The document discusses the transition of individual contributors to new managers, emphasizing the significant impact that new supervisors have on employee engagement and organizational success. It outlines essential changes and strategies for creating effective development plans for new managers, alongside key takeaways on supporting their growth. Recommendations include understanding relationships, establishing credibility, and utilizing various training and feedback methods to enhance leadership skills.

2. Presenting Today
Krista Brubaker
Content Marketing Specialist,
BizLibrary
kbrubaker@bizlibrary.com
Follow along on Twitter: #BizWebinar @BizLibrary
Erin Boettge
Content Marketing Manager,
BizLibrary
eboettge@bizlibrary.com

3. BizLibrary helps organizations succeed by improving the way
employees learn.
www.bizlibrary.com/free-trial

4. Which best describes me…

5. How would you describe your current
training for new managers and
supervisors?

6. WHAT YOU’LL BE ABLE TO TAKE-AWAY
New manager and supervisors make a big impact on our organizations and
employees.
There are four key changes that we need to understand and support when an
individual contributor transitions to become a new manager.
How to create a development plan for your new managers and supervisors.

7. ...if employees' relationship with their managers is fractured,
then no amount of perks will persuade the employees to
perform at top levels. Employee engagement is a direct
reflection of how employees feel about their relationship with
the boss.
Source: Self-determination Theory And Facilitation Of Intrinsic Motivation, Social
Development And Well-being, American Psychologist Association
“

8. 78% 76% 73%
Achieving a high level of customer
satisfaction
Achieving a high level of
productivity
Achieving a high level of
employee engagement
SOURCE: Harvard Business Review, Frontline Managers: Are They Given the Leadership Tools to Succeed?
The Importance of Frontline Managers
and Achieving Business Priorities

9. SOURCE: Linda Hill,
Associate Professor,
Harvard Business School

10. Relationships
Expectations
Skills
Perspectives
…change

11. Relationships Change
FRIENDS TEAM BOSS PEERS

12. Establishing Credibility
Experience and
Knowledge
Organizational
Role
Organizational
Politics
Control of
Consequences

13. ? ? ? ?
WORK
EXPECTATIONS
BEHAVIOR
EXPECTATIONS
LEADERSHIP
EXPECTATIONS
WORKING
TOGETHER
EXPECTATIONS
Expectations Change

14. SOURCE: From Bud To Boss: Secrets To A Successful Transition To Remarkable Leadership
By Kevin Eikenberry And Guy Harris
TASK
ACCOMPLISHMENT
INTERACTING WITH
PEOPLE

15. ORGANIZATION TEAM

16. Pygmalion effect
People tend to live up, or down, to
your expectations of them.

17. Skills Change
Communication Coaching
Collaboration
and Teamwork
Goal Setting

18. Emotional Intelligence - EQ
Self-Awareness
Self-
Management
Social
Awareness
Relationship
Management

19. New Manager Curriculum
Coaching
.
Leadership Strategic Thinking Presentation Skills
Delegation
.
Engagement/
Motivation
Performance Listening Skills

20. Learning How to Learn
Developing
Relationships
Formal
Training
Receiving
Feedback
Self
Awareness
On-the-Job
Experiences

21. Succession Planning for New Managers
CONSIDERATION EXPLORATION TRANSITION ADOPTION
• Seminars
• Informational
interviews
• Job shadowing
• Focus groups
Selection
• Formal and informal
training
• Acting manager
• Job rotation
• Project manager
• Formal and informal
training
• Mentoring
• Networking
• Formal and informal
training
• Mentoring
• Feedback
• Peer evaluation
Roles and
Responsibilities
Processes and
Procedures
Professional Identity
Information
PRE-PROMOTION POST-PROMOTION
SOURCE: A Succession Plan for First Time Managers, Maria Plakhotnik and Tonette S. Rocco,
T&D Magazine, December 2011

22. What are my development
objectives?
What activities do I
need to undertake to
achieve my objectives?
What support/resources
do I need to achieve my
objectives
What are the
measures of
success?
Target date
for achieving
my objectives
Create an Individual Development Plan

23. Perspectives Change
Understanding
priorities and
concerns
Big picture,
holistic view
Internal and
external
networks
Influence and
collaboration

24. Focus on short
term results
.
Work within existing
procedures
Articulating a
vision
.
Inspiring
commitment
Challenging the
status quo
Management
Compliance
Leadership

26. KEY TAKE-AWAYS
New manager and supervisors make a big impact on our organizations and
employees.
There are four key changes that we need to understand and support when an
individual contributor transitions to become a new manager.
How to create a development plan for your new managers and supervisors

27. Questions?

28. Getting Your Supervisors Up
to Speed
1. Congratulations, You're a Supervisor!
2. How Good Do You Want to Be?
3. Personal Traits for Success
4. Establish Credibility to Lead
5. Going From Buddy to Boss
6. Your First Team Meeting
7. Research Your New Team
8. Get Team Feedback from Others
9. Interview Your Team
10.Observe Your Team in Action
11.Develop a Team Strategic Plan
12.Mistakes to Avoid

29. From Bud to
Boss:
20 Course Series
How to Survive and Thrive as a
New Supervisor

30. Try out these video lessons
and more!
Let us know through the poll if you’d like a free trial of
BizLibrary’s online course collection.
www.bizlibrary.com/free-trial

31. Connect With Us!
Krista Brubaker
Content Marketing Specialist,
BizLibrary
kbrubaker@bizlibrary.com
Follow along on Twitter: #BizWebinar @BizLibrary
Erin Boettge
Content Marketing Manager,
BizLibrary
eboettge@bizlibrary.com