seamless learning experience. Knowing how to learn efficiently can be crucial, whether your goal is to advance in your current position, contribute to the growth of a team, or pursue a different career path.
The key to remember while taking this course is not to focus on the fact that the syllabus looks great, but rather whether or not the problems you need solved are addressed in the course. Managers leading change they did not design, negotiating for resources they don't have and being asked to contribute to decisions outside their authority will need to find a framework that addresses all three. They can find that in CMI Level 6 diploma.
Where the primary motivation is the addition of a credential, the return is likely to be more limited. The qualification rewards learners with substantive professional experience to bring to it.
If you're ready to build new capabilities without putting your career on hold, explore SBTL's range of management and leadership courses. Designed for busy learners, our courses combine flexible study, practical learning, and recognised qualifications to help you learn management and leadership skills online at your own pace. With our online management and leadership courses with certificates, you can grow your ability and your credentials at the same time — on your own schedule.
