KIM DEWE - Transitioning into people management (BrightonSEO April 2022)

1. Transitioning into people management Kim Dewe | Blue Array slideshare.net/kimdewe @kimdewe

2. Hello! Head of SEO at Blue Array @kimdewe @bluearrayseo

3. Speaking from experience

4. 55 team members

5. 1 managing a junior SEO managing a small team managing a big team 2 3 4 5 year My people management progression

6. What’s to come: The transition Deﬁning the role Why we end up as ‘pendulum managers’ What I’ve learnt 1 2 3 4

7. People manager? You

8. Trainee Analyst Specialist Lead Team Head

9. 44% of ﬁrst-time managers don’t feel prepared to lead Source: grovo.com

10. If you love it, don’t leave it doing SEO

12. The role What exactly does a people manager do?

13. Modern people management

15. People manager responsibilities recruiting bi-weekly 1:1s mentoring emotional health of the team improving collaboration conﬂict resolution budget requests/approvals big picture strategy performance reviews project assistance as needed team organisation & structure Adapted from: Rand Fishkin, 2013

16. SEO focused People focused

17. People managers SEO focused People focused

18. The Pendulum Manager

19. What I’ve learnt Lessons from my people management journey

20. Radical delegation 1.

21. Radical delegation framework Who can do this work? If you did this work, how high leverage would it be? Low to medium Very high Various folks Only you Delegate & forget Delegate to the most suitable person Focus deeply yourself Set up the essential foundation Shreyas Doshi, 2021

22. Discover “you’ 2.

24. Green leader Yellow leader Brings everyone together Propel the team with action Red leader Blue leader Uses logic-based skills Dream and inspire Adapted from: WE, 2016

25. Psychological safety 3.

26. Seen, heard, celebrated

27. Building psychological safety Facilitate everyone speaking up Create opportunities for new ideas Avoid blaming and focus on solutions Demonstrate genuine care for team members Solicit feedback (and provide several channels for it) Show frequent appreciation Promote positive dialogue and interactions Nip negativity early Champion your team

28. Thanks for listening Thanks for listening @kimdewe @bluearrayseo

29. SEO People Managers.. ..may ﬁnd transitioning diﬃcult ..enable others to succeed ..aren’t perfect and don’t have all the answers ..learn and adapt

30. Appendix Tools to support new people managers

31. Online resources knowyourteam.com/blog/ about.gitlab.com/handbook/people-group/ rework.withgoogle.com/subjects/managers/ linkedin.com/learning/new-manager-foundations-2/

32. Books

33. Podcasts

34. Individual contributor responsibilities People manager responsibilities budget allocation tactical execution metrics reporting emotional health of self project definition creating scalability (documentation, etc) setting time/difficulty expectations defining metrics providing feedback across the team project/ product strategy recruiting bi-weekly 1:1s mentoring emotional health of the team improving collaboration conflict resolution budget requests/approvals big picture strategy performance reviews project assistance as needed team organisation & structure overlap w/ people manager responsibilities overlap w/ individual contributor responsibilities more junior more senior lower higher more junior more senior lower higher Adapted from: Rand Fishkin, 2013 Individual contributor People manager vs

35. Radical delegation framework Who can do this work? If you did this work, how high leverage would it be? Low to medium Very high Various folks Only you Delegate & forget Delegate to the most suitable person Focus deeply yourself Set up the essential foundation (and monitor actively & closely) (and share learnings with your team after it’s done) (but clarify that you are always available to help) (and then closely coach a team member as they do it) Shreyas Doshi, 2021

36. Green leader Yellow leader GREEN LEADERS bring everyone together. They resolve conﬂicts amongst team members and ensure that all team members are feeling good. Greens are great at building relationships within groups and creating a positive environment for groups. They are often seen as great “people people.” YELLOW LEADERS propel the team with action. They lead by example, motivating people and maintaining the team’s momentum as they move toward the goal. They keep teams focused and can be persuasive in getting their way. They are often seen as reliable people who follow through and get things done. Red leader Blue leader RED LEADERS use their logic-based skills to make sure that groups are being realistic and achievement focused. They analyze the team’s goals and actions and decide the best possible way to achieve the goals, given speciﬁc conditions and circumstances. Reds do a lot of calculating, analyzing, systematizing, organizing and budgeting. They are great at providing solutions that “make the most logical sense.” BLUE LEADERS dream and inspire. They are the ideamakers, they approach problems in new ways and tackle tasks differently than others. Blues are always thinking, brainstorming, suggesting and looking ahead at where the team can go. They are often seen as “big picture” thinkers. WE, 2016 Leadership types

KIM DEWE - Transitioning into people management (BrightonSEO April 2022)

KIM DEWE - Transitioning into people management (BrightonSEO April 2022)

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