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Dealing with Being a Boss for the 1st Time
I’m a Boss?
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Objectives/Agenda
• Common challenges for any new “boss”
• Strategies and tools for outstanding “bosses”
• Speed Round
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Discussion
• Who is a “boss”?
• What makes a “boss” outstanding?
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Inspiration?
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You know enough to be a good boss,
but probably not enough to be an outstanding “boss”
Challenge #1
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Discussion
• What resources – training courses, columns or other written information – should you regularly consult to be an outstanding leader?
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Suggested Resources• Books
– Becoming a Manager – Linda Hill– What Got You Here Won’t Get You There – Marshall Goldsmith– The One Minute Manager – Ken Blanchard
• Publications– Government Executive– Fast Company – Washington Post – Fed Page, Federal Eye, Federal Worker Page, On Leadership– Harvard Business Review– Fortune
• Web Sites & Newsletters– Harvard Business Review Blogs (http://blogs.hbr.org/)– The Federal Coach (http://views.washingtonpost.com/leadership/fedcoach/) – The Partnership’s Daily Pipeline (http://www.ourpublicservice.org/)
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Your agency will provide basic support, but you’ll need to find
your own resources
Challenge #2
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You Can – Should – Phone a Friend
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Discussion
• Who should you include in your network of resources if you are to be an outstanding “boss”?
• How should you establish that network?
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Suggested Network – Beyond YGL and GovLoop
• Your boss• HR• Your peers• Experienced leaders
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Your team is the best source of information about
being an outstanding “boss,” but they’ll never tell you
Challenge #3
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You Don’t Need to Have All of the Answers
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Discussion
• How can you establish open, honest, two-way communication with your team about your leadership approach?
• What do you do with the information they provide?
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No ONE Approach Will Work• What is the one thing I do that helps you perform your job?
• If you could get me to stop doing one thing, what would it be?
• How can I help you perform your job more effectively?
• What can I do to support your professional growth and development?
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It Really Is Just the Start…• Report back and be honest about your feedback
• Outline your plan of action and solicit additional advice
• Remind your team when you try something new and ask whether it’s working or not
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You’ll deal with more personal problems than you ever imagined, but delivering constructive feedback may
the most difficult thing you do
Challenge #4
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There Are No Easy Answers
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Discussion
• How can you avoid the mistakes of the past and deliver effective feedback and coaching to your team?
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Suggestions for Delivering Feedback
• Spend twice the amount of time preparing as delivering– Diagnose key performance themes – challenge yourself– Identify specific examples and provide results-oriented feedback
(i.e., when you did X, the results was Y)– Outline Specific-Measurable-Actionable-Realistic-Timely (SMART) goals
• Write down your feedback so that you’re not taken off-course
• Before delivering feedback, ask each team member about his/her own perceptions of performance
• Outline your SMART goals, and enlist their help in developing a final list of goals
• Bring a box of tissues
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Don’t Feel Like You Should, “Hug it out….”
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Speed Round
Stump the FedCoach andYour YGL/GovLoop Colleagues