? Which best describes me…

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

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.

...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

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 SOURCE: Harvard Business Review, Frontline Managers: Are They Given the Leadership Tools to Succeed?

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

Relationships
Expectations
Skills
Perspectives
…change

Relationships Change FRIENDS TEAM BOSS
PEERS

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

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

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

ORGANIZATION TEAM

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

Skills Change Communication Coaching Collaboration
and Teamwork Goal Setting

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

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

Learning How to Learn Developing
Relationships Formal Training Receiving Feedback Self-Awareness On-the-Job Experiences

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

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

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

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

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

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

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

QUESTIONS

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

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

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Erin Pinkowski Marketing Manager epinkowski@bizlibrary.com
Chris Osborn Vice President of Marketing cosborn@bizlibrary.com @chrisosbornstl