Michelle Baker

phase(two)learning

November 2014

from Individual Contributor

To Manager :

Making A

Successful transition

Welcome!

Tell us about yourself! • Your name

• Your role

• Something you’re hoping to get from

today’s session

Welcome!

Hi, I’m Michelle!

Learning Strategist, phase(two)learning

Manager, Learning & Development, Finish Line

Let’s connect!

LinkedIn

linkedin.com/in/mbaker826

Twitter

@MichelleLBaker

Blog

phasetwolearning.wordpress.com

Email

phasetwolearning@gmail.com

Today’s Agenda

• Welcome, introductions, session overview

• New Manager Challenges

• Management Myth-busting

• Defining Your New Role

• Promoting Team Culture

• Coping With New Feelings

• Reaping the Rewards of Being a Manager

• Key Messages

• 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!

Management Myth-busting

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

• Office politics

• Conflicting priorities

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:

10%

Training

20%

Coaching & Relationships

70%

Practical Work Experience

Defining your new Role

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:

Network Building

Strategic Thinking

Agenda Setting

Agenda Setting

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

Network Building

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.

Strategic Thinking

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

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:

• Frustration

• Performance Anxiety

• Loss

• Humility

• Conflict

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

Reaping the Rewards of Being a manager

The Payoff

Eventually, as you transition into your role, you will find

you’re developing professional skills, satisfying important

psychological needs and collaborating with others.

Developing Skills

• Challenging yourself

• Discover strengths

• Consider your long-term career goals/path

Satisfying Psychological Needs

• Achievement

• Influence

• Affiliation

Collaborating with Others

• Developing & motivating your team

• Using your influence

• Use previous supervisors as mentors/coaches

Key Messages

• 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: phasetwolearning@gmail.com

Twitter: @MichelleLBaker

Any questions?