Sink or Swim? Supporting the Transition to New Manager
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In this webinar we discuss strategies and tactics to help new managers succeed. For the webinar recording and follow-up information: http://www.bizlibrary.com/bizblog/posts/2013/august/sink-or-swim-supporting-the-transition-to-new-manager-webinar.aspx
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Sink or Swim? Supporting the Transition to New Manager
- 2. Presenters Chris Osborn Vice President of Marketing cosborn@bizlibrary.com @chrisosbornstl Jessica Batz Marketing Specialist jbatz@bizlibrary.com @jessbatz @BizLibrary
- 3. Online content libraries include: • Streaming videos • Interactive e-learning courses • Reference materials • Ebooks Technology solutions include: • Cloud-hosted LMS • Performance Management • Social Learning applications Award-winning Learning and Performance Management Solutions
- 4. POLL QUESTION How would you describe your current training for new managers and supervisors? A. Fantastic! A process-driven, blended approach with targeted learning and competencies B. Good – we have a formal process and program, but I’m looking for some ideas for improvement. C. Just getting started – we don’t have a formal program in place, but usually cover the basics. D. We throw them in and hope they know how to swim.
- 5. POLL QUESTION What is the biggest challenge faced by new managers? A. Dealing with issues between co-workers B. Motivating team members C. Performance reviews D. Finding the resources needed for support E. Creating career paths
- 6. 25% 22%15% 15% 12% CareerBuilder Survey 2010 Biggest Challenge
- 7. Targeted Learning What you’ll learn: The Transition Succession Planning The Management – Leadership Mix Key Competencies
- 8. The Facts 60% of frontline managers fail within the first 2 years in their new role. Business Wire Survey 2007
- 9. The Facts 26% felt they weren’t ready, and 58% receive no management training. Career Builder Survey March 2011
- 10. Employees leave managers – not jobs Turnover hurts Poor employee engagement is costly
- 11. The Transition 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. Linda Hill, Associate Professor, Harvard Business School
- 13. Which Team? Moving from functional group to management group
- 14. Succession Planning Succession planning isn't simply replacement selection It's about development and preparation
- 15. Succession Planning Phases Pre-Promotion Post-Promotion Consideration Exploration Transition Adoption Focus Selection Roles and Responsibilitie s Processes and Procedures Professional Identity Information Time Frame 1+ Year 1 Year or Less 1st 100 Days 6-18 months Activities • Seminars • Informational interviews • Job shadowing • Focus groups • Training (Formal & Informal) • Acting Manager • Job Rotation • Project Manager • Training (Formal & Informal) • Mentoring • Networking • Training (Formal & Informal) • Mentoring • Feedback • Peer Evaluation A Succession Plan for First Time Managers, Maria Plakhotnik and Tonette S. Rocco, T&D Magazine, December 2011
- 16. Consideration Exploration Focus: Selection Timeframe: 1+ year Development Activities: Seminars Informational interviews Job shadowing Focus groups Focus: Roles and Responsibilities Timeframe: 1 year or less Development Activities: Training (Formal & Informal) Acting Manager Job Rotation Project Manager Pre - Promotion
- 17. Transition Adoption Focus: Processes and Procedure Timeframe: 1st 100 days Development Activities: Training (Formal & Informal) Mentoring Networking Focus: Professional Identity Information Timeframe: 6-18 months Development Activities: Training (Formal & Informal) Mentoring Feedback Peer Evaluation Post- Promotion
- 18. Understand themselves and how their behavior affects others. Understand their reactions to other people. Know how to maximize what they do well. Have a positive attitude about themselves. Know how to adapt their behavior. AMA, Making the Transition to Management Successful Managers
- 19. From Bud to Boss: Secrets to a Successful Transition to Remarkable Leadership by Kevin Eikenberry and Guy Harris. Communication Role and Expectations Leadership and Coaching Supervisory Skills
- 20. Role and Expectations How do I make discipline stick? How do I communicate with peers that have more experience? How do I separate my personal and professional relationships with my team? Who communicates my new role to others? …
- 21. Role and Expectations How do I separate my personal and professional relationships with my team?
- 22. Leadership and Coaching What can I do to deal with problem employees and resolve conflict? How do I gain respect, trust, and credibility in my new role? What do I do to build a high- performing work team? How can I communicate with and motivate people who are different from me? …
- 23. Leadership and Coaching How do I gain respect, trust, and credibility in my new role?
- 24. Communication How do I communicate with new peers that have been at this longer than me? What am I supposed to say to an employee who says: ‘‘Your job should have been mine’’? What is the best way to communicate about difficult issues? …
- 25. Communication What am I supposed to say to an employee who says: ‘‘Your job should have been mine?”
- 26. Supervisory Skills How do I work with distant or virtual teams? What should I be doing to conduct better performance evaluations? How do I separate my personal and professional relationships with my team? How do I make discipline stick with my ‘‘friends? …
- 27. Supervisory Skills How do I work with distant or virtual teams?
- 28. MANAGEMENT Focus on short term results Compliance Work within procedures LEADERSHIP Articulating vision Inspiring commitment Challenging the status quo The Leadership – Management Mix
- 30. Leadership Competencies • Vision • Interpersonal skills • Ability to develop others • Intelligence • Character • Collaboration skills • People development • Digital literacy • Global citizenship • Anticipate the future ETHICS Organizational governance
- 31. Competency Models and Maps Competency Behavior Development Resource Target Audience Job Role Resources, activities and development opportunities, Elearning courses, videos, books, workshops. Job Family and Job-Specific Competencies Sales, Operations, Administrative, Customer Service Individual Contributor Manager Executive Perform a particular job at a successful level. Demonstrated behaviors that support the competency Core Competencies Cultural or organizational
- 33. First Time Manager: Understanding a Manager’s Role First Time Manager: Challenges First Time Manager: Meeting Expectations Making the Move To Management – Scenario-based Challenge Course First Time Manager Essentials
- 34. Online Content Libraries 1,600 + Streaming Videos 5,000 + E-learning Courses Online Books Simulations Scenario-Based Courses Try them out free for 30- days – no obligation!
- 35. Contact Us Chris Osborn Vice President of Marketing cosborn@bizlibrary.com @chrisosbornstl Jessica Batz Marketing Specialist jbatz@bizlibrary.com @jessbatz @BizLibrary
- 36. Management Essentials (1-hour e- learning courses) Directing Others Delegating Developing Your Direct Reports Confronting Difficult Employee Behavior Managing a Diverse Team Treating Your Direct Reports Fairly Caring About Your Direct Reports Performance Appraisal Essentials (1- hour e-learning courses) Planning for Appraisals Conducting Traditional Appraisals 360-Degree Appraisals Business Coaching (1-hour e-learning courses) Conducting Coaching Sessions Building the Coaching Relationship Using Different Coaching Styles Recommended Online Content Giving Feedback (streaming videos) Basic Skills Advanced Skills Emotional Intelligence in Action Leadership (simulations and scenario- based) Communicating a Shared Vision Fostering a Business Execution Culture Succession Planning Critical Thinking Leadership (e-books) How the Best Leaders Lead: Proven Secrets to Getting the Most Out of Yourself and Others The Real Truth about Success: What the Top 1 Percent Do Differently, Why They Won’t Tell You, and How You Can Do it Anyway: