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Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
Next Generation in Government Summit - Dealing with Being a Boss for the 1st Time
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?<br />Dealing with Being a Boss for the 1st Time<br />
  2. Objectives/Agenda<br />Common challenges for any new “boss”<br />Strategies and tools for outstanding “bosses”<br />Speed Round<br />
  3. Discussion<br />Who is a “boss”?<br />What makes a “boss” outstanding? <br />
  4. Inspiration?<br />
  5. Challenge #1<br />You know enough to be a good boss, but probably not enough to be an outstanding “boss”<br />
  6. Parenting<br />
  7. Discussion<br />What resources – training courses, columns or other written information – should you regularly consult to be an outstanding leader? <br />
  8. Suggested Resources<br />Books<br />Becoming a Manager – Linda Hill<br />What Got You Here Won’t Get You There – Marshall Goldsmith<br />The One Minute Manager – Ken Blanchard<br />Publications<br />Government Executive<br />Fast Company <br />Washington Post – Fed Page, Federal Eye, Federal Worker Page, On Leadership<br />Harvard Business Review<br />Fortune<br />Web Sites & Newsletters<br />Harvard Business Review Blogs (http://blogs.hbr.org/)<br />The Federal Coach (http://views.washingtonpost.com/leadership/fedcoach/) <br />The Partnership’s Daily Pipeline (http://www.ourpublicservice.org/) <br />
  9. Challenge #2<br />Your agency will provide basic support, but you’ll need to find your own resources<br />
  10. You Can – Should – Phone a Friend <br />
  11. Discussion<br />Who should you include in your network of resources if you are to be an outstanding “boss”? <br />How should you establish that network?<br />
  12. Suggested Network – Beyond YGL and GovLoop<br />Your boss<br />HR<br />Your peers<br />Experienced leaders<br />
  13. Challenge #3 <br />Your team is the best source of information about being an outstanding “boss,” but they’ll never tell you<br />
  14. You Don’t Need to Have All of the Answers<br />
  15. Discussion <br />How can you establish open, honest, two-way communication with your team about your leadership approach?<br />What do you do with the information they provide?<br />
  16. No ONE Approach Will Work<br />What is the one thing I do that helps you perform your job? <br />If you could get me to stop doing one thing, what would it be?<br />How can I help you perform your job more effectively?<br />What can I do to support your professional growth and development?<br />
  17. It Really Is Just the Start…<br />Report back and be honest about your feedback<br />Outline your plan of action and solicit additional advice<br />Remind your team when you try something new and ask whether it’s working or not<br />
  18. Challenge #4<br />You’ll deal with more personal problems than you ever imagined, but delivering constructive feedback may the most difficult thing you do<br />
  19. There Are No Easy Answers<br />
  20. Discussion<br />How can you avoid the mistakes of the past and deliver effective feedback and coaching to your team?<br />
  21. Suggestions for Delivering Feedback<br />Spend twice the amount of time preparing as delivering<br />Diagnose key performance themes – challenge yourself<br />Identify specific examples and provide results-oriented feedback(i.e., when you did X, the results was Y)<br />Outline Specific-Measurable-Actionable-Realistic-Timely (SMART) goals<br />Write down your feedback so that you’re not taken off-course<br />Before delivering feedback, ask each team member about his/her own perceptions of performance<br />Outline your SMART goals, and enlist their help in developing a final list of goals<br />Bring a box of tissues<br />
  22. Don’t Feel Like You Should, “Hug it out….”<br />
  23. Speed Round<br />Stump the FedCoach andYour YGL/GovLoop Colleagues<br />
  24. Thanks<br />Tom Foxtfox@ourpublicservice.org(202) 775-2745 <br />

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