with Christine Britton and Nicole Seaver

1. 1 Manager’s Toolkit Guidelines and Resources for Effective Management Presented by Nicole Seaver, Senior Director, Career Management The Advisory Board Company, Washington D.C.

2. Management Toolkit: Opening Exercise One of my favorite managers was: The number one reason he/she was such a great manager was because he/she always…

3. 3 Roadmap for Discussion Orienting Communication and Feedback Delegation Motivation

4. 4 Orienting New Staff Members

5. 5 Orienting New Employees The First Impression is Crucial “Studies show that employees who do not feel an immediate connection with their organizations are more likely to leave... Most new employees begin their first day of work full of excitement and enthusiasm. Depending on first impressions, this initial enthusiasm for the organization can be either extended and nurtured or destroyed. Everything that happens in the first few days will affect the new hire’s perception of the organization and the employees he or she will be working with.” From The Buddy System and New Hire Orientation by Nancy Nelson, SPHR, and Carolyn Sperl, J.D., SPHR

7. Greet employees and show them where they will sit.

8. Review training calendar with new employee

9. Give a quick tour of the workspace– restrooms, kitchens, supply closets, and meeting space.

10. Introduce them to team members.

11. Ensure that they have all of the necessary resources, including telephone, computer, etc.

12. Provide them with phone list and add them to all department distribution lists.

14. Collect helpful reading material for new hire to get acquainted with the organization’s mission and work.

15. Schedule meetings at the new start’s 1st, 3rd, and 6th month anniversaries to ensure that you provide feedback/performance updates around those dates.

16. Check with them daily to see how their first week is progressing and offer to answer any questions.

17. Review the policy manual with the new employee.

19. Ask if they have questions about any policies that were covered the previous week of orientation. Employees are overloaded with information in the first week and may have additional questions about dress code, work hours, or vacation policies.

20. Arrange informal lunches with team members and/or department.

21. Provide new employee with an overview of the current and future goals of the team/department.

22. Walk new employee through performance expectations and job criteria, outlining your expectations for them across the next month to three months.

23. Discuss their preferred work style, what they find most effective, how they like to communicate, and how this might interplay with your management style.

25. Communication 10

26. I. Role of Feedback 11

28. Position description

31. Informal feedback12

33. Due to frequent informal feedback throughout the review period, the review should never come as a surprise to an employee.13

35. At your initial check-in discuss with your staff member how they like to work, what they find most effective, how they like to communicate, and how this might interplay with your management style.

36. Ask your employees what information they would like to receive regularly from you, and then tell them what you’d like to hear from them.

37. When explaining tasks and decisions, communicate the “why” behind the “what.”14

38. II. Informal Feedback 15

39. Best time to provide feedback Performance Level Informal Feedback The Importance of Timely Feedback Maintaining peak performance through active management Informal feedback may help curb a drop in employee performance. Since formal feedback occurs only every six months, informal feedback plays an important role in maintaining employee performance between formal reviews. Providing informal feedback can initially take some practice and in many cases you may initially feel some discomfort delivering the information. Prior planning and preparation can help make the delivery more comfortable. 16

41. Choose an appropriate time (end of business or before lunch)

43. Career Management representative

44. Department leader17

45. III. The Formal Review 20

47. How has their performance supported team/department initiatives?

48. How has the employee been proactive in solving problems?

49. Has the employee taken on additional responsibilities?

50. Has the employee worked to achieve their development objectives?21

53. Keep the appointment.

54. Ensure that you and the employee are prepared.

55. Meet in a comfortable, confidential location.

56. Avoid interruptions such as phone calls or visitors.

57. If possible, sit at a table with your employee rather than delivering the review from across your desk.

58. Engage in a two-way conversation.

59. Work together to resolve any issues that arise.Formal Review Manager Checklist Even a well-scripted written review relies upon strong delivery 24

61. Be positive about the future

62. Outline the amount of time allotted

63. Roadmap the discussion

64. Create problem-solving climate

65. Provide specific examples

66. Solicit suggestions from employee through directive questions

67. Ask open questions to set the tone (ex. How do you feel about your performance over this review period?)

68. Engage in active listening

69. Specifically describe outstanding behaviors

70. Express personal feelings about employee’s achievements

71. Voice confidence in employee’s abilities

72. Establish formal meeting time to create an individual development plan (IDP)25

73. Formal Review Gauging Employee Reaction Dealing with possible employee responses to difficult messages 26

74. 24 Delegation

75. 25 “Delegation is often very difficult for new managers. Managers are usually promoted because they were doing their job well and most likely enjoyed their projects. However, effective delegation develops people who are ultimately more fulfilled and productive. Managers become more fulfilled and productive themselves as they learn to count on their staffs and are freed up to attend to more strategic issues.” -- From The Successful Manager’s Handbook

76. 26 Common Reasons and Suggestions to Overcome Managers’ Reluctance to Delegate Insufficient time to explain the task or train someone to do it Desire for perfection Personal satisfaction and/or reward from accomplishment Fear of overburdening your group Concerns about an employees performance Fear of failure Successful Manager’s Handbook p. 258

77. 27 TOOL Step 1: Decide What You Can Delegate List three tasks or projects that you currently do yourself but could consider delegating to someone else. Focus particular attention on: Decisions you make frequently, but which someone else could make Functions that cause you to overspecialize Less complex tasks Tasks that will increase the number of people that have a critical skill Phases/elements of a project that could be individually assigned Successful Manager’s Handbook

78. 28 Think through who: Has the requisite knowledge to do the work Has a high level of interest in the work Has a need to develop in this area Has time Step 2: Select the Person Harvard Business School, “Do you know When to Delegate?” September 6, 2004

80. Measurable

81. Agreed

82. Realistic

83. Timebound

84. Empowering

86. 31 Six Keys to Motivating Staff Leaders don’t micromanage Leaders look out for their staff’s welfare A leader sets the example A leader shares the credit A leader is fair A leader is open ASAE & The Center for Association Leadership, 2007

87. 32 Ins and Outs for Motivating Your Staff in 2010 Business: The Ultimate Resource

88. 33 In Closing… Your management style is unique to you Leadership style depends on a confluence of factors: The task Team capabilities Individual’s knowledge Available tools Smart Assessment = SUCCESS