sink or swim? supporting the transition to new manager. webinar 08.07.14
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sink or swim? SUPPORTING THE TRANSITION
TO NEW MANAGER
How would you describe your current training for new managers and supervisors?
a. Fantastic! A process-driven, blended
approach with targeted learning
and competencies
b. Good – we have a formal process
and program, but I’m looking for
some ideas for improvement.
c. Just getting started – we don’t have
a formal program in place, but
usually cover the basics.
d. We throw them in and hope they
know how to swim.
What is the biggest challenge faced by new managers?
a. Dealing with issues between co-
workers
b. Motivating team members
c. Performance reviews
d. Finding the resources needed for
support
e. Creating career paths
What You’ll Learn:
1. The transition to a new role
and change management
2. Succession planning
3. How to develop great
managers.
4. The management/
leadership mix
5. HR Law and Preparing to
supervise
BIZLIBRARY.COM
PROBLEMS WITH DIRECT SUPERVISORS ACCOUNT FOR 49% OF DISENGAGED EMPLOYEES.
SOURCE: EMPLOYEE ENGAGEMENT VS. DISENGAGEMENT,
CUSTOMINSIGHT DEC. 2012
49%
58%
of new managers receive NO management training!
SOURCE: CAREER BUILDER SURVEY
MARCH 2011
OF NEW MANAGERS FELT THEY WEREN’T READY. SOURCE: CAREER BUILDER SURVEY MARCH 2011
26%
...if employees' relationship with their managers is fractured, then no amount of perks will persuade the employees to perform at top levels. Employee engagement is a direct reflection of how employees feel about their relationship with the boss.
SOURCE: SELF-DETERMINATION THEORY AND FACILITATION OF
INTRINSIC MOTIVATION, SOCIAL DEVELOPMENT AND WELL-BEING,
AMERICAN PSYCHOLOGIST ASSOCIATION
TASK ACCOMPLISHMENT
INTERACTING WITH PEOPLE
SOURCE: FROM BUD TO BOSS: SECRETS TO A
SUCCESSFUL TRANSITION TO REMARKABLE
LEADERSHIP BY KEVIN EIKENBERRY AND GUY HARRIS
The transition from individual contributor to manager represents a profound psychological adjustment — A TRANSFORMATION — as managers contend with their new responsibilities.
New managers must learn how to lead others, to win trust and respect, to motivate, and to strike the right balance between delegation and control. It is a transition many new managers fail to make.
SOURCE: Linda Hill, Associate Professor,
Harvard Business School
MANAGEMENT GROUP
FUNCTIONAL GROUP
WHICH TEAM?
Succession Planning
• Process and preparation.
• Training and development
aligned with business strategy.
• Targeted to close competency
gaps.
BIZLIBRARY.COM
Phases Pre-Promotion Post-Promotion
Consideration Exploration Transition Adoption
Time Frame 1+ Year 1 Year or Less 1st 100 Days 6-18 months
Focus Selection Roles and
Responsibilities
Processes
and
Procedures
Professional
Identity
Information
Activities • Seminars
• Informational
interviews
• Job
shadowing
• Focus groups
• Training
(Formal &
Informal)
• Acting
Manager
• Job Rotation
• Project
Manager
• Training
(Formal &
Informal)
• Mentoring
• Networking
• Training
(Formal &
Informal)
• Mentoring
• Feedback
• Peer
Evaluation
A Succession Plan for First Time Managers, Maria Plakhotnik and Tonette S. Rocco,
T&D Magazine, December 2011
BUILD A NEW MANAGER CURRICULUM
WHAT IS SUCCESS?
HOW DO YOU KNOW?
WHAT ARE THE KEY
COMPETENCIES?
WHAT ARE THE
SUPPORTING BEHAVIORS?
WHAT ARE THE GAPS?
MOTIVATE
DRIVE
OUTCOMES
ACCOUNTABILITY BUILD
RELATIONSHIPS
MAKE
DECISIONS
CONTINUOUS
LEARNING
GREAT MANAGERS
MOTIVATE
Communicating mission and vision.
Understanding individuals.
Emotional intelligence.
Listening skills.
DRIVE OUTCOMES
Handling difficult situations.
Developing others.
Performance management.
ACCOUNTABILITY
Setting clear goals.
Delegation.
Continuous feedback.
BUILD RELATIONSHIPS
Win trust.
Earn credibility.
Communication.
Encouraging teamwork.
MAKE DECISIONS
Setting priorities.
Thinking analytically.
Establishing focus.
Learning agility.
Consistently curious.
Ask and ask for questions.
CONTINUOUS LEARNING
LEARN WHILE YOU WORK
work while you learn • Job rotation.
• Task force or project team.
• Action learning.
• Mentoring.
LEADERSHIP management
LEADERSHIP
• Articulating vision
• Inspiring commitment
• Challenging the status quo
MANAGEMENT
• Focus on short term results
• Compliance
• Work within procedures
&
Management is doing things right. Leadership is doing the right things.
Peter Drucker
ENGAGES
STRONG
NETWORKS
SHARING
AND
INFLUENCE
CONTINUOUS
LEARNING
SOCIALLY
LITERATE
FACILITATOR
OF
LEARNING
What leadership model is right for your organization?
LEGAL AWARENESS
Legal responsibilities as a manager.
Employment laws, practices and regulations.
• Sexual harassment
• Disability
• Substance abuse
• Privacy
• FMLA
• Workplace violence
CHECK OUT BIZLIBRARY’S NEW SERIES
HR LAW FOR MANAGERS!
FOCUS ON GOOD MANAGEMENT PRACTICES
1. The transition to new manager is difficult. By being
prepared and planning ahead we can help our
employees succeed.
2. We should look at succession planning and leadership
at all levels of the organization.
3. Build a curriculum and development plan based on
what success looks like in your organization. Your plan
should include management and leadership
competencies and the basics of HR Law.
KEY POINTS
BIZLIBRARY.COM
QUESTIONS
Use the Q&A
box in the lower
right hand
portion of your
screen.
LEARNING OBJECTIVE TIME FRAME DEVELOPMENT ACTIVITIES
Understanding Your New
Role and Responsibilities
First 30 days eLearning Course: First
Time Manager –
Understanding a
Manager’s Role
eLearning Course: First
Time Manager – Meeting
Expectations
Video: Going From
Coworker to Boss
Becoming a Successful
Manager
Bi-weekly – First 12 months Meet with Mentor
HR Law- What You Need
to Know
First 90 days Video Series: HR Law for
Managers
Leadership –
Collaboration
First 30 days Video: Collaboration
Creates Value
BUILD A NEW MANAGER CURRICULUM
BIZLIBRARY.COM
Course: Going from Coworker to Boss
Target: New Managers
Duration: 5 minutes
Course Title:
What to Say When: Haunted by
the Ghost of Your Predecessor
Target: New Managers
Course Title:
HR Law for Managers Series
Target: Managers
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