This is what I have talked in the 1st KMS Manager Meetup last weekend. I hope whoever pursuing management career path would find it useful and applicable to be more successful at work.

2. It has
happened to
me. And I
think you're
not the
exceptions.
cc: ⌡K - https://www.flickr.com/photos/58419684@N00

3. I didn't have
enough
preparation,
before
becoming a
manager.
cc: Georgie Sharp - https://www.flickr.com/photos/41894168711@N01

4. Though I did come through the transition
and such to become a manager, I think it's
much better, if I was prepared more with
some of the things I will walk you through
in this presentation.
cc: -MRGT - https://www.flickr.com/photos/44284392@N04

5. And would hope you find it
useful and applicable to your
management career path.
cc: Ian Sane - https://www.flickr.com/photos/31246066@N04

6. These are not something I invented or
wrote up. The info is from a book. And I
am going to share some key points in the
first few chapters. If you feel like knowing
more, just have to buy the book and fully
read it.
cc: bcymet - https://www.flickr.com/photos/18519023@N00

7. And here is
the book.

8. It talks about
6 turns in the
managerial
career path.

9. For this presentation, I would
address only two first
passages, from what the
book suggested.
cc: merciermk - https://www.flickr.com/photos/33452121@N08

10. What I love the most is the
skill, time, value framework
suggested by the book.

11. At each turn, you will have to switch, change your
skills, time application and the focus on the
different values that you would need to contribute
for the role.
For some skills, values , you even have to drop it
completely, to make it a successful transition to
the new role. Watch out for those...

12. Okay. No more chit-chat.
Will go to the first passage
right away.
cc: andrechinn - https://www.flickr.com/photos/16167252@N00

13. From
managing
self to
managing
others.
cc: jfgornet - https://www.flickr.com/photos/43896901@N00

14. It's when you are
promoted to be
the manager for
the first time,
mostly from the
fact that you are
an excellent
individual
contributor.
cc: jfgornet - https://www.flickr.com/photos/43896901@N00

15. Refer to the next 3 tables for
what is required for managing
self and managing others.
cc: Alan Cleaver - https://www.flickr.com/photos/11121568@N06

16. * is what you have to drop a lot or completely to transition to the next level.

18. Mangers must cease thinking
only about themselves and
start thinking about others.
cc: monkeyc.net - https://www.flickr.com/photos/73584213@N00

19. Top challenges
• Defining and assigning work to be
done
• Enabling direct reports to do the work
• Building social contracts
cc: Justin in SD - https://www.flickr.com/photos/40708728@N04

20. Defining and assigning work to be done
• You will need to discuss with boss,
talk with peers, customers, suppliers,
partners, and other relevant parties to
assure the work to be done and make
appropriate assignments.
• Any pre-defined work breakdown
structure would help facilitate the
process.
cc: Nanagyei - https://www.flickr.com/photos/32876353@N04

21. Defining and assigning work to be done
• Then, you will have to practise
delegation. Make sure to be the
master of it :).
• The other focus should be hiring
the right (talented and fit) people
to do the assigned tasks
cc: Nanagyei - https://www.flickr.com/photos/32876353@N04

22. Enabling direct reports to do the work
• Do you views questions from his
people as interruptions?
• Do you fixes their mistakes rather
than teaching them to do the work
properly?
• Do you refuse to take ownership of
the success of his people, distancing
himself from their problems and
failures?
cc: Peter Kaminski - https://www.flickr.com/photos/35034359460@N01

23. Building social contracts
• Build trust and open lines of
communication vertically and
horizontally
• With boss, direct reports,
suppliers, customers, and other
relevant individuals
cc: JD Hancock - https://www.flickr.com/photos/83346641@N00

24. But who is responsible?
• HR with formal training?
• Nah. Training only gets us this
far: awareness and knowledge.
• Practising, being coached is
where we really learn the things.
cc: mattwalker69 - https://www.flickr.com/photos/88786104@N08

25. But who is responsible?
• The direct responsibility for
preparing first-time managers rests
with managers of managers
• (need to learn how to coach their
direct reports to make this transition
• Unfortunately, managers of
managers receive little or no
training in this area )
cc: mattwalker69 - https://www.flickr.com/photos/88786104@N08

26. That brought
us to
passage #2:
Becoming
manager of
managers
cc: Robie.. - https://www.flickr.com/photos/41690104@N02

27. Five signs of a misplaced
manager of managers
cc: monkeyc.net - https://www.flickr.com/photos/73584213@N00

28. Difficulty delegating
• As a result of this, the first line
managers are often more frustrated
• Managers of managers take too much
on themselves, have to much to do and
not enough competent direct report to
help them do it
• Delegate improperly: lack a control
system that ensures accountability for
what is delegated
cc: quinn.anya - https://www.flickr.com/photos/53326337@N00

29. Poor performance management
• Provide poor or little feedback to
his managers
• Isn’t a good coach
• Doesn’t offer clear direction
• Unsure about their goals
• Unable to communicate
productively with his direct reports
cc: Andy Magee - https://www.flickr.com/photos/84272941@N00

30. Other signs
• Failure to build a strong team
• A single-minded focus on getting
the work done
• Choosing clones over contributors
cc: Filippo C - https://www.flickr.com/photos/83513840@N00

31. What should
managers of
managers do
(skills)?
cc: aloshbennett - https://www.flickr.com/photos/13203757@N00

32. Selecting and training capable first-line managers
• Giving people team and project
leadership assignments are two ways
to observe
• Training first-line managers is the art
of creating a supportive environment
that allows mistakes but not failure
• Sensitivity of power: use their power
in the ways that motivate and instruct
rather than demean and demoralize
cc: Jordi Payà Canals - https://www.flickr.com/photos/24630636@N03

33. Holding them accountable for managerial work
• Evaluating people based on the
quality of their selection decisions,
the frequency and quality of their
performance feedback, their ability to
team with other units, and their skills
at producing results through a team
• Need to remove first-time
managers who don’t make the level-
one grade
cc: v1ctory_1s_m1ne - https://www.flickr.com/photos/80221456@N00

34. Goals and measurements must be put in place
• ... that create accountability for new
managerial behaviors
• Amount of improvement in efficiency
, degree of improvement in quality ,
frequency and impact of coaching
sessions , number of first-line
managers promoted to bigger jobs ,
success rate of new first-line managers
, teamwork within the assigned area /
other areas
cc: Leo Reynolds - https://www.flickr.com/photos/49968232@N00

35. Those are some highlights
for the first two passages.
cc: katerha - https://www.flickr.com/photos/8489692@N03

36. If you notice, you
will see that 80%
of those people
who pursue
management
career should be
in these two
passages,
struggling.
cc: Malcolm Slaney - https://www.flickr.com/photos/99439991@N00

37. Are you one
of them?
cc: ⌡K - https://www.flickr.com/photos/58419684@N00

38. If you are, I would suggest you
to go back, understand about
your skills, time application,
values.
cc: Dan Cook Archived (dan-scape.co.uk) - https://www.flickr.com/photos/57953583@N02

39. And from those awareness, do
something. To get the skills, to switch
how to use your time, and to focus on
the right values you need to contribute
for the level.
cc: Orange Steeler - https://www.flickr.com/photos/19362029@N00

40. Good luck.
cc: kaibara87 - https://www.flickr.com/photos/34745138@N00