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Infographic: 3 Growth Practices for Managers
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Transcript of Infographic: 3 Growth Practices for Managers
It is managers who turn potential into performance by role modelling, guiding and stretching the team. As part of our ongoing Growth Drivers research, we conducted quantitative research with over 100 managers and spoke with 20 senior clients across a range of industries. The research uncovered an opportunity to build managers' confidence in driving growth through people, with our 'Growth Practices for Managers'.
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01Findings from our most recent Growth Drivers research
Where is effective modelling at all levels of the organisation?
Only 40% of people say their
manager regularly paints an
effective vision of what their
team needs to be doing & how
they need to be performing
Only 25% of people feel their
manager role models expected
new ways of working from new
capability programmes
Copying others is the most influential way that we learn and develop which is why our behaviours and beliefs are heavily shaped by strong role models.
We need to recognise the impact that every manager has on supporting performance improvement through their own role modelling.
ROLE MODELLING
How managers create growth through people
If you are a manager, you are a Role Model so what type of role model do you want to be?
02GUIDING
Guiding is the Growth Manger practice to help the team work through its challenges to deliver improved results.
Managers aren’t guiding in a way that maximises performance
Less than half of people say their
manager regularly helps them to
clarify their development areas
& find creative solutions to fill
their gaps
Less than a third of managers
regularly help improve thinking
through effective ‘in the
moment’ feedback & questions
Understanding Motivations & StrengthsGuiding starts with understanding the personal motivations of individuals in your team
Designing purpose into the working patternWhat changes in the pattern of meeting and collaborations could you instigate to move you closer towards your purpose?
Increasing the frequency and quality of feedbackIncrease the frequency and quality of the feedback people receive and you’ll see a big improvement in performance
Using guiding questionsAsking questions that focus the team on how they are working, questions that draw attention to the right behaviors
03The volume of work feels more challenging but it doesn't mean the work is always developing people
28% of people strongly feel their
manager regularly accelerates
the teams' performance through
the encouragement of risk &
reflection
24% of people strongly feel their
manager regularly proposes
taking different roles in
teamwork to capture new
perspectives
STRETCHINGStretching, failing and stretching again is the way that the brain grows and forms new connections. It’s how you create expanded comfort zones and expanded zones of competence.
There are 4 different types of stretch that help maximise performance
Turn off autopilotChallenging our assumptions. Change your assumptions, you change your perspective
Window openingSearching out and promoting further role models and diversity thinkers on specific topics
Increasing empowermentSelecting the right type of opportunity to either close a gap or go to the next level
Systematic reflectionEncouraging the team to slow down and leverage the power of reflection to reveal what matters most
3 key themes from the research
Helping others perform feels more
challenging in matrix and virtual teams
It’s taken for granted that managers know
how to operate in this environment
There's no clear structure to
support what a manager does to develop their team's performance
25%
40%
WHY our work matters
WHAT’s important to master
HOW we work
31%
38%
28%
Calling it out
24%