Manager Handbag

I hope that, moving forward, sustainability isn’t seen as an added bonus for companies. It should just be the standard. | Yael Aflalo, Founder & CEO of Reformation

© 2016 Reformation | People & CultureWhat’s Inside

<What’s Inside><Management Overview><Welcoming New Refs><Tough Conversations> <It’s Not Going Well><Career Development><Saying Goodbye to Refs><More Stuff>

Managing is super easy..said no one ever. Being a manager isn't black and white, but more like shades

of gray. While we can't tell you steps A-Z on how to be a manager, we can help you figure out how to

navigate some of the grey situations you'll encounter. Inside this toolkit is a host of resources to

use and reference when managing Refs! Think of it as your “one stop shop” for best practices, tips,

and tricks to help you navigate the waters of being a great Ref Manager!

❖ Purpose:

➢ The Manager Handbag is the Ref Manager’s one-stop shop location for tangible,

practical, data-supported best practices and tools to effectively lead and inspire your

team while growing your own skills as a manager at Ref.

❖ A few last tips:

➢ When managing Refs, you’ll want to focus on things that you can control and

influence in their environment (e.g. motivation, social norms, company policies, and

your own behavior)

➢ Check out the rest of the toolkit and links under “More Stuff” to get going!

← Start exploring by clicking over the text on the sidebar!

It’s all about people management. Refs should feel that we care about their professional growth, are

invested in helping them grow, and actively seek to push them out of their comfort zones. Our people

managers are accountable for fostering healthy and high performing individuals and teams. People

management is all about supporting Refs and working to build collaborative, cross-functional teams.

Ref Managers…

1. Demonstrate a mindset of a manager, not an individual contributor

2. Develop strong self awareness and awareness of others

3. Build strong relationships across the organization

4. Manage performance effectively

5. Can attract and acquire new top talent

*Click on the yellow Celine bag to read more about these expectations.

<What’s Inside><Management Overview><Welcoming New Refs><Tough Conversations> <It’s Not Going Well><Career Development><Saying Goodbye to Refs><More Stuff>

© 2016 Reformation | People & CulturePeople Management Celine bag of

resources >

< Hiring new Refs >

< Getting new Refs up to speed >

< Getting to know your Refs >

< Setting Refs up for success >

Welcoming New Refs

<What’s Inside><Management Overview><Welcoming New Refs><Tough Conversations> <It’s Not Going Well><Career Development><Saying Goodbye to Refs><More Stuff>

© 2016 Reformation | People & Culture

Click on a topic to explore

© 2016 Reformation | People & Culture

Hiring new Refs is a complex process that includes working collaboratively across several departments to find the

right person. Before approaching a recruiter, follow these steps:

1. Assess the needs of the team.

➢ What is the current state of your team?

➢ What are the gaps that need to be filled?

➢ Is the role essential or can an alternative arrangement be developed?

➢ Do you need a full-time/ part-time employee?

2. Reach out to your direct manager and make the case. Use these resources to help you.

3. Research compensation and create job description draft.

➢ Consult the Recruitment Manager for resources.

➢ Consult your P&C Business Partner to discuss compensation ranges for the role.

➢ Seek feedback from the Recruiter and P&C Business Partner before going back to your direct manager.

4. Share job description and compensation research with direct manager.

➢ Discuss approaching Yael for approval.

5. Direct manager presents to CEO for approval.

6. Hiring launch meeting; talent acquisition begins.

See: hiring flowchart and Greenhouse 101 deck.

*Click on the yellow Celine bag to go deeper.

| Hiring new Refs

< Hiring new Refs >

< Getting new Refs up to speed >

< Getting to know your Refs >

< Setting Refs up for success >

<What’s Inside><Management Overview><Welcoming New Refs><Tough Conversations> <It’s Not Going Well><Career Development><Saying Goodbye to Refs><More Stuff>

Celine bag of resources >

© 2016 Reformation | People & Culture

Successfully getting new Refs up to speed can build a new hire’s motivation from the start, which is great for

our culture and our company. Whether the new Ref is joining your team from an internal team or an external

company, the future of your team depends on how well things get started. To help you, check out the New Hire

Onboarding: Manager Guide resource.

*Click on the yellow Celine bag to go deeper.

<What’s Inside><Management Overview><Welcoming New Refs><Tough Conversations> <It’s Not Going Well><Career Development><Saying Goodbye to Refs><More Stuff>

< Hiring new Refs >

< Getting new Refs up to speed >

< Getting to know your Refs >

< Setting Refs up for success > Celine bag of resources >

Talk honestly about how things work and be available to answer questions

Set up a RefBud and be thoughtful about how you facilitate team time and collaboration

Set expectations

early

Hold purposeful meetings from the beginning to set performance expectations and build rapport

Give new Refs time to grow

Create New Ref Ramp-up and 90-Day Success plans to ensure a smooth beginning

Get the entire team

involved

Focus on culture

| Getting new Refs up to speed

Culture

➢ Understanding office cultural norms is key to feeling safe and comfortable at work. Take time to

ensure your new hire has a great sense of how things operate and clarify confusion along the way

by asking them some of these key questions.

*View the video to hear Harvard Business School Professor Robert Steven Kaplan share thoughts on the importance of building rapport

with new team members. Then click on the yellow Celine bag to go deeper.

Getting to know your team improves a manager’s professional relationship with direct reports. To create

great performance, improve employee satisfaction and engagement, and reduce the incidences of workplace

conflict, spend more time on getting to know your team.

| Getting to know your Refs © 2016 Reformation | People & Culture

Communication

➢ Communication is a critical component of

organizational life that no business or team

can afford to neglect. Think of 1:1 meetings

as the Ref's time. It should be less about

status updates and more about their

development and how you can help them.

These questions help guide your planning.

<What’s Inside><Management Overview><Welcoming New Refs><Tough Conversations> <It’s Not Going Well><Career Development><Saying Goodbye to Refs><More Stuff>

< Hiring new Refs >

< Getting new Refs up to speed >

< Getting to know your Refs >

< Setting Refs up for success > Celine bag of resources >

© 2016 Reformation | People & Culture| Setting Refs up for success

Set the Stage

➢ Set general work expectations, such as: define “quality” and “success” and

“completion;” set timelines; explain how each role fits into the team; identify

key partners; define how the team works with key partners;

Clarify Roles and Responsibilities

➢ Job descriptions outline only about 50-75% of a Ref’s responsibilities. It’s the

baseline minimum expectation.

➢ For those on your team seeking advancement, a career development

conversation should focus on above and beyond.

Set Motivating Goals

➢ What are team/department goals? How do these contribute to Ref’s big

picture?

➢ What do you expect Refs to accomplish? When? How are goals connected to

the big picture? What does success look like? How will you measure it?

Give and Receive Feedback

➢ No one is perfect. A conversation that includes two-way feedback is one of the

best ways to ensure continued improvement, upward progress and, ultimately,

better performance.

*Click on the yellow Celine bag to go deeper.

It’s so important to set Refs up for success. That means establishing the right performance expectations upfront,

not stifling creativity. Set the right tone at the beginning of a project or professional relationship and constantly

revisit goals to assess progress. Follow these guidelines to get started:

<What’s Inside><Management Overview><Welcoming New Refs><Tough Conversations> <It’s Not Going Well><Career Development><Saying Goodbye to Refs><More Stuff>

< Hiring new Refs >

< Getting new Refs up to speed >

< Getting to know your Refs >

< Setting Refs up for success >Celine bag of resources >

< Preparing for the conversation >

< When there’s misalignment >

< Dishing out good feedback >

< Taking feedback >

Tough Conversations© 2016 Reformation | People & Culture

<What’s Inside><Management Overview><Welcoming New Refs><Tough Conversations> <It’s Not Going Well><Career Development><Saying Goodbye to Refs><More Stuff>

Click on a topic to explore

Preparing for tough conversations isn’t always easy, but could make the difference between disaster and

mutual understanding. Crucial conversations, discussions where 1) stakes are high, 2) opinions vary, and 3) emotions

run strong, don’t have to be scary. In fact, they can really elevate the relationship to new heights if done well. Here

are the 7 keys to turning tough into easy:

© 2016 Reformation | People & Culture| Preparing for the conversation

5) State your Path – Share facts/ conclusions in a way that encourages others to tell theirs as well.

6) Explore Others’ Path – A dialogue allows both parties to find common ground.

7) Move to Action – Determine what will happen next. Document actions, deadlines, and follow-ups.

*View the video to see the steps to mastering a tough conversation brought to life with humor! Then click on the yellow Celine bag to go deeper.

1) Start with Heart – What is the desired result?

2) Learn to Look – Look out for a lack of mutual purpose.

Ask yourself whether you are leading the conversation

with dialogue or defensiveness.

3) Make it Safe – When you notice that you and others

have moved away from dialogue, do what you can to

restore safety.

4) Master your Story – Retrace your path to find out

what facts are behind the story you’re telling. When you

have the facts on your side, it’s hard to argue.

< Preparing for the conversation >

< When there’s misalignment >

< Dishing out good feedback >

< Taking feedback >

<What’s Inside><Management Overview><Welcoming New Refs><Tough Conversations> <It’s Not Going Well><Career Development><Saying Goodbye to Refs><More Stuff>

Celine bag of resources >

❖ The Ladder of Inference: How we take in and process information

➢ Reality and Facts - All of the info that exists around us

➢ Selected Reality - Only info we take in or notice

➢ Interpreted Reality - Meaning we add from info we notice

➢ Assumptions Made - Info we accept as true without proof

➢ Conclusions Drawn - Definitive beliefs associated with what we assume to be true

➢ Beliefs Adopted - Info seen as true due to previous steps

➢ Actions Taken - How we choose to conduct ourselves as a result of previous steps

❖ How to resist ascending the ladder:

➢ Question Assumptions/ Conclusions

- Find where you may have strayed

from reality to lead to potentially

wrong conclusions or assumptions

➢ Seek Contrary Data - Try to disprove

assumptions and conclusions drawn

*View the video to learn how the Ladder of Inference can facilitate

wrong choices. Then click on the yellow Celine bag to go deeper.

Identifying Misalignment before trying to manage a Ref’s performance or behavior is essential to avoid approaching

the situation incorrectly and with unintended consequences. Oftentimes our approach can make things a lot worse. Knowing

how to keep your emotions and judgments in check can change outcomes for the better.

© 2016 Reformation | People & Culture| When there’s misalignment

<What’s Inside><Management Overview><Welcoming New Refs><Tough Conversations> <It’s Not Going Well><Career Development><Saying Goodbye to Refs><More Stuff>

< Preparing for the conversation >

< When there’s misalignment >

< Dishing out good feedback >

< Taking feedback > Celine bag of resources >

❖ Model #2: Situation-Behavior-Impact ModelBest used informally as often as possible

➢ Situation: Describe when/ where

➢ Behavior: Describe what you saw/ heard

➢ Impact: Describe the result/ outcome

"During yesterday morning's team meeting, when you gave

your presentation, you were uncertain about two of the slides

and your sales calculations were incorrect. I felt embarrassed

because members of the leadership team were there. I'm

worried this will affect our team’s reputation.”

*View video for a more comprehensive understanding of the S-B-I model.

Then click on the yellow Celine bag to go deeper.

Giving Feedback is a foundational skill of management. Providing feedback strategically and as often as possible can sharpen your Ref’s skills, increase performance, and facilitate trust. It really is win-win. Feedback should be: timely, objective, and actionable.

❖ Model #1: 4-Step Feedback Model: Build confidence; build skill Best used at milestone moments in a project’s life cycle

© 2016 Reformation | People & Culture| Dishing out good feedback

<What’s Inside><Management Overview><Welcoming New Refs><Tough Conversations> <It’s Not Going Well><Career Development><Saying Goodbye to Refs><More Stuff>

< Preparing for the conversation >

< When there’s misalignment >

< Dishing out good feedback >

< Taking feedback > Celine bag of resources >

Manager: What is one thing you

think you did well?(Ref responds)

Manager: Here is one thing I think you did well:

(Ref listens)

Manager: What is one thing you think you should do

differently?(Ref responds)

Manager: Here is one thing I

think you should do differently:(Ref listens)

➢ Validate and get support: Share the feedback with someone who might know if it seems right.

➢ Thank the giver: Every piece of feedback should be received with gratitude. Say “thanks.”

➢ Request feedback: Improve your chances of getting meaningful feedback by asking for it.

*View the video for an illustrative view of how to give and receive feedback. Then click on the yellow Celine bag to go deeper.

© 2016 Reformation | People & Culture| Taking feedback

<What’s Inside><Management Overview><Welcoming New Refs><Tough Conversations> <It’s Not Going Well><Career Development><Saying Goodbye to Refs><More Stuff>

< Preparing for the conversation >

< When there’s misalignment >

< Dishing out good feedback >

< Taking feedback > Celine bag of resources >

Receiving feedback isn’t always easy to do, but doing it well is necessary for continued growth and

development. Managers need to be the model for how feedback is received, otherwise you can create a culture

of fear and keep your team tight-lipped around you which erodes trust.

Tips for Receiving Feedback Effectively:

➢ Assume best intentions: Assume givers are trying

to be helpful and have best intentions in mind.

➢ Discuss later: Feedback doesn’t often gel with our

own perceptions. Take some time to process it.

➢ Don’t discount feedback: If someone is sharing a

perception with you, resist the urge to blow it off.

➢ Ask clarifying questions: Get aligned. Ask

questions so you truly understand the feedback.

© 2016 Reformation | People & Culture

< Is it underperformance? >

< How managers can help >

It’s Not Going Well

<What’s Inside><Management Overview><Welcoming New Refs><Tough Conversations> <It’s Not Going Well><Career Development><Saying Goodbye to Refs><More Stuff>

Click on a topic to explore

Underperformance needs to be quickly addressed with clear procedures, organizational support and

the courage to handle the issue. There should be no surprises.

Underperformance or poor performance can be exhibited in the following ways:

➢ Failure to perform the responsibilities of the role or perform to standard expectations

➢ Non-compliance with workplace policies, rules or procedures

➢ Inappropriate/disruptive behavior in the workplace

Reasons for underperformance:

➢ A Ref doesn't know what is expected

➢ Interpersonal differences, cultural misunderstandings or workplace bullying

➢ A mismatch between a Ref’s capabilities and the job they are required to undertake

➢ A Ref isn’t getting feedback

➢ Lack of personal motivation, low morale in the workplace and/or poor work environment

➢ Personal issues such as family stress, physical/ mental health problems, or alcohol/drug abuse

Underperformance should be promptly and appropriately addressed.

*Click on the yellow Celine bag to go deeper.

| Is it underperformance? © 2016 Reformation | People & Culture

<What’s Inside><Management Overview><Welcoming New Refs><Tough Conversations> <It’s Not Going Well><Career Development><Saying Goodbye to Refs><More Stuff>

< Is it underperformance? >

< How managers can help >

Celine bag of resources >

Managers can help by starting with the 8-Point Checklist to assess the true nature of the situation:

✓ The Ref is not meeting expectations (deadlines, quality/ behavior standards, etc)

✓ The Ref’s behaviors or quality of work is hindering performance of self or team

✓ The Ref clearly understands what is expected of him/her and why

✓ I have clearly identified the issue(s) at play

✓ I have, at minimum, basic documentation of the issue(s)

✓ I have spoken to the Ref more than once before about the issue(s)

✓ I have given the Ref a reasonable amount of time to make improvements to no avail

✓ The Ref is not in any immediate danger or health risk (notify P&C Partner immediately)

© 2016 Reformation | People & Culture| How managers can help

If you checked ALL 8 BOXES above, there is a strong likelihood that your Ref has an underperformance issue

that needs to be addressed swiftly and appropriately. Take the following 2 steps:

1. Complete Underperformance Assessment to ensure you have all of the facts

2. Reach out to your P&C Business Partner to schedule a meeting ASAP

➢ At the meeting with your Business Partner, the two of you will:

● Review facts of the issue

● Plan how to approach underperformance with Ref

● Clearly outline possible improvements Ref can take

● Review consequences of continued poor performance

● Develop a plan for performance improvement milestones

● Schedule follow-up meeting to discuss outcomes from meeting with Ref

*Click on the yellow Celine bag to go deeper.

<What’s Inside><Management Overview><Welcoming New Refs><Tough Conversations> <It’s Not Going Well><Career Development><Saying Goodbye to Refs><More Stuff>

< Is it underperformance? >

< How managers can help >

Celine bag of resources >

© 2016 Reformation | People & Culture

Gone are the days where career development was just about a promotion or pay increase. In a recent

study, U.S. job candidates said they look for one thing above all others when applying: opportunities for growth

and professional development.

Investing time and energy into your Refs’ development makes you a better manager. Career development isn’t

just a one time thing. It requires ongoing conversations. Here are some major tips for how to approach the

development process with your Refs:

➢ Share info with your team about current opportunities across Ref

➢ Support learning and knowledge-sharing across teams and departments

➢ Encourage your Ref to complete a Professional Development Plan to track their professional growth

➢ Conduct frequent 1:1s regarding Refs’ career goals and interests. Use these best practices

*Click on the yellow Celine bag to go deeper.

<What’s Inside><Management Overview><Welcoming New Refs><Tough Conversations> <It’s Not Going Well><Career Development><Saying Goodbye to Refs><More Stuff>

Career Development Celine bag of resources >

<What’s Inside><Management Overview><Welcoming New Refs><Tough Conversations> <It’s Not Going Well><Career Development><Saying Goodbye to Refs><More Stuff>

Saying Goodbye to Refs Celine bag of resources >

© 2016 Reformation | People & Culture

Saying goodbye to Refs isn’t easy. Sometimes our Refs need space to spread their wings and as much as

we hope Ref is the best place to do that, we know that isn’t always the case. How we handle a Ref’s

departure--preserving dignity or maintaining the relationship--is just as important as how we welcomed them

to the team in the first place. Here’s how to handle the situation once you know it’s time for them to go.

❖ Voluntary vs Involuntary

➢ Involuntary – your P&C Business Partner should already be working with you on the

underperformance issues and they’ll guide you to the finish line

➢ Voluntary – Well, that sucks. First, reach out to your P&C Business Partner and share the

resignation letter. If leaving regrettably, is there a way we can keep them? If not, ask:

● Are they a single point of failure?

● Do you have anyone else who can do their job tomorrow?

● Do we need to backfill the role – is it mission critical or can we operate leaner?

● How can we ensure that Refs leave on good terms? Happy hours, potlucks and

offering references are great ways to preserve relationships.

❖ Reflect on what went wrong by asking yourself:➢ Did you communicate clear expectations? Were there major role changes? ➢ Did the Ref feel recognized and valued, and able to see impact?➢ What could you do differently in the future? ➢ What would you change when looking for their backfill?

❖ The important thing is to ensure the Ref’s exit provides minimal disruption to the team. Allocate essential work to teammates as needed and communicate the Ref’s departure to everyone affected.

❖ The formal offboarding process will be managed by the People & Culture team.

*Click on the yellow Celine bag to go deeper.

< Our People & Culture Team >

< Yael @ Yale >

< Resource: Recognizing Your Team >

< Resource: Collaboration >

< Resource: Task-sharing >

< 10 TEDtalks on Management >

< Further Reading: Manager Handbag Library >

< All Manager Handbag Resources >

© 2016 Reformation | People & Culture

<What’s Inside><Management Overview><Welcoming New Refs><Tough Conversations> <It’s Not Going Well><Career Development><Saying Goodbye to Refs><More Stuff>

More Stuff

Click on a topic to explore

<What’s Inside><Management Overview><Welcoming New Refs><Tough Conversations> <It’s Not Going Well><Career Development><Saying Goodbye to Refs><More Stuff>

< Our People & Culture Team >

< Manager Toolkit Library >

< 10 TEDtalks on Management >

< Yael @ Yale >

Adele RomVP | People & Culture

Christina GergisP&C Director

Kim CarlsonP&C Partner

Alejandro PhillipsOperations Manager

Portia MosebyTalent Acquisition Manager

Katie LeneghanTalent Acquisition Partner

John FrameP&C MBA Intern

Beth LenneP&C Coordinator

Jo KhooP&C Coordinator

People & Culture Team

<What’s Inside><Management Overview><Welcoming New Refs><Tough Conversations> <When It’s Not Going Well><Career Development><Saying Goodbye to Refs><More Stuff>

Yael Aflalo | Founder & CEO

< Our People & Culture Team >

< Manager Toolkit Library >

< 10 TEDtalks on Management >

< Yael @ Yale >

Yael speaks at the Yale School of Management about Ref’s mission and the evolution of her vision

© 2016 Reformation | People & Culture

Manager HandbagConcept | Design | Creation

John FrameChristina Gergis

People & Culture TeamSources as cited

Be the change.