Simple Tips for First Time Managers

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Stepping into the role of manager for the first time has a unique set of challenges. Learn how to manage yourself as well as how to manage others. Slides taken from a class taught by Janet Aronica of Localytics. Learn more from the experts by visiting Intelligent.ly

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  • As a manager, your time is more limited.Make daily to do lists and prioritize your tasks.Communicate what you are working on.
  • This will help you delegate to others
  • Schedule a long term deadline and work backwords.Break projects up into daily, weekly and monthly milestones. Schedule checkins.
  • More work hours doesn’t mean more productivity.
  • More work hours doesn’t mean more productivity.
  • You don’t have all day to nit pick. Know what 5 or 6 things you are looking for when you edit, and it’ll only need a once over.
  • Some days you are less motivated than others. Pick one thing to get your day rolling and your pace will naturally pick up.
  • Switching from one thing to the next is a recipe for disaster
  • When you are thinking about what you are going to do for the day, think about thisHoney dos for Friday afternoons
  • Whether it’s getting input on a project you’re doing or an email that rubs you the wrong way - don’t take anything personally. It’s still “just” a job.
  • Listen closely when getting criticism. Don’t get emotional and don’t get defensive. Show that you take it seroiusly by correcting the mistakes. Don’t dwell on it and move on.
  • When you are feeling upset, keep conversations logical by putting words to the emotions
  • Messes are distracting
  • This topic has been written about a lot but nobody says to be thankfulHalf the Sky
  • When emailing executives you need to be very directUse bullets and listsPut the ask at the beginning and in the subject line
  • Speak up about road blocks and give your manager a chance to be a part of the solution.
  • Speak up about road blocks and give your manager a chance to be a part of the solution.
  • Verbal fillers make you sound unsure – and you need to sound confident when talking to executives. You’ve got this – so talk like you’ve got this.
  • If you really are unsure about something, say this
  • You need to build relationships internally to get buy in. But that doesn’t have to mean going along with what everyone says. Remember that oftentimes really great ideas are first opposed by
  • Add taglines at the end of strong sentences to express strong opinions but still build relationships
  • Start with low impact decisions
  • Move forward without feedback – it shows u are running the project
  • Let it go
  • Let it go!!
  • Know what the goals are for you and the people you are managing – at a startup, because the business is so early stage your job may in fact be to define what the goals are! That’s cool. Write that down then, and make a plan of attack for researching what the goals and metrics for your department should be and communicate progress.
  • Unanswered emails are a really frustrating thing – if you’re not an email person, say so
  • “I want to be fair”
  • Never ending projects are brutal
  • Everyone dreams of having coachable employees but you can pull that out of them – the key is to give people enough ownership of projects to make them realize that they need to ask for help
  • If you really are unsure about something, say this
  • If you really are unsure about something, say this
  • It’s their project, their problem. Your job as a manager is to help offer them the resources to do their job – not give all the answers and make all the decisions.
  • Simple Tips for First Time Managers

    1. 1. presents Simple Tips for First Time Managers JANET ARONICA @JanetAronica
    2. 2. SIMPLE TIPS FOR FIRST TIME MANAGERS Janet Aronica August 20, 2013 37
    3. 3. • Content Marketing Manager at Localytics • Head of Marketing at Shareaholic • Marketing at oneforty, got acquired by HubSpot • Firm Director for college IMC firm, Editor of college paper, Editor of high school paper and captain of swim team (Likes being a manager) JANET ARONICA
    4. 4. MANAGING YOURSELF PART ONE
    5. 5. Use “to-do lists” wisely. 1
    6. 6. Learn how long it takes to complete the tasks of your craft. 2
    7. 7. Work backwards from long term deadlines to create weekly and monthly deliverables. 3
    8. 8. Use time constraints as opportunities to focus. 4
    9. 9. Parkinson’s law: “Work expands as to fill the time available for its completion.” TRUTH
    10. 10. Create “editing checklists” to ensure thorough editing in fewer rounds. 44
    11. 11. Some days you’ll be less motivated than other days. Use the snowball effect to get things rolling. 5
    12. 12. Don’t multi-task. 6
    13. 13. Just because things come up doesn’t mean you have to pick them up. Prioritize. 7
    14. 14. Maximize productivity by clustering similar projects together. 8
    15. 15. Don’t take anything personally. You are not your job, so it’s not about you. 9
    16. 16. Learn to appreciate criticism. People don’t try to fix things they don’t care about. 10
    17. 17. Don’t be fooled by casual office environments. You need to keep your emotions in check. 11
    18. 18. “As you can see, I feel strongly about this subject...” USE THIS PHRASE
    19. 19. Take care of your personal life. 12
    20. 20. • Zocdoc for doctor’s appointments • Amazon Prime subscription shipments of just about anything • Auto-pay for your bills (Sallie Mae gives you a lower interest rate if you do this!) • Make lunches for the week on Sundays QUICK TIPS
    21. 21. Don’t burn out. Be thankful instead. 13
    22. 22. MANAGING UP PART TWO
    23. 23. Know when to email and know when to have a face-to-face conversation. 14
    24. 24. EMAIL FACE TO FACE Document reviews with realistic timelines for review Things that take more than 3 sentences to explain Actually quick questions Asking for help with decisions, like approval for spending a lot of money and other thingsPrep for 1 on 1’s Regular 1 on 1’s Delivery of meeting agendas Major process changes Quick status updates (indicate no action required) Brainstorm sessions Cat videos (JK – I’m more of a dog person.) Status updates for broader group (Powerpoint slides)
    25. 25. Don’t leave anything up for interpretation in an email. 16
    26. 26. Never be caught off guard. Communicate future action confidently. 17
    27. 27. “We’re working on that. We’re reviewing everyone’s schedules and hoping to schedule a brainstorm early next week.” USE THIS PHRASE
    28. 28. Speak up about roadblocks. Bad news can’t wait. Give your manager a chance to be a part of the solution. 18
    29. 29. Keep 1 or 2 “back-pocket metrics” top of your mind to give thoughtful off the cuff updates about projects. 19 SOURCE: Justin Levy - http://justinrlevy.com/being-prepared-with-back-pocket-metrics/
    30. 30. “We launched a blog this month and it’s going great.” Vs. “Our new blog is doing well. We’re seeing that 20% of the visited content on the website is from the blog and leads are up 10%.” USE THIS PHRASE SOURCE: Justin Levy - http://justinrlevy.com/being-prepared-with-back-pocket-metrics/
    31. 31. Drop the “umms” and the “likes.” These are verbal fillers. Speak with confidence. 20
    32. 32. “Given what we know right now I recommend we do ____ but we shouldn’t make a final decision until we have more information.” USE THIS PHRASE SOURCE: Nice Girls Don’t Get the Corner Office
    33. 33. Express strong opinions without making enemies. 21
    34. 34. “For the reasons that I listed above, I suggest we do _____. But I’m interested in what others have to say.” USE THIS PHRASE
    35. 35. Be decisive. Learn to act without permission. 22
    36. 36. “In order to hit our deadline of ____, we had to move forward without your feedback. We chose to do _____. Although we couldn’t incorporate your specific feedback on this, I look forward to your ideas on the next one and working together more on this.” USE THIS PHRASE
    37. 37. MANAGING OTHERS PART THREE
    38. 38. Embrace your new role and act like a manager. 23
    39. 39. 1 Person Marketing Team Marketing Manager Coming up with all the ideas on my own. Including others in the brainstorming process. Setting my own deadlines. Communicating progress and milestones to others – asking for and getting help when I need it. Managing my own schedule. Managing my own work plus knowing what others are doing. Doing everything myself. Teaching others how to do things. Making marketing decisions by myself. Holding others accountable for their choices. Feeling guilty about having others help me. Finding joy in the output of others. Doing anything but code. Don’t touch product or BD anymore. Yoga pants on the regs (It’s Friday!) Skirts sometimes. Trying to learn about fashion, look like a 26 year old and wondering why I put that off for this long. Wine. Nicer wine.
    40. 40. Let it go. Delegate. 24
    41. 41. “It’s about getting the job done, not necessarily being the one that does it.” – Nice Girls Don’t Get the Corner Office TRUTH
    42. 42. Discuss your role as a manager with the right people. 25
    43. 43. The Person The Conversation Your manager - Identify goals - Identify who exactly you manage Someone you are managing - Build a relationship - Learn what they are hoping to learn and accomplish and how you can help them grow Someone you beat out for the job of manager - This could be weird – be upfront though - Approach as “how you can work together”
    44. 44. Stay in sync with your boss and other managers to avoid conflicting messages and assignments. 26
    45. 45. Engage first. Get to know people and let them get to know you. Don’t over-share, but being closed off sends the wrong message too. 27
    46. 46. Tell people how you prefer to be communicated with. 28
    47. 47. Don’t treat everyone the same. 29
    48. 48.   SOURCE: Harvard Business Review http://blogs.hbr.org/video/2013/07/know-your-teams-motivational-m.html Preventive Focused “What do I have to lose?” Promotion Focused “What do I have to gain?” Want security. Like trying new things. Work slowly and deliberately. Love brainstorming. Big thinkers. Get stressed out by tough deadlines. Work quickly and are risk takers so they might make mistakes.Not comfortable w/ new things. Feel anxious when things go wrong. Lose steam without a lot of positive feedback. MOTIVATE: Give them advice on how to do the task most effectively – mistakes to avoid etc. MOTIVATE: Emphasize how their project fits into the big picture. Give them feedback so they can
    49. 49. Present projects strategically. 30
    50. 50. 1. Give specific projects 2. Face to face conversation 3. Get them excited about it (!!!) 4. Demo it once on your own 5. Do it together 6. Have them do it for you 7. Have them repeat the project back for you 8. Tell people how you want them to communicate progress QUICK TIPS
    51. 51. Give the project a goal and a deadline. 31
    52. 52. Making progress makes people happy. TRUTH
    53. 53. Inspire coachability with clear ownership. 32
    54. 54. SOURCE: http://www.earlystager.com/home/2011/2/5/being-coachable-and- coaching.html High Confidence 3 4 12 Low Confidence Low Competence High Competence
    55. 55. Be straightforward, yet approachable when giving negative feedback. You want them to be a part of the solution. 33
    56. 56. • Be literal – “This is unacceptable because ____” or “I am disappointed that _____.” • Don’t be passive aggressive. Don’t say things like “Help me to understand why” or “I’m confused” unless you’re actually in need of understanding or you are confused. USE THESE PHRASES
    57. 57. In certain contexts, positivity can feel abrasive. Validate negative feelings before presenting the sunshine and rainbows. 34
    58. 58. “I know this is a tough project and a tight deadline, but you’ve got this. Try _____. Might make it a little easier.” USE THESE PHRASES
    59. 59. Don’t solve other people’s problems for them. 35
    60. 60. “Let me know what questions you have after you Google this and review the support articles and tutorials available on the website. I’m happy to help you after that.” USE THIS PHRASE
    61. 61. You can be a nurturing leader and still have ownership over your time. 36
    62. 62. “I’d love to help but I’m on a tight schedule today. Can we catch up later?” USE THESE PHRASES
    63. 63. Pick a management style that suits you! 37
    64. 64. Remember that you do the best you can for who you are at the time.
    65. 65. It’s not going to happen overnight.
    66. 66. You’re probably doing great. The point is to grow so that 6 months from now you’re doing much better and that 5 years from now you’re doing even better than that.
    67. 67. You’re probably doing great. The point is to grow so that 6 months from now you’re doing much better and that 5 years from now you’re doing even better than that.
    68. 68. 1. Half the Sky 2. Rework 3. Nice Girls Don’t Get the Corner Office 4. Delivering Happiness 5. The Four Agreements 6. The One Minute Manager 7. The Situational Leader 8. Good to Great 9. “How to Respond to Negativity” – Harvard Business Review 10. “Know Your Team’s Motivational Mindset” – Harvard Business Review 11. TED Talk: “Dan Ariely: What Makes Us Feel Good About Our Work?” FURTHER READING
    69. 69. WORKSHOP: WEBSITE REDESIGN 1. Design Firm (located in Mumbai) 2. CEO, will be out next Tuesday and Thursday morning 3. VP Marketing 4. Marketing Manager (You) 5. Marketing Coordinator, will be out sick 1 day next week 6. 3 Interns, 1 “doesn’t like to write” 7. 1 new Marketing Manager starting next week 8. Also giving feedback: CTO, VP of Engineering, VP of Product, VP of Biz Dev, VP of Sales and new COO (started this week) 1. Copy still to be written: Homepage, 3 product pages, About page 2. Product feature is not finished on 1 of the product feature pages you are writing copy for – so you can’t get a screenshot the old fashion way yet. 3. Launching new UI at same time so screenshots are not finalized until launch day – need to coordinate with product team on timing 4. All copy needs to be approved. Still collecting screenshots and customer logos 5. QA website still to be done 6. Website launch party for startup community still needs to be planned. 7. 10 working days left THE TEAM THE TASKS
    70. 70. WORKSHOP: WEBSITE REDESIGN Your challenge is to “work backwards” by two weeks and create a project plan that leads to the big launch day!
    71. 71. Course Title Course Title INSTRUCTOR NAME

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