•Welcome, introductions, session overview
•New Manager Challenges
•Defining Your New Role
•Promoting Team Culture
•Coping With New Feelings
•Reaping the Rewards of Being a Manager
•Final Thoughts, Tools & Resources
New Manager Challenges With your small group, list as many things as you can think of that a new manager might find challenging. Examples: “Giving negative performance feedback.” “Firing an employee.”
Small Group Exercise
How many challenges can your group come up with in 3 minutes?
Be prepared to share your list with the group!
Common Myths About Management
Let’s explore each of these myths…..
In order to be successful as a manager, it’s important to consider these common myths about management:
•“I’ll use the same skills as before.”
•“I’ll have power.”
•“I’ll have a lot more freedom.”
•“I’ll always have control.”
•I’ll learn the job primarily through training.”
Myth #1: “I’ll use the same skills as before.”
•Many managers promoted based on their skill in the Individual Contributor role
•As a manager, you still need the skills and knowledge you’ve acquired, but…
•Now you will also need to work through others to achieve your objectives Remember… “What got you HERE won’t get you THERE.”
TRUTH: The skills of a manager are vastly different than that of an individual contributor.
Myth #2: “I’ll have power.”
TRUTH: Many managers do have more formal authority than individual contributors, but authority does not guarantee the manager will have influence. Use the management tools you have to influence others:
•Your position in the organization – are you visible?
•Your personal characteristics – what are you “known” for? To influence others to help you get things done, provide them with valued resources and services in exchange for resources and services you need. Small group discussion: What have you learned about being an influencer since becoming a manager? Give some examples – choose one example to share with the group.
Myth #3: “I’ll have a lot more freedom.”
TRUTH: Many new managers assume they will have more freedom:
•To make decisions and take action
•To delegate tasks to direct reports, resulting in more free time Managers need the cooperation of other people to get things done. Let’s discuss: Who do you rely on to get things done?
Myth #4: “I’ll always have control.”
Let’s Discuss: What situations have you faced? Discuss with your small group.
TRUTH: Many managers seem to have their positions figured out, even when their outward appearance is convincing. In reality, even the most self-assured have moments of frustration or uncertainty. Situations that can cause frustration include:
•Direct reports don’t take direction
Myth #5: I’ll learn the job primarily through training.”
Let’s Discuss: In your small groups, discuss your assigned component of the 70-20-10 model. What are some examples? Be prepared to share your list with the group.
TRUTH: You can only learn so much through training. Your best teacher will be a combination of building relationships and on-the-job experience. Follow the 70-20-10 model:
20% Coaching & Relationships
70% Practical Work Experience
Lessons From the Trenches With your small group, list the things you have learned to do (or NOT to do) from other managers. Use your handouts to take notes/create a list. Examples: “Empower team to make decisions.” “Don’t micromanage!”
Small Group Exercise
How many examples can your group come up with in 3 minutes?
Be prepared to share your list with the group!
Defining Your New Role
Let’s look at each…
Your role as a manager will focus on 3 areas that you may not have considered before:
Help your team set priorities:
•View your role as that of an entreprenuer – how would you run your business?
•Consider how your team’s priorities and decisions impact other departments
•Understand that your priorities may not align with those of your direct reports – get your team on the same page!
Setting an agenda for your team involves:
•Articulating strategies that will help align with and support the university’s objectives
•Ensuring that the strategies are implemented
To be a network builder, you need to:
•View yourself as a “people developer” rather than a “task doer”
•Understand where you and your team fits in the university – how can you help others…and how can they help you?
•Make “office politics” work for you – sharing and forming alliances can be benefit you and your team!
Building a network involves establishing and sustaining mutually beneficial partnerships up, down and across the university.
The issues you encountered as an individual contributor were likely related to your job-related tasks. As a manager, you must see your role and team with a broader view.
To be a strategic thinker, you need to:
•Consider multiple solutions to an issue or problem.
•Clearly communicate your vision to your team, so everyone is aligned – your team’s success is a reflection of your leadership.
•Understand the difference between being “responsible” and being “accountable”
Coping With New Feelings
Fact: Manager-level employees are critical for an organization’s success, but one of the most challenging levels of leadership.
You can expect to experience one or more of the following emotions as you transition to management:
Let’s Discuss: In your small groups, discuss examples of times you may have felt one or more of these emotions. How did you resolve it?
Coping With New Feelings: Solutions
When dealing with stress and emotions associated with the transition to a managerial role, it’s important to be patient and take care of yourself.
A few ideas:
•Always be developing yourself (think 70-20-10!)
•Get enough leisure time to relax – use your personal/vacation time!
•Talk about your concerns with supportive friends or a mentor
•Take care of your health
•Keep your job in perspective – remember what’s most important
Eventually, as you transition into your role, you will find you’re developing professional skills, satisfying important psychological needs and collaborating with others.
•Consider your long-term career goals/path
Satisfying Psychological Needs
Collaborating with Others
•Developing & motivating your team
•Using your influence
•Use previous supervisors as mentors/coaches
•Having authority does not guarantee one will have influence
•Transitions take time – even the most self-assured managers have moments of frustration or uncertainty
•The most effective learning for new (& seasoned) managers often comes from building relationships and on-the-job experience
Your Action Plan
In your handout, complete the self-assessment:
•How are you currently viewed as a manager?
•What will you do as a result of today’s session?
Tools & Resources
Want to learn more about transitioning from an individual contributor to a management role?
•Helpful resources listed in your handout
•Today’s slides available for download on Slideshare Got questions? Need more info? Email: email@example.com Twitter: @MichelleLBaker