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Sink or Swim? Supporting the Transition to New Manager. Webinar 08.07.14

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60% of frontline managers fail within the first two years in their role. 26% felt they were not ready for the role, and 58% reported receiving no management training. What can you do to turn these …

60% of frontline managers fail within the first two years in their role. 26% felt they were not ready for the role, and 58% reported receiving no management training. What can you do to turn these numbers around?

This one-hour webinar is best suited to people who need to develop specific strategies and tactics to help new managers succeed. A crucial element to success is training as your newly promoted managers transition to roles that require new, and frequently unfamiliar, skills and competencies.
Topics we'll discuss:
•Change Management
•Leadership
•Communication
•Coaching
•Collaboration
•Supervision

More in: Career
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Transcript

  • 1. sink or swim? SUPPORTING THE TRANSITION TO NEW MANAGER
  • 2. 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.
  • 3. 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
  • 4. 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
  • 5. 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 201126%
  • 6. ...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
  • 7. TASK ACCOMPLISHMENT INTERACTING WITH PEOPLE SOURCE: FROM BUD TO BOSS: SECRETS TO A SUCCESSFUL TRANSITION TO REMARKABLE LEADERSHIP BY KEVIN EIKENBERRY AND GUY HARRIS
  • 8. 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
  • 9. MANAGEMENT GROUP FUNCTIONAL GROUP WHICH TEAM?
  • 10. Succession Planning • Process and preparation. • Training and development aligned with business strategy. • Targeted to close competency gaps.
  • 11. 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
  • 12. 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?
  • 13. MOTIVATE DRIVE OUTCOMES ACCOUNTABILITYBUILD RELATIONSHIPS MAKE DECISIONS CONTINUOUS LEARNING GREAT MANAGERS
  • 14. MOTIVATE Communicating mission and vision. Understanding individuals. Emotional intelligence. Listening skills.
  • 15. DRIVE OUTCOMES Handling difficult situations. Developing others. Performance management.
  • 16. ACCOUNTABILITY Setting clear goals. Delegation. Continuous feedback.
  • 17. BUILD RELATIONSHIPS Win trust. Earn credibility. Communication. Encouraging teamwork.
  • 18. MAKE DECISIONS Setting priorities. Thinking analytically. Establishing focus.
  • 19. Learning agility. Consistently curious. Ask and ask for questions. CONTINUOUS LEARNING
  • 20. LEARN WHILE YOU WORK work while you learn• Job rotation. • Task force or project team. • Action learning. • Mentoring.
  • 21. LEADERSHIP management LEADERSHIP • Articulating vision • Inspiring commitment • Challenging the status quo MANAGEMENT • Focus on short term results • Compliance • Work within procedures &
  • 22. Management is doing things right. Leadership is doing the right things. Peter Drucker
  • 23. ENGAGES STRONG NETWORKS SHARING AND INFLUENCE CONTINUOUS LEARNING SOCIALLY LITERATE FACILITATOR OF LEARNING
  • 24. What leadership model is right for your organization?
  • 25. 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!
  • 26. FOCUS ON GOOD MANAGEMENT PRACTICES
  • 27. 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
  • 28. BIZLIBRARY.COM QUESTIONS Use the Q&A box in the lower right hand portion of your screen.
  • 29. 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
  • 30. 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