new manager program · 2019-07-06 · listen and encourage reassure about skill capability...

New Manager Program

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New Manager ProgramParticipant Workbook

Name

Trio Member emails

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http://rework.withgoogle.com


Agenda

Day 1 Day 2

Kick-off Speaker

Introductions

Mindset & Values

Manager Transition

Coaching

Lunch Lunch

Emotional Intelligence

Skill / Will

Feedback

Decision Making

Closing

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Turning Values into Mindsets You Can Practice

InstructionsNow that you’ve identified your own most important values, consider the following:● Which value(s) currently influence the mindset with which you manage your team? ● Are there others on your list that you can intentionally practice as a mindset?

○ What might this look like in action? ● In your role as a manager, when are your values challenged?

Please use the table below to reflect and jot down your ideas:

Values (as Mindsets) What does it look like in action? When is this value challenged?

My highest value is:

My 2nd highest value is:

My 3rd highest value is:

Another value I’d like to practice as a mindset is:

Another value I’d like to practice as a mindset is:

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How can I cultivate compassion?

● Ask how you can help, don’t assume you know what’s wanted

● Look for commonalities with your directs

● Encourage cooperation instead of competition in your team

● Cultivate a genuine curiosity about the individuals on your team

● Lead by example- treating others with compassion is contagious!

● Be mindful of boundaries— avoid being an emotional sponge

Emotional Intelligence: Cultivating Empathy & Compassion

“So compassion is empathy in action. It is based on a wholesome desire to connect with others and to meet their needs. The best way to understand what compassion is, however, is to see how it actually leads, in practice, to renewal of both leaders and those around them, and ultimately to sustainable resonance and results”

— Resonant Leadership by Richard Boyatziz & Annie McKee, p. 180

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Ask yourself:

Who in my life do I most need to develop more empathy towards? How might I demonstrate compassion towards them?

Turn to a partner and discuss:

What could you do to increase empathy & compassion towards those you work with? (e.g. your directs, your manager, clients, or your peer colleagues?)

Why cultivate compassion?

● Too much empathy can cause stress & burnout for the empathizer

● Same brain regions are activated in the person suffering & empathizing

● VS. compassion, which instead produces feelings of concern, warmth, and motivation to help the other person

● Compassion training can lower stress hormones, boost immunity, and may even reduce your risk of heart disease



Reinterpreting“How can I take the threat away from this situation?”

Coaching Questions:

Triggers Activity with Trios

InstructionsThink back to a situation at work when you experienced high stress, and/or negative emotion — to the extent that your ability to perform was compromised.

Jot down● What were you experiencing? Were there any physiological signs?

● Could you pinpoint what triggered you [at the time]?

● What did you try to do? How did it go?

In your trios, take ~ 2 mins each to share your experiences

“When you change the way you look at things, the things you look at change.”— Max Planck (1858-1947)

Four Types of Reappraisal

Reordering“I’m going to think about the value I’m putting on this”

Coaching Questions:

Repositioning“I’m going to consider this from another perspective”

Coaching Questions:

Normalizing“It’s OK because others feel this way too”

Coaching Questions:

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Skill / Will Requires You to:● Assess - diagnose the capability of the person working on the task.● Adapt – flexibly use a range of management styles and understand the different ‘levers to be moved’

when applying the various techniques.● Collaborate – work with your report to agree on the management support they need from you.

Questions to assess capabilities:1. Has the task been clearly defined; do we know what success looks like?2. Is there an existing ‘best practice’ approach for this task?3. What evidence is there that (i) the person has done a similar task, or (ii) shown the knowledge and skills

required for the ‘best practice’ approach to the task?4. Does the person have any transferable skills that they can use on this task?5. Has the person got the ‘will’ (i.e. belief and determination) to do this task well?6. Does the person lean towards a growth or fixed mindset? e.g. How do they react in the face of

challenges?

Key Points● Skill / Will is something that you do with people – not to them!● People need clear direction at the start of a task – not necessarily on ‘how’ to do the task, but where to

go to find out. That’s not micromanagement!● Don’t mistake confidence for ability.● Ignore your top performers (C4) and they will get bored.

Skill/Will Matrix

Instruct (MS1) Develop SkillGive direction; teach or show howCheck for understandingFollow up

Empower (MS3) Boost ConfidencePull ideas from the individualAsk open-ended questions; coachListen and encourageReassure about skill capability

Challenge (MS4) Go BeyondAllow them to take the leadAsk to be kept informedSet new goals with themChallenge them

Guide (MS2) Show you careFind things to praiseLead with your ideas and explain rationaleConsult and listenMake the final decision

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C1 C4

C3C2



AssessWhat is the goal? What’s the task you’re asking them to accomplish?

What’s their level of:

…to do the task?

[Circle] Their capability level for this task: C1 C2 C3 C4(hints on previous page)

Adapt

[Circle] Management style currently used: MS1 MS2 MS3 MS4

[Circle] Style that should be used: MS1 MS2 MS3 MS4

Is there need for a change in the style?

CollaborateWhat are you going to do about the situation?

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Mark one cell per row with an “X” Low/Variable High

Knowledge & Skill

Confidence (Will)

Motivation (Will)

Collaboration: Skill/Will Activity Worksheet



Amy Gallo, December 19, 2012 Harvard Business Review

Harvard Business Review. “How to Manage Your Former Peers” by Amy Gallo, December 19, 2012. https://hbr.org/2012/12/how-to-manage-your-former-peer/

Paste article text here once you’ve received permissions from [email protected]

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How to Manage Your Former Peers



Navigating Your Manager Transition

1. (On your own) Are you managing any former peers in your new role?

(The following questions can be answered even if you are not currently managing former peers)

a. How effective have you been so far in handling the transition?

b. What has been the most challenging? How might you overcome these obstacles?

c. What, if anything, might you do differently moving forward?

d. Who can you go to for coaching or support during this transition?

2. (In your trio) Share the circumstances around the transition into your new manager role.

Discussion questions:

a. Did anyone receive some good advice surrounding the transition?

b. In what ways has your manager been supportive? How could you ask/influence him or her for further support, if necessary? (Or, someone else?)

c. Does anyone have notable stories about managing former peers (i.e. addressing competitors, experimenting with your new persona)?

d. Did the HBR article resonate with you? Why or why not, specifically?

e. What have you gained or found rewarding in the transition to your new role?

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Coaching Skills and GROW Model

1. Be fully present for and focused on the coachee

2. Be aware of your own mindset and that of the coachee

3. Practice empathic listening (aka active or reflective listening)

4. Ask open-ended questions to facilitate coachee’s own insight

Less:WHY

Info Questions:WHO, WHEN, WHERE

Best Questions: WHAT and HOW

Stage 1–GOAL Stage 2–REALITY Stage 3–OPTIONS Stage 4–WILL

Help coachee articulate a specific meaningful goal, including what success would look like. It's rare to uncover the most meaningful / impactful goal in the first telling. It is the coach's job to delve more deeply to clarify the goal further.

Help coachee articulate the “here and now” so s/he can map the journey to the goal. Watch for trying to gather too much data; as coach you only need to understand general dynamics, how coachee interprets the situation, and the impact on him/her. Provide objectivity and invite coachee to see the situation from different angles.

Help coachee brainstorm a list of potential actions to move toward goal. Go for quantity rather than quality of ideas; quality eval comes later. Encourage creativity and brainstorm ALL potential ways to achieve goal before deciding on actions. Offer your ideas after coachee exhausts his/hers. Attribute equal weight to all ideas.

Help coachee determine specific action plan s/he “owns” and follows to achieve the goal. This stage is about forward momentum and converting the discussion to a decision. Allow coachee to select relevant actions and decide how they want to be accountable.

SAMPLE QUESTIONS

What do you want, desire, or need to overcome?What are your interests, values and motivations?What will success or achievement look or feel like?When will you know you have succeeded?How will you know you have succeeded?How important is this to you?

Where are you now with this topic?What makes you think that?What would your peers say about it?What obstacles are currently in the way of your success?What resources do you need to achieve your goal?

If your biggest obstacle wasn't there, what would you do?If you had endless resources, what would you do?What would your best friend, manager, or peer want or do in this situation?What can you do right now to further develop skills that would be useful in reaching your goal?What have helpful mentors done that has helped you progress?

What will you do?On a scale of 1-10, how committed are you to doing this? (If 6 or below, ask what would bring them to an 8-10.)What obstacles could arise? How will you overcome them?When will you start?How will you and I know it’s been achieved or completed?Who will you ask for feedback after you’ve taken action?What advocacy would help? How can I provide more support towards your development?

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Focused attention on coaching is more important than the time spent. What matters most is listening so the other person feels heard. Eliminate distractions and cultivate a sense of presence in the moment.

— Ed Batista, Keys to Coaching Your Employees, Harvard Business Review (March 2014)



Coaching practice in trios

Practice (12 mins per round)

● Choose COACH, COACHEE and OBSERVER roles

○ COACH: Coach the COACHEE

○ OBSERVER: Watch and take notes

● When time is up, debrief. Then, switch roles.

Debrief (3 mins per round)

● Debrief roles:

○ OBSERVER: share your observations and feedback

○ COACHEE: share feedback including biggest strength and biggest development area for this Coach

○ COACH: write down what you learned - what do you want to remember from this session?

Round Coach/Observer notes

1

2

3

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Feedback

Write down the two most impactful pieces of feedback you've given to a member of your team in the last month (or longer if necessary).

How did you deliver this feedback?

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Preparing for a Feedback Conversation

Instructions: Think of a direct report (or someone else) that you have feedback you would like to deliver to them and then answer the following questions:

1. What is your intention in sharing this feedback with them?

2. What would be a successful outcome of this feedback conversation?

3. What was the SITUATION?

4. What was the BEHAVIOR (what did the person do)?

5. What was the IMPACT of the behavior on you and/or others?

6. What data do you have to support what you will say?

7. If you are emotionally charged about the feedback, how can you personally prepare for the conversation? What words can you use to start the conversation? Where and when will you have the conversation?

8. How might they react or respond to this feedback? How will you prepare for this?

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“The bugle blast of evaluation can drown out the quieter melodies of [advice] and appreciation. The evaluation conversation needs to take place first...We can’t focus on how to improve until we know where we stand (44).”

— Thanks for the Feedback by Douglas Stone & Sheila Heen (2014)



Try it in Trios: Using SBI

On your own:

● Reflect & prepare using questions in workbook (5-10 mins)

In NEW trios, take turns playing the roles of Manager, Direct, and Observer:

● Manager Explain context to trio members (2 mins)

● Manager & Direct Practice feedback conversation (5 mins)

● Observer & Direct Give at least 1 suggestion or observation (2 mins)

● Manager & Direct Practice the feedback conversation again (5 mins)

● ALL Debrief and provide meta-feedback (5 mins)

Round Direct/Observer notes

1

2

3

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Decision Making Styles

Style Could sound like... Best Suited For...

Tell Let’s do X.

• Time critical; leader retains all control of final decision

• Simple decision that needs to be acted on quickly

• Limited impact to team

• Leader has sufficient data or knows pertinent information

• Members’ interests or objectivity will be compromised

ConsultThanks for your input. I propose X. Anyone disagree?

• Time critical; leader retains all control of final decision

• Ideas that need to be tested across the team

• Decision has greater impact on team, so involvement is necessary

• Members or others have expertise

• Leader has ideas they explicitly want input on before deciding

• Decision that needs greater buy-in and support

DelegateI'd like [Person A] to look into this then tell me [the options/what you decide].

• Less time sensitive; decision best handled by smaller group without

entire team’s input

• A need for parallel tasks and speed is critical

• Smaller group has competence and motivation to take on the decision

• Decision/task will develop the individual

ConsensusI'd like everyone to get on the same page about X.

• Less time sensitive; decision needs to be jointly owned and supported by

team

• Decision requires input from across the team

• Outcome will directly impact the team in significant ways

• Decision may not be implemented unless the team feels they have had a

significant contribution in the decision-making process

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Owner control

SharedInfluence & Ownership

Consult Delegate Consent/Consensus

Tell/Sell

Owner decides

Team members decide & share

ownership

Accountability



Decision Making: Desert SurvivalIt is approximately 10:00 A.M. in mid August and you have just crash landed in the Sonora Desert in the southwestern United States. The light twin engine plane, containing the bodies of the pilot and co-pilot, has completely burned. Only the airplane frame remains. No one else has been injured.

The pilot was unable to notify anyone of your position before the crash. However, he had indicated before impact that you were 70 miles (112 km) south-southwest from a mining camp which is the nearest known habitation, and that you were approximately 65 miles (104 km) off the course that was filed in your VFR Flight plan.

Place a #1 by the most important item, #2 by the second most important, through #15, the least important:

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Equipment Your rank Team Rank Expert Rank Team Error Points

.45 Caliber Pistol (loaded)

1 Quart (.95L) of Water Per Person

1 Top Coat Per Person

2 Quarts (1.9L) of 180 Proof Vodka

“Edible Animals of the Desert” Book

A Pair of Sunglasses Per Person

Bottle of Salt Tablets (1000 tablets)

Compress Kit with Gauze

Cosmetic Mirror

Flashlight

Jackknife

Magnetic Compass

Parachute (red and white)

Plastic Raincoat (large size)

Sectional Air Map of the area

Instructions:1. Individually decide on strategy (1 mins)2. Meet with team to agree on strategy (4 mins)3. Individually rank items (5 mins)4. With Team: Choose 2 facilitators — one for first half and one for second half

○ Agree ranking of items (with first facilitator) 10 minutes○ Process Break (5 minutes)○ Continue discussion (with second facilitator) 10 minutes



“I need to slow down my reactive responses.”

“What I see is one perspective.”

“Those who differ see something I may have missed.”

“I’m willing to suspend my agenda so I can better listen to other’s views.”

“I need to consider the unintended impact I may be having on others.”

“I’m seeking to validate my own thinking as well as others.”

“Our purpose is to make the best informed decision for the company.”

“I’ve got to push my point harder, they don’t get it.”

“What I see is how it is.”

“I’m confident I know what’s best (and they don’t.)”

“I know that I’m right and it’s my job to convince them.”

“They are only interested in what’s in it for them.”

“I’m getting angry and it’s their fault.”

“If they can’t understand what I’m telling them, then they’ll need to figure it out for themselves.”

Overcome Bias with Reappraisal

Collaborative MindsetKnow and Feel to Overcome

Cognitive & EmotionalAttitudes That Impede

▪ State views directly, while open to influence

▪ Be explicit about your reasoning, interests, concerns & conclusions

▪ Offer examples

▪ Make points one at a time

▪ Test your understanding

▪ Solicit a range of ideas

▪ Explore other’s reasoning, concerns and interest

▪ Encourage challenge, questions and feedback

Advocacy Inquiry

▪ Synthesize the others’ views in your own words

▪ Test your understanding of the others’ concerns

▪ Capture their full meaning; express their situation

Summary

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Decision Making Framework

Step Approach Relevant Principles

WhatWhat are you solving for and are the objectives clear to everyone?

• Address root causes, not situational fixes• Establish priorities for what to tackle (and what's

out of scope) • Anticipate outcomes by defining success criteria

at the onset• Consider ways to simplify or tweak existing

structures and look for solutions that scale

WhyWhat’s at stake (if you do it or don’t do it) and why is it important?

• Does it solve a business need and/or good for the company longer term?

• Is this a good use of time?• Does this fit in with other current priorities?

Who Is everyone clear who the decision maker is?

• Default to open: listen and ask questions• Be generous with providing context—it’ll enable

others to do their jobs better• Give people the benefit of the doubt and assume

positive intent

HowHow will the decision be made? (e.g., consensus driven; how will data be used)

• Define your exception criteria (which should rarely apply)

• Make tradeoffs explicit• Help scale good judgment by communicating the

rationale for the decision after it is made

When When can people expect a decision?

• Be transparent about what decision was made and how it will be communicated

• If elements of the decision making process change or are delayed, communicate that to all stakeholders

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Clarifying Roles, Responsibilities and Decision Making:

R Who is Responsible?

The person who is assigned to do the work

A Who is Accountable?

The person who makes the final decision and has the ultimate

ownership

C Who is Consulted?

The person who must be consulted before a decision or action is taken

I Who is Informed?

The person who must be informed that a decision or action has been

taken

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Add Clarity to Decisions with RACI



Action Planning

1. In what area would you like to grow as a manager over the next 6-12 months?

2. What strengths do you already possess in this area?

3. What do you need to focus on, develop or get better at?

4. What are 1-2 activities and/or resources that would help you develop most in this area?

5. What’s a good next step to get this going?

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Appendix

Table of Contents:● Values-Based Leadership● Values Reflection● The Manager Role● Getting to Know Your Direct Reports● Project Oxygen

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Values-Based Leadership

Instructions First, go through this list and circle the personal values that resonate most with you. Next, narrow the list down to 10 or fewer. Finally, rank and number your personal list in order of importance to you.

DisciplineDiscretionDiversityDynamismEconomyEffectivenessEfficiencyEleganceEmpathyEnjoymentEnthusiasmEqualityExcellenceExcitementExpertiseExplorationExpressivenessFairnessFaithFamily-orientednessFidelityFitnessFluencyFocusFreedomFunGenerosityGoodnessGraceGrowthHappinessHard WorkHealthHelping SocietyHolinessHonesty

HonorHumilityIndependenceIngenuityInner HarmonyInquisitivenessInsightfulnessIntegrityIntelligenceIntuitionJoyJusticeLeadershipLegacyLoveLoyaltyMaking a differenceMasteryMeritObedienceOpennessOrderOriginalityPatriotismPerfectionPietyPositivityPracticalityPreparednessProfessionalismPrudenceQuality-orientationReliabilityResourcefulnessRestraintResults-oriented

RigorSecuritySelf-actualizationSelf-controlSelflessnessSelf-relianceSensitivitySerenityServiceShrewdnessSimplicitySoundnessSpeedSpontaneityStabilityStrategicStrengthStructureSuccessSupportTeamworkTemperanceThankfulnessThoroughnessThoughtfulnessTimelinessToleranceTraditionalismTrustworthinessTruth-seekingUnderstandingUniquenessUnityUsefulnessVisionVitality

“As I tell my students, becoming the best kind of leader isn’t about emulating a role model or a historic figure. Rather, your leadership must be rooted in who you are and what matters most to you. When you truly know yourself and what you stand for, it is

much easier to know what to do in any situation. It always comes down to doing the right thing and doing the best you can.”-Harry M. Jansen Kraemer Jr., Kellogg School of Management

AccountabilityAccuracyAchievementAdventurousnessAltruismAmbitionAssertivenessBalanceBeing the bestBelongingBoldnessCalmnessCarefulnessChallengeCheerfulnessClear-mindednessCommitmentCommunityCompassionCompetitivenessConsistencyContentmentContinuous ImprovementContributionControlCooperationCorrectnessCourtesyCreativityCuriosityDecisivenessDemocraticnessDependabilityDeterminationDevoutnessDiligence

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Values-Based Leadership Reflection Questions

Below are some questions that may help you differentiate values that simply resonate with you from those that you truly live and breathe, as well as how you might adjust them, given certain circumstances. Reflecting on these questions and the top 10 values should help you rank them and ideally narrow down your top 3.

“Personal leadership is the process of keeping your vision and values before you and aligning your life to be congruent with them. -Steven Covey

● What are your top 3? Briefly describe what they mean to you— we will revisit in class.

● If you awoke tomorrow morning with enough money to retire very comfortably, would you continue to live these values?

● Would you want to hold these values, even if they became a disadvantage or you could be penalized for them?

● Do other people you work with know what you value? How do they know?

● Are there any gaps between what you say you value and what you do (how you act)? If so, how do you account for this gap? When does it occur?

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Your Role as a People Manager

Being a good manager means helping your team achieve its results. It also means rolling up your sleeves and getting the work done on an individual level.

With a check mark, (✔) indicate the areas/behaviors in the table below that you feel like you’re already doing well in. Then, circle the areas/behaviors that you could focus more on in your development as a manager.

Lead Coach Advocate Deliver Results Administer

Deliver a shared vision and encourage the team to achieve that vision.

Assist team members in setting and meeting their individual development goals, improving performance, and leveraging skills.

Remove roadblocks, build the team's credibility, and positively represent the team to others at the company.

Help the team as a whole be more productive than they would be working individually.

There are tactical things at times that managers need to do.

Behaviors

Develop and communicate a shared vision, strategy, and priorities with input from the entire team

Ensure the team's work is aligned to short- and long-term company objectives

Motivate and inspire direct reports

Model our culture and positive behavior

Encourage and reward innovation and thoughtful risk-taking

Anticipate and initiate change, demonstrate resilience and help the team adapt

Foster transparency in the team; pass information vertically

Set and communicate expectations for new and existing team members

Actively participate in team meetings and conduct regular 1:1s with each direct report

Provide actionable and timely feedback to each member of the team

Actively manage low and high performance

Share your expertise and your network to help build direct’s skills

Learn about direct’s developmental goals, strengths, and interests

Advise and assist in identifying or creating opportunities for growth

Actively reach out to the team to understand their work and accomplishments

Help the team build its credibility and get recognized for its achievements

Represent the team interests, challenges, and needs to other relevant stakeholders

Anticipate and remove barriers to help your team members do their jobs

Shield the team from unnecessary burdens or noise

Take responsibility for team’s results

Set, document, and measure OKRs

Recruit, advance and retain a diverse team

Work side-by-side with team to get things done when needed

Make timely decisions by driving consent; clearly communicate decision-making rationale

Develop criteria to assign projects to the team

Remove silos; encourage inter-team project work and shared goals

Encourage the team to collaborate and discuss and respect diverse perspectives

Evaluate performance of direct reports and actively participate in calibration

Participate in salary planning, bonus, and equity planning

Nominate reports for promotion and communicate committee feedback

Determine optimal allocation of people and financial resources based on need and business strategy

Do the paperwork (approve leaves, timesheets, support transfers, review/approve team expenses)

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Getting to Know Your Direct Reports: Conversation GuideSTEP 1: Set Up the Meeting

Define the purpose of the meeting and set the intent that you want to get to know your directs better. Desired outcomes of the meeting include:

● Getting to know your report● Building the relationship● Understanding the support they would like from you● Sharing of your career development philosophy and what they can expect from you

Set the tone and objective of the meeting:● I’d like to spend some time in today’s meeting getting to know each other better.● We’ve gone through a lot of change recently and I want to understand your work style, your history, what you’re passionate

about, your career interest and goals, and how I can best support you. We won’t cover everything today but I wanted to at least start the conversation.

STEP 2: Get to Know Your Employee

Purpose Start to get to know your employee better and build the foundation of your employee / manager relationship. Remember the purpose is to get to know your employee so listen more, talk less.

Pick the questions that resonate with you. You can also use these questions over several 1:1 sessions.● Personal

○ What are your interests in both work and life?○ Tell me a little about yourself. Your past work experiences. Where you went to school. The types of trainings you’ve

completed.○ What are your hobbies? What do you like to do for fun?

● Work○ What is your dream job in 10 years? Would that be different if money was no object?○ What are some of the accomplishments you are most proud of (personally, in work)?○ What are some of your biggest challenges?○ What do you think are your natural strengths and talents?○ What skills do you currently enjoy using either in your new or old role?○ What are your current developmental goals?○ What skills do you think we utilize? What skills do you feel are unused?

● Working Style○ Tell me about your working style.○ What motivates you?○ How do you like to be recognized?○ Who is the best manager you’ve had and why?○ How do you like to be managed (e.g., likes structure, loves autonomy, works best alone, wants to be part of a team)?

STEP 3: Open Up the Conversation

Purpose While the objective is for you to get to know your direct report, it is important that they get to know you too.

Ask them: Is there anything you want to ask or know about me?

STEP 4: Wrap Up

Purpose Summarize any action items and thank them for their time.

Wrap up the meeting:● Thank you for sharing - I learned a lot about you and really look forward to working together.● I will follow up on ____ as discussed.● Let’s keep this conversation going and remember I am here to support you.

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Project Oxygen

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A High-Scoring Manager …

1. Is a good coach

2. Empowers the team and does not micromanage

3. Expresses interest/concern for team members’ success and personal well-being

4. Is productive and results-oriented

5. Is a good communicator – listens and shares information

6. Helps with career development

7. Has a clear vision/strategy for the team

8. Has important technical skills that help him / her advise the team

Project Oxygen was a study done in 2009 by Google’s PiLab that found there are 8 core attributes that great managers at Google have in common. Research done by Gallup confirms similar attributes.

Gallup 5/12/15 Report: What Separates Great Managers From the Rest



Notes

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Skill/WillActivity Handout(not part of workbook)

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This is a set of 4, enough for 12 participants. Print in color and double-sided.

1 set = 12 participants2 sets = 24 participants 3 sets = 36 participants

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Printing Instructions



[back of first page]



ProjectYou work on a product development team and your team has been asked to go to a senior executive meeting to deliver a presentation about the team’s work. Your goal of the meeting is to highlight all successful projects and the measured impact in just 15 minutes.

You are going to meet with your Manager in your regular 1:1 to discuss the progress that you’re making on the presentation that you’ve been assigned for this quarter. You will work in trios and you will have the opportunity to observe a 1:1 session. The other direct report has been assigned the same task but will be at a different capability stage. Please write down your observations.

InstructionsYou will each play a role based on your handout (flip sheet over, listed on top left corner)● A manager using one of the four strategies (MS1, MS2, MS3, MS4) or ● 2 direct reports at one of the four capability developmental stages (C1, C2, C3, C4)

Stay in your role and don’t tell anyone about it!

Direct Report Briefing Skill/Will



Skill/Will – Activity

Direct Report - C1

You are new to the team and this is the first presentation you will be giving. You’re very excited about working with your team and sharing your ideas. You have started to assemble some of the information that you need to pass on to your team members. This will be the first time that you have discussed the progress of the presentation; so far you’re happy with the way that it’s going.

You hope your manager will provide specific guidance on the parts you are unfamiliar with. You NEED more direction and validation that you are on the right track.

Feel free to be creative, but not unrealistic.

Notes:

C1 C4

C3C2




You are going to meet with your Manager in your regular 1:1 to discuss the progress you’re making on the presentation that you’ve been assigned for this quarter. You will work in trios and you will have the opportunity to observe a 1:1 session. The other direct report has been assigned the same task but will be at a different capability stage. Please write down your observations.






Direct Report - C3

You’ve made presentations like this a number of times but the seniority of the audience is a great deal higher than on any previous occasion. You do not need more specifics or information, and have no big questions about how to do the presentation but you are feeling very apprehensive. You know the detail of what you’ll put in the presentation, you’re just nervous about being in front of this group.


Notes:

Skill/Will – Activity

C1 C4

C3C2



ProjectYou work on a product development team and your team has been asked to go to a senior executive meeting to deliver a presentation about the team’s work. The goal of the meeting is to highlight all successful projects and the measured impact in just 15 minutes.

You are going to meet with your direct report in your regular 1:1 to discuss the progress that he/she is making on the presentation, you can’t be there so this individual will be representing the team. You will work in trios. The other direct report has been assigned the same task but will be at a different capability stage. While you meet with one, the other will observe.



Manager Briefing Skill/Will



Manager - MS1

You have some very clear ideas of what should be in the presentation and you want to tell your Report what those ideas are, to make sure they have everything included. You also have a very single-minded approach to presenting that you want to share with your Report. The important thing for you is that the content is correct and that the delivery matches your personal approach.


Notes:

Skill/Will Activity

Instruct (MS1) Develop SkillGive direction; teach or show howCheck for understandingFollow up

MS1 MS4

MS3MS2

Instruct Challenge

EmpowerGuide



Skill/Will Activity

Direct Report - C4

You have done similar presentations on behalf of the team several times and they have always been a great success. You enjoy doing this as it gives you a great deal of satisfaction when it’s well received by the team.

You hope your manager will appreciate what you have done. You do not need more specifics or more information, and have no questions about the presentation. Encourage your manager to trust that you have it under control.


Notes:

C1 C4

C3C2



Skill/Will Activity

Direct Report - C2

You are finding the whole presentation quite overwhelming. You’ve seen these types of presentations before and been a part of creating them but, never had to do one on your own and although people have suggested that it’s going to be a great experience for you, you don’t see it that way and don’t know where to start.

You hope your manager will provide specific guidance and encouragement. You NEED more information and have questions about how to put together the presentation to his/her standards.


Notes:

C1 C4

C3C2



Manager - MS4

This is not the first time that this Report has put together these types of presentations. In fact, the Report has done a fantastic job in the past and you are confident that the same will happen again this time. You would like to see this presentation outshine all of the others. You believe that’s possible and you want to make sure that there’s no complacency in the approach this time and that the Report is even more committed to delivering an exceptional presentation.

Avoid specific advice and trust that they will work out any issues.


Notes:

Skill/Will Activity

Challenge (MS4) Go BeyondAllow them to take the leadAsk to be kept informedSet new goals with themChallenge them

MS1 MS4

MS3MS2

Instruct Challenge

EmpowerGuide



Skill/Will Activity

Direct Report - C1

You are new to the team and this is the first presentation you will be giving. You’re very excited about working with your team and sharing your ideas. You have started to assemble some of the information that you need to pass on to your team members. This will be the first time that you have discussed the progress of the presentation; so far you’re happy with the way that it’s going.

You hope your manager will provide specific guidance on the parts you are unfamiliar with. You NEED more direction and validation that you are on the right track.


Notes:

C1 C4

C3C2



Skill/Will Activity

Direct Report - C3

You’ve made presentations like this a number of times but the seniority of the audience is a great deal higher than on any previous occasion. You do not need more specifics or information, and have no big questions about how to do the presentation but you are feeling very apprehensive. You know the detail of what you’ll put in the presentation, you’re just nervous about being in front of this group.


Notes:

C1 C4

C3C2



ProjectYou work on a product development team and your team has been asked to go to a senior executive meeting in to deliver a presentation about the team’s work. The goal of the meeting is to highlight all successful projects and the measured impact in just 15 minutes.







Manager - MS3

You are confident that your Report has the knowledge of the team’s work to be able to make a very good impression. You’re also happy that this Report can make (and has made) excellent presentations but you’re aware that there is some nervousness and that they have lost the burning desire to stretch him/herself on the presentation. You are keen to remind the Report of the good presentation track record and the fact that they’ve made numerous similar presentations in the past.

Offer any support you think would be helpful, such as listening to the presentation and offering feedback.


Notes:

Skill/Will Activity

Empower (MS3) Boost ConfidencePull ideas from the individualAsk open-ended questions; coachListen and encourageReassure about skill capability

MS1 MS4

MS3MS2

Instruct Challenge

EmpowerGuide



Skill/Will Activity

Direct Report - C2

You are finding the whole presentation quite overwhelming. You’ve seen these types of presentations before and been a part of creating them but, never had to do one on your own and although people have suggested that it’s going to be a great experience for you, you don’t see it that way and don’t know where to start.

You hope your manager will provide specific guidance and encouragement. You NEED more information and have questions about how to put together the presentation to his/her standards.


Notes:

C1 C4

C3C2



Skill/Will Activity

Direct Report - C4

You have done similar presentations on behalf of the team several times and they have always been a great success. You enjoy doing this as it gives you a great deal of satisfaction when it’s well received by the team.

You hope your manager will appreciate what you have done. You do not need more specifics or more information, and have no questions about the presentation. Encourage your manager to trust that you have it under control.


Notes:

C1 C4

C3C2



Manager - MS2

You want to share your ideas on how to best execute the presentation with your direct report but seek their ideas as well. You’d like the conversation to go two-ways, with lots of give and take. Be supportive and help where needed.


Notes:

Skill/Will Activity

Guide (MS2) Show you careFind things to praiseLead with your ideas and explain rationaleConsult and listenMake the final decision

MS1 MS4

MS3MS2

Instruct Challenge

EmpowerGuide


new manager program · 2019-07-06 · listen and encourage reassure about skill capability...

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