Newly promoted managers face long odds for success. In fact, most of them fail. The sad truth of the matter is the failure rates for newly promoted managers can be attributed more to organizational failures than to the failures or shortcomings of the managers themselves. So, what can we do as HR and learning professionals to change the odds of success? In this program, Chris Osborn of BizLibrary will discuss effective strategies to tilt the odds towards success. After all, we promote people because we see them having the potential to succeed in their next role. So let's figure out effective ways to facilitate that success with changes in our approach to learning and development, support, and socialization. www.bizlibrary.com

2. ? Which best describes me…

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

4. 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

5. ...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

6. 78% 76% 73%
Achieving a high level of customer
satisfaction
Achieving a high level of
productivity
Achieving a high level of
employee engagement
The Importance of Frontline Managers and
Achieving Business Priorities

7. The transition from individual contributor to manager represents a profound
psychological adjustment — A TRANSFORMATION — as managers contend
with their new responsibilities.
New managers must learn how to lead others, to
win trust and respect, to motivate, and to strike
the right balance between delegation and
control. It is a transition many new managers
fail to make.
SOURCE: Linda Hill,
Associate Professor,
Harvard Business School

8. Relationships
Expectations
Skills
Perspectives
…change

9. Relationships Change
FRIENDS TEAM BOSS PEERS

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

11. ? ? ? ?
WORK
EXPECTATIONS
BEHAVIOR
EXPECTATIONS
LEADERSHIP
EXPECTATIONS
WORKING
TOGETHER
EXPECTATIONS
Expectations Change

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

13. ORGANIZATION TEAM

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

15. Skills Change
Communication Coaching
Collaboration
and Teamwork
Goal Setting

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

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

18. Learning How to Learn
Developing Relationships
Formal Training
Receiving Feedback
Self-awareness

19. 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

20. 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

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

22. ENTERPRISE SOCIAL NETWORKS
Platform
Community
Content
Build networks with peers
Ask and answer questions
Share and find valuable
information posted by peers
Find and connect with experts
Access relevant learning
content
Build an internal “brand” and
reputation

23. Focus on short
term results
.
Work within existing
procedures
Articulating a
vision
.
Inspiring
commitment
Challenging the
status quo
MANAGEMENT
Compliance
LEADERSHIP

24. Management is doing things
right. Leadership is doing the
right things.
SOURCE: Peter Drucker

25. 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

26. Getting Your New 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

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

28. Improve employee performance with the largest
and fastest-growing library of training videos.
FREE 30-DAY TRIAL!
no risk and
no obligation

29. Jessica Petry
Sr. Marketing Specialist
jpetry@bizlibrary.com
@JessLPetry
@BizLibrary
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
#BIZWEBINAR