1.
sink or swim?
SUPPORTING THE TRANSITION
TO NEW MANAGER

2.
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.

3.
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

4.
What You’ll Learn:
1. The transition to a new role
and change management
2. Succession planning
3. How to develop great
managers.
4. The management/
leadership mix
5. HR Law and Preparing to
supervise

5.
BIZLIBRARY.COM
PROBLEMS WITH DIRECT SUPERVISORS
ACCOUNT FOR 49% OF DISENGAGED
EMPLOYEES.
SOURCE: EMPLOYEE ENGAGEMENT VS. DISENGAGEMENT,
CUSTOMINSIGHT DEC. 2012
49%
58%
of new managers receive NO
management training!
SOURCE: CAREER BUILDER SURVEY
MARCH 2011
OF NEW MANAGERS FELT THEY WEREN’T READY.
SOURCE: CAREER BUILDER SURVEY MARCH 201126%

6.
...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

7.
TASK
ACCOMPLISHMENT
INTERACTING WITH
PEOPLE
SOURCE: FROM BUD TO BOSS: SECRETS TO A
SUCCESSFUL TRANSITION TO REMARKABLE
LEADERSHIP BY KEVIN EIKENBERRY AND GUY HARRIS

8.
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

9.
MANAGEMENT
GROUP
FUNCTIONAL
GROUP
WHICH TEAM?

10.
Succession
Planning
• Process and preparation.
• Training and development
aligned with business strategy.
• Targeted to close competency
gaps.

11.
BIZLIBRARY.COM
Phases Pre-Promotion Post-Promotion
Consideration Exploration Transition Adoption
Time Frame 1+ Year 1 Year or Less 1st 100 Days 6-18 months
Focus Selection Roles and
Responsibilities
Processes
and
Procedures
Professional
Identity
Information
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

12.
BUILD A NEW MANAGER
CURRICULUM
WHAT IS SUCCESS?
HOW DO YOU KNOW?
WHAT ARE THE KEY
COMPETENCIES?
WHAT ARE THE
SUPPORTING BEHAVIORS?
WHAT ARE THE GAPS?

13.
MOTIVATE
DRIVE
OUTCOMES
ACCOUNTABILITYBUILD
RELATIONSHIPS
MAKE
DECISIONS
CONTINUOUS
LEARNING
GREAT MANAGERS

14.
MOTIVATE
Communicating mission and vision.
Understanding individuals.
Emotional intelligence.
Listening skills.

15.
DRIVE OUTCOMES
Handling difficult situations.
Developing others.
Performance management.

16.
ACCOUNTABILITY
Setting clear goals.
Delegation.
Continuous feedback.

17.
BUILD RELATIONSHIPS
Win trust.
Earn credibility.
Communication.
Encouraging teamwork.

18.
MAKE DECISIONS
Setting priorities.
Thinking analytically.
Establishing focus.

19.
Learning agility.
Consistently curious.
Ask and ask for questions.
CONTINUOUS LEARNING

20.
LEARN WHILE
YOU WORK
work while you
learn• Job rotation.
• Task force or project team.
• Action learning.
• Mentoring.

21.
LEADERSHIP
management
LEADERSHIP
• Articulating vision
• Inspiring commitment
• Challenging the status quo
MANAGEMENT
• Focus on short term results
• Compliance
• Work within procedures
&

22.
Management is doing
things right. Leadership
is doing the right things.
Peter Drucker

23.
ENGAGES
STRONG
NETWORKS
SHARING
AND
INFLUENCE
CONTINUOUS
LEARNING
SOCIALLY
LITERATE
FACILITATOR
OF
LEARNING

24.
What leadership
model is right for
your organization?

25.
LEGAL AWARENESS
Legal responsibilities as a manager.
Employment laws, practices and regulations.
• Sexual harassment
• Disability
• Substance abuse
• Privacy
• FMLA
• Workplace violence
CHECK OUT BIZLIBRARY’S NEW SERIES
HR LAW FOR MANAGERS!

26.
FOCUS ON GOOD
MANAGEMENT
PRACTICES

27.
1. The transition to new manager is difficult. By being
prepared and planning ahead we can help our
employees succeed.
2. We should look at succession planning and leadership
at all levels of the organization.
3. Build a curriculum and development plan based on
what success looks like in your organization. Your plan
should include management and leadership
competencies and the basics of HR Law.
KEY POINTS

28.
BIZLIBRARY.COM
QUESTIONS
Use the Q&A
box in the lower
right hand
portion of your
screen.

29.
LEARNING OBJECTIVE TIME FRAME DEVELOPMENT ACTIVITIES
Understanding Your New
Role and Responsibilities
First 30 days eLearning Course: First
Time Manager –
Understanding a
Manager’s Role
eLearning Course: First
Time Manager – Meeting
Expectations
Video: Going From
Coworker to Boss
Becoming a Successful
Manager
Bi-weekly – First 12 months Meet with Mentor
HR Law- What You Need
to Know
First 90 days Video Series: HR Law for
Managers
Leadership –
Collaboration
First 30 days Video: Collaboration
Creates Value
BUILD A NEW MANAGER CURRICULUM

30.
BIZLIBRARY.COM
Course: Going from Coworker to Boss
Target: New Managers
Duration: 5 minutes
Course Title:
What to Say When: Haunted by
the Ghost of Your Predecessor
Target: New Managers
Course Title:
HR Law for Managers Series
Target: Managers