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Sink or Swim? Supporting the Transition to New Manager - Webinar 03.27.14

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The document discusses challenges in transitioning employees to new manager roles and provides recommendations for support. It notes that 49% of disengaged employees report issues with direct supervisors and 58% of new managers receive no training. A successful transition involves planning through succession planning and developing managers. It recommends building a curriculum based on the organization's definition of success, including competencies like motivating, driving outcomes, building relationships, and legal awareness. The curriculum should have learning objectives, timelines, and development activities like courses, mentoring, and videos.

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sink or swim? SUPPORTING THE TRANSITION TO NEW MANAGER
5,000+ Courses. 25 Topic Areas. Unlimited Access. Improve your employees' performance with the largest and fastest-growing library of on-demand training videos and eLearning courses today!
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.
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
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
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 2011 26%
...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
TASK ACCOMPLISHMENT INTERACTING WITH PEOPLE SOURCE: FROM BUD TO BOSS: SECRETS TO A SUCCESSFUL TRANSITION TO REMARKABLE LEADERSHIP BY KEVIN EIKENBERRY AND GUY HARRIS
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
MANAGEMENT GROUP FUNCTIONAL GROUP WHICH TEAM?
Succession Planning • Process and preparation. • Training and development aligned with business strategy. • Targeted to close competency gaps.
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
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?
MOTIVATE DRIVE OUTCOMES ACCOUNTABILITYBUILD RELATIONSHIPS MAKE DECISIONS CONTINUOUS LEARNING GREAT MANAGERS
MOTIVATE Communicating mission and vision. Understanding individuals. Emotional intelligence. Listening skills.
DRIVE OUTCOMES Handling difficult situations. Developing others. Performance management.
ACCOUNTABILITY Setting clear goals. Delegation. Continuous feedback.
BUILD RELATIONSHIPS Win trust. Earn credibility. Communication. Encouraging teamwork.
MAKE DECISIONS Setting priorities. Thinking analytically. Establishing focus.
Learning agility. Consistently curious. Ask and ask for questions. CONTINUOUS LEARNING
LEARN WHILE YOU WORK work while you learn• Job rotation. • Task force or project team. • Action learning. • Mentoring.
LEADERSHIP management LEADERSHIP • Articulating vision • Inspiring commitment • Challenging the status quo MANAGEMENT • Focus on short term results • Compliance • Work within procedures &
Management is doing things right. Leadership is doing the right things. Peter Drucker
ENGAGES STRONG NETWORKS SHARING AND INFLUENCE CONTINUOUS LEARNING SOCIALLY LITERATE FACILITATOR OF LEARNING
Pragmatic optimist Defaults to “yes” Inspirational Co-create value and develop excellence Forward looking Embrace change by asking “what if…?” Open minded Solicit views from others Proactive The first to follow, the first to lead Trusting The only path to scale is empowerment Accountable I’ve got it Generous When celebrating, lead from the back Authentic Open and honest communication Collaborative No one of us is as smart as all of us COMMON TRAITS OF SOCIAL LEADERS The Pursuit of Social Business Excellence, by Vala Ajshar and Brad W. Martin
What leadership model is right for your organization?
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!
FOCUS ON GOOD MANAGEMENT PRACTICES
1. The transition to new manager is difficult. By be 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
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
BIZLIBRARY.COM LEADERSHIP LESSONS VIDEOS CEOs, business authors and experts share an action-oriented key takeaway on specific topics.
BIZLIBRARY.COM Course: Let Managers Learn From Their Mistakes Target: Managers Course Title: QuickTalks: Rob Kaplan: Leadership Lesson: You Must Ask the Right Questions to Adapt Target: Leaders at All Levels
BIZLIBRARY.COM Free trial of the BizLibrary Collection or Demo of Technology Solutions 5,000+ Courses. 25 Topic Areas. Unlimited Access. Improve your employees' performance with the largest and fastest-growing library of on-demand training videos and eLearning courses today!

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Sink or Swim? Supporting the Transition to New Manager - Webinar 03.27.14

  • 1. sink or swim? SUPPORTING THE TRANSITION TO NEW MANAGER
  • 2. 5,000+ Courses. 25 Topic Areas. Unlimited Access. Improve your employees' performance with the largest and fastest-growing library of on-demand training videos and eLearning courses today!
  • 3. 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.
  • 4. 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
  • 5. 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
  • 6. 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 2011 26%
  • 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. TASK ACCOMPLISHMENT INTERACTING WITH PEOPLE SOURCE: FROM BUD TO BOSS: SECRETS TO A SUCCESSFUL TRANSITION TO REMARKABLE LEADERSHIP BY KEVIN EIKENBERRY AND GUY HARRIS
  • 9. 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
  • 11. Succession Planning • Process and preparation. • Training and development aligned with business strategy. • Targeted to close competency gaps.
  • 12. 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
  • 13. 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?
  • 15. MOTIVATE Communicating mission and vision. Understanding individuals. Emotional intelligence. Listening skills.
  • 16. DRIVE OUTCOMES Handling difficult situations. Developing others. Performance management.
  • 18. BUILD RELATIONSHIPS Win trust. Earn credibility. Communication. Encouraging teamwork.
  • 19. MAKE DECISIONS Setting priorities. Thinking analytically. Establishing focus.
  • 20. Learning agility. Consistently curious. Ask and ask for questions. CONTINUOUS LEARNING
  • 21. LEARN WHILE YOU WORK work while you learn• Job rotation. • Task force or project team. • Action learning. • Mentoring.
  • 22. LEADERSHIP management LEADERSHIP • Articulating vision • Inspiring commitment • Challenging the status quo MANAGEMENT • Focus on short term results • Compliance • Work within procedures &
  • 23. Management is doing things right. Leadership is doing the right things. Peter Drucker
  • 25. Pragmatic optimist Defaults to “yes” Inspirational Co-create value and develop excellence Forward looking Embrace change by asking “what if…?” Open minded Solicit views from others Proactive The first to follow, the first to lead Trusting The only path to scale is empowerment Accountable I’ve got it Generous When celebrating, lead from the back Authentic Open and honest communication Collaborative No one of us is as smart as all of us COMMON TRAITS OF SOCIAL LEADERS The Pursuit of Social Business Excellence, by Vala Ajshar and Brad W. Martin
  • 26. What leadership model is right for your organization?
  • 27. 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!
  • 29. 1. The transition to new manager is difficult. By be 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
  • 30. 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
  • 31. BIZLIBRARY.COM LEADERSHIP LESSONS VIDEOS CEOs, business authors and experts share an action-oriented key takeaway on specific topics.
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