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Transitioning to people management made easy
- 1. Transitioning into people management Kim Dewe | Blue Array slideshare.net/kimdewe @kimdewe
- 2. Hello! Head of SEO at Blue Array @kimdewe @bluearrayseo
- 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
- 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?
- 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
- 19. What I’ve learnt Lessons from my people management journey
- 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
- 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
- 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
- 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