beamentor2014may5

5 Cheat Sheets with quick tips on how to give your direct reports

the support and development opportunities they desperately crave

If you feel like you barely have time to do what’s expected of you, much less improve your skills as a manager…

Quick, Practical Guidance and Easy-To-Use Tools… 200+ Cheat Sheets and Videos Packed With ‘In the Trenches’ Advice for Busy Managers

Build Your Leadership Library – Get Your First Module Today!

Module 1: Manage Yourself and Your Career (9 topics) Module 2: Dealing With Overwhelm (11 topics) Module 3: Communicating For Success (7 topics) Module 4: Managing Your Boss (5 topics) Module 5: The Tough Ones: Managing In The Trenches (13 topics) Module 6: Focus On Business Outcomes (11 topics) Module 7: Measures and Metrics (6 topics) Module 8: Making Strong Business Decisions (5 topics) Module 9: Leadership Essentials (8 topics) Module 10: Leading To Inspire and Engage (11 topics) Module 11: High Functioning Teams (6 topics) Module 12: Building For the Long Term - Managing Human Resources (11 topics) Module 13: Effective Meetings and Presentations (8 topics) Module 14: Managing Change (3 topics)

Each module contains multiple 15-minute Videos and 1-2 page Cheat Sheets for several related topics. Choose your first Module today and get instant access to ‘in the trenches’ advice you can apply in real-life workplace situations. Click here now:

www.WilyManager.com/Mentor-Download

http://www.wilymanager.com/mentor-download/

www.wilymanager.com Be a Mentor…Not a Micro-Manager

Be a Trusted and Valued Mentor A Wily Manager Cheat Sheet

Many leaders get the call, and then have to figure out how to mentor someone. Below we discuss:

a) Why you would want to learn how to mentor someone. b) How mentoring someone is different than simply managing someone c) The role of the mentor d) The expectations of the mentee e) The mentoring agreement

Why Learn How to Be a Mentor?

By learning how to mentor someone, you will improve employee retention within your department or organization. An Interim Services study revealed that 35% of employees who did not have a mentor planned to look for a new employer within the next year, while only 16% of those with good mentors indicated the same intention.

Learning how to mentor someone will capture employee discretionary effort. A 2002 University of Georgia study proved that mentored employees perform better, advance more rapidly, and report greater job and career satisfaction.

Learning how to mentor someone can better position you as an employer of choice. A MMHA Managers’ Mentor study discovered that 60% of college and grad students said that the availability of a mentoring program weighed heavily in their decisions regarding selection of an employer.

Mentors and Managers Many leaders don’t bother to learn how to mentor someone, because they believe it is the same as managing people. It is not. Immediate managers provide direction, resources, encouragement, consequences and measures progress. Mentors, on the other hand, provide high-level guidance and help track progress. A manager and an employee have a reporting relationship; a mentor/mentee relationship normally does not have a reporting relationship. Finally, a mentee is under no obligation to accept the feedback or advice offered by a mentor, whereas the feedback and advice offered by a direct supervisor is often not optional. The Role of a Mentor A key part of learning how to mentor someone is to understand the role of this important relationship. As a mentor, you should act as a(n):

Sounding Board Development Coach


Interpreter and Guide Role Model

What the Mentee Expects The other critical component of understanding how to mentor someone is knowing what the other person is expecting of you:

Encourage learning, achievement, and trying new approaches. Mentees value mentors who are good listeners. The mentee expects the mentor to keep their confidences. Mentors who provide specific and honest feedback regarding their performance. Mentors who suggest strategies for specific work challenges. Most of all, participants want mentors who care about them and want them to

succeed. The Mentoring Agreement A very useful tool for learning how to mentor someone is the Mentoring Agreement. There are a variety of different formats for Mentoring Agreements, but here are some standard category contents for a mentoring agreement:

Purpose Responsibilities of the mentor and the mentee Measures of Success of the mentoring relationship. Barriers Ground Rules Meetings

(See the Mentoring Agreement Template on the next page) 3 Things to Remember about Being a Trusted and Valued Mentor

1) Don’t bother if you are not committed. A mentoring relationship will take some time and energy. If you are unwilling to make that investment, you should decide early on NOT to do so.

2) It’s about accelerating development. Mentoring relationships are intended to advance the career of the mentee, and skill building. If you are uncomfortable in such a role, you should not volunteer.

3) Use a mentoring agreement. A bit of structure can advance the relationship significantly.


Mentoring Agreement Worksheet

Mentor: ________________ Mentee: _______________________

Purpose—Why are we here?

Review Frequency: 1st Review Date:

Responsibilities—What are we responsible for doing with respect to this relationship? Mentee:

Mentor:


Performance Measures—What do we want to achieve, and how will we achieve it? How will we measure our success?

Barriers—What might make achieving our goals difficult?

Barriers?

How will we overcome the barriers?

Ground Rules—How will we conduct ourselves when we meet?

How we treat one another:

How we handle meetings:


Signatures: _________________________ __________________________ Mentor Mentee

Meetings—How will we run our meetings?

When will we meet, and how often?

Who will lead the meetings?


Help! I’m a Micro Manager A Wily Manager Cheat Sheet

What’s Wrong With Being a Micro-Manager?

You are creating unnecessary work for yourself and others, and therefore wasting resources

You could be negatively affecting turnover You are destroying discretionary effort and thereby reducing productivity You will burn yourself and others out

How People Become Micro-Managers

They were great individual contributors, but never transitioned to being a leader They have perfectionist tendencies They are insecure in their role as a leader They are control-freaks

How do I Address This?

1. Clearly Define Expectations

Put written performance agreements in place Define the boundaries of people’s jobs and determine what level of authority they

can have

2. Experiment With Giving People More Authority

Define outcomes; allow people to determine methods Start small if necessary Ask for progress reports

3. Leadership Development

Find ways to improve your ability as a leader. Dedicate time to focus on leadership issues as opposed to the detail or the work

200+ Cheat Sheets and Videos Packed With ‘In The Trenches’ Advice For Busy Managers

Choose Your First Module Today!




High Impact Development A Wily Manager Cheat Sheet

The most significant development for managers and executives takes place ON THE JOB (i.e. not through training or coaching/mentoring). However training is what is most commonly offered.

Why most training is useless:

86% of people who attend training do nothing to apply what they have learned Typically only 10% of non-customized course content is relevant to an organization

Don’t default to training activities for yourself or your directs when building development plans! If you do use training, think about what you are going to do to ensure that what is taught is actually applied.

High impact development activities include:

Special project/Task force: Discrete project assignment aimed at a specific outcome.

Fix-it: Turn around, restructure and stabilize a failed operation, project, or organization, or customer relationships.

Start-up: Building something from nothing or almost nothing. Small strategic assignment: Examples include doing a competitive analysis;

writing a proposal for a new product, system, etc.; writing a speech for someone higher up; writing a policy statement or summarizing a new trend/technique and presenting it to others.

Deepening functional skills: Changing from a generalist type assignment to a more specialized job/role that requires/builds very deep functional expertise.

Stretch job beyond ‘hip pocket’ functional skills: Changing job/role/career to a functional discipline fundamentally different from previous work experiences; may include a cross-functional assignment.

Significant change leadership: Leading the efforts to design and implement major change to the company’s key business processes and core capabilities.

Mentoring: Receiving personal coaching, counsel and perspective from a valued/trusted and influential leader. Being a mentor for someone else.

Build a team: Assembling & aligning a team of unique talent and skill sets to achieve a stated vision and strategy. Maybe a project team.

Coaching assignments: Teach someone how to do something they are not expert in; design a training course.


How to Give Quality Feedback A Wily Manager Cheat Sheet

Why should you give feedback?

To confirm a course of action, performance or behavior To correct specific behavior or performance To have a behavior or performance carry on Use as a performance management tool to enhance performance

There are 5 steps for giving quality feedback:

Step 1: Context Tell them what you’re going to tell them

Tell them what’s coming – don’t leave them guessing Don’t just start talking, and leave them to figure it out on their own “I’d like to offer some feedback on…”

Step 2: Clarify Describe in specific, measurable and observable terms and tell them why it’s important

Generalities don’t work Have your facts straight Describe observable behaviors Use measures wherever possible Tell them why this is important What is the impact on you and on others? How does it relate to high level goals and objectives

Step 3: Create Ask for feedback on the feedback and brainstorm actions to improve or do better

Ask lots of questions Guide them through the feedback Give an opportunity to respond Brainstorm actions to improve or do better

Step 4: Confirm Agree on action steps forward, and determine exactly what will happen next

Make sure you agree on what will happen next, even if it is to maintain the status quo

Reinforce continued good performance Describe what future outcomes you’d like to see

Step 5: Close Express confidence and support

Everyone should leave the meeting with a clear idea of what they need to do next Reinforce your confidence in the recipients ability to be successful Describe how you will support them in their efforts to improve


Good Boss, Bad Boss: Be a Better Boss A Wily Manager Cheat Sheet

Why care about Leadership?

Retention – Unwanted turnover = 1.5 – 2.5 annual salary Capturing Discretionary Effort – What the value of 10% more productivity? How

about 100% more? Less stress

Realities of being the Boss

You are under a microscope The blame you get, and the credit you get are both exaggerated Most people land in leadership roles because they were good technicians or

practicioners of their work Leaders underestimate the impact they have on others

5 Things you can do right now to be a better Boss

1. Be a better listener

Take the time Don’t multitask (especially PDAs) Seek to understand… not to plan your response Paraphrase without being a parrot

2. Be a Teacher

It may take more time in the short-run Don’t micro-manage Tell people why Connect them to something bigger

3. Give and receive feedback in abundance

Look for opportunities to offer feedback on a daily basis Ask your direct reports for feedback frequently – and act on it Offer both positive feedback, and corrective feedback

4. Be crystal-clear in your expectations

Write important expectations down formally at least once per year


Constantly reinforce expectations Use several different media to describe important expectations Practice what you preach at all times

5. Provide consequences for both good and poor performance

People will do what gets reinforced You are currently getting the performance you are asking for Be absolutely consistent with consequences Apply consequences to reinforce both good and poor performance

200+ Cheat Sheets and Videos Packed With ‘In The Trenches’ Advice For Busy Managers

Choose Your First Module Today!



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