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The Specialist Manager
1. The Specialist
Manager
Learning to get the best from others
Mariana Funes
Cognitive Coaching in Business
Presentation template: Peter Walsh Design, Inc.
2. Who is the specialist manager?
Get
promoted to
manage
Excel at their
profession
Specialist
Manager
Success now
depends on
getting best
from others
3. Some struggle initially
You need to align your desired outcomes fast
F
• Find out your motivation
A
• Accept you have to learn new ways
S
• Sort through options available instead
T
• Train to become a Specialist Manager
4. Key principles
As a specialist moving into management
Promote yourself
5. Key principles
As a specialist moving into management
What makes us tick?
6. Nature of Influencing
It is occurring all the time in relationships
It is a 2-way activity
Most influencing is concerned more with process (e.g.
trust) then with content
Much influencing behaviour is outside the awareness of
both parties
The influencer can only offer invitations, which can be
accepted or rejected
There is a need for each person to identify and use a
wide range of invitations congruent with their values and
beliefs
8. Key principles
As a specialist moving into management
360 degrees from
those you trust
9. Key principles
As a specialist moving into management
Conscious
development
10. Key principles
As a specialist moving into management
Make time to plan
11. Key principles
As a specialist moving into management
Great groups ship
12. Have you got what it takes?
At the heart of every great group there is a Great groups are the product of meticulous
dream recruiting
They manage conflict by abandoning Great groups are usually young, they don’t
individual egos to the pursuit of the dream know what is supposed to be impossible
The leader protects them for their corporate Real artists ship- a great group is only a great
overseers group if it has something to show for their
effort. They deliver.
They have a real or invented enemy
The leader provides direction and meaning
They view themselves as winning underdogs
The leader generates and sustains trust to
Great groups make strong leaders and are help ride through turbulent times
led by a ‘connoisseur of talent’
The leader displays a bias towards action
The leader is a purveyor of hope and finds
ways to demonstrate that the group can
overcome the odds
13. Making the difficult easy: Top 10 tips
1. Name the issue
2. Illustrate with examples
3. Describe relevant emotions
4. Clarify what is at stake
5. Be clear about your contribution to the problem
6. Indicate how you wish to resolve the problem
7. Always give space for the other person to respond
8. Use bridge building behaviours to ensure other person knows you
understand
9. Always explore what has been learnt before closing the
conversation
10. Determine how you will hold each other responsible for the
agreement you have made
14. Good Questions to ask
What has become clear since we last met?
What is the area that, if your made an improvement, would give you and others the
greatest return on time, energy, and money invested?
What is currently impossible to do that, if it were possible, would change
everything?
What are you trying to make happen in the next 3 months?
What is the most important decision you are facing? What is keeping you from
making it?
What topic are you hoping I won’t bring up?
What part of your responsibilities are you avoiding right now?
What are you doing to ensure that your strongest team members are kept motivated
and happy?
What is your plan for your weakest employees?
What conversations are you avoiding right now?
What do you wish you had more time to do?
15. Key principles
As a specialist moving into management
‘Peeragogy’
16. Bottom Line
People management is a major change for any specialist
Keep
checking
Take steps your
to address motivation
Recognize them
the
challenge
17. The Specialist Manager
Promote yourself
Find out what makes you and others tick
Get honest feedback about your performance
regularly
Commit to conscious development
Make time daily for planning for long term
Turn your team into a great group
Remember the importance of peeragogy
18. For More Information
Dr. Mariana Funes
Cognitive coaching in Business
www.marianafunes.co.uk
mdvfunes@aol.com
http://pinterest.com/mdvfunes/the-specialist-manager/
Notes de l'éditeur
The best performers in a particular profession are usually exceptionally good at what they do. As a result they often find themselves promoted into roles where the success they achieve no longer just depends on what they do but also on their ability to manage and get the best from others. For some it can be a struggle but often some simple things can make big differences to your success.
This might seem like a strange tip, but you really do need to step into your new role and recognize you are doing a different job. One of the common mistakes people make is to spend 100+ percent of their time doing all of the things they previously did, leaving no time to manage.
If you are to effectively motivate yourself and other team members, you need to understand what motivates. Remember that what motivates you might turn others off completely. Some potential motivators include: Achieving deadlines, Getting regular feedback,Variety of projects,Attendance at a training event or conference.How do you know there is poor motivation in your staff? AbsenteeismComplaintsPoor quality of jobLow productivityStaff turnoverPoor time keepingResistance to changeApathy Do your own research in this group:What contributes to your misery when you are working?What contributes to your enjoyment?
Build a picture of how others see you. One of the most powerful things you can do is to get some 360° feedback on your strengths and weaknesses. Pick a cross-section of bosses, peers and subordinates and ask them for feedback. If you self-assess and get feedback from others, you will get some clear insights.
As you move into more senior roles, you will have development needs. If you don’t, why have you taken the job? List out all of the skills, knowledge and personal attributes that you will need to perform at your best. Use you own and the 360° feedback to identify your development priorities. Use this information to set out quarterly development activities. For you these will be about getting things done through others.
If you are going to successfully respond to competing demands, you need to make sure you are focusing on the activities that matter. Make time weekly and daily to look at where you are spending your time. Key to effective multi-tasking is to make sure that you are responding to immediate needs and laying foundations for the future. Setting out the work schedule for the next quarter is an example of laying foundations for the future.
Warren Bennis studied great groups and said: Great groups ship! They deliver. Having the right people around you, doing what they do best, is essential. Make time early on to review your team. If you find you have square pegs in round holes, do something about it. While it might be tempting to just to ignore the problem, it is not a good long-term strategy. It might be that the person who is not right for your team could be ideal in another part of the organization that will utilize their strengths. If you want to become a great leader you need to attend to how to get things done through people. Read Bennis on great groups here: http://www.hesselbeininstitute.org/knowledgecenter/journal.aspx?ArticleID=140
When you move into management it can be a lonely existence. It can feel like you are carrying the load of everyone and not having any support yourself. Finding a mentor, buddy or coach can offer you the opportunity to talk confidentially with someone who can act as a sounding board for you. There could be someone in your organization or a previous boss or colleague who might be able to fulfill the role. Check out the peeragogy handbook on http://peeragogy.org to help you get serious about making learning a daily discipline.
At the end of the day, moving into management is a major change for internal auditors. By recognising the challenges and taking steps to address them, you can ensure that you make a smooth and effective transition. If you keep finding it hard, then keep checking your motivation – do you really want to manage people or find a career path that offer you promotion and a way to stay in your specialism? If being a specialist people manager is not something you can be as proud of as your own profession then you will not succeed.
