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