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Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
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Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time



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  • 1. I’m a Boss?
    Dealing with Being a Boss for the 1st Time
  • 2. Objectives/Agenda
    Common challenges for any new “boss”
    Strategies and tools for outstanding “bosses”
    Speed Round
  • 3. Discussion
    Who is a “boss”?
    What makes a “boss” outstanding?
  • 4. Inspiration?
  • 5. Challenge #1
    You know enough to be a good boss, but probably not enough to be an outstanding “boss”
  • 6. Parenting
  • 7. Discussion
    What resources – training courses, columns or other written information – should you regularly consult to be an outstanding leader?
  • 8. Suggested Resources
    Becoming a Manager – Linda Hill
    What Got You Here Won’t Get You There – Marshall Goldsmith
    The One Minute Manager – Ken Blanchard
    Government Executive
    Fast Company
    Washington Post – Fed Page, Federal Eye, Federal Worker Page, On Leadership
    Harvard Business Review
    Web Sites & Newsletters
    Harvard Business Review Blogs (
    The Federal Coach (
    The Partnership’s Daily Pipeline (
  • 9. Challenge #2
    Your agency will provide basic support, but you’ll need to find your own resources
  • 10. You Can – Should – Phone a Friend
  • 11. Discussion
    Who should you include in your network of resources if you are to be an outstanding “boss”?
    How should you establish that network?
  • 12. Suggested Network – Beyond YGL and GovLoop
    Your boss
    Your peers
    Experienced leaders
  • 13. Challenge #3
    Your team is the best source of information about being an outstanding “boss,” but they’ll never tell you
  • 14. You Don’t Need to Have All of the Answers
  • 15. 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?
  • 16. 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?
  • 17. 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
  • 18. Challenge #4
    You’ll deal with more personal problems than you ever imagined, but delivering constructive feedback may the most difficult thing you do
  • 19. There Are No Easy Answers
  • 20. Discussion
    How can you avoid the mistakes of the past and deliver effective feedback and coaching to your team?
  • 21. 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
  • 22. Don’t Feel Like You Should, “Hug it out….”
  • 23. Speed Round
    Stump the FedCoach andYour YGL/GovLoop Colleagues
  • 24. Thanks
    Tom 775-2745