A New Manager s Survival Guide: Essential Tips to Make a Smooth Transition into Management. Carol A. Hacker

Transcription

1 A New Manager s Survival Guide: Essential Tips to Make a Smooth Transition into Management Carol A. Hacker

2 Seminar Agenda 1. What s different now that you re the boss? 2. Communicate 3. Learn how to delegate 4. Make sound and defensible hiring decisions 5. Lead your team 6. Evaluate employee performance 7. Tips for giving critical feedback 2

3 What s Different? The work is different There are added responsibilities 3

4 What s Different in Terms of Job Duties? You Will: Delegate Monitor/measure results Review/evaluate performance Train/develop employees Discipline when necessary Communicate Handle lots of paperwork 4

5 Take Time to Understand the Business 5

6 Establish a Management Strategy for Yourself A strategy answers three questions: 6

7 Establish Your Authority Get to know your staff Let your staff get to know you Practice hallway management Minimize status differences Don t become overly authoritarian Admit your need for help 7

8 Establish Your Authority Be on time Set the tone Don t gossip Take it slowly Be sensitive It s an on-going process 8

9 Eliminate Self-Doubt Become comfortable Make an objective assessment Make a habit of analyzing yourself 9

10 Communicate Encourage the exchange of ideas Use appropriate language Provide relevant information Listen Solicit feedback Convey understanding 10

11 Communicate Protect self-esteem Listen with empathy Welcome suggestions Discuss feelings Offer support 11

12 Learn How to Delegate Select the right tasks Get input Choose the right person Delegate as a reward Accept the fact that people make mistakes Set follow up dates Trust Ask employee to self-evaluate 12

13 Learn How to Delegate (step by step) 1. Describe the task 2. Be specific 3. Obtain agreement 4. Agree on a completion date 5. Establish mini-goals 13

14 Learn How to Delegate (step by step) 6. Discuss the benefits 7. Confirm that the employee understands 8. Assign authority 9. Follow up 14

15 Make Sound and Defensible Hiring Decisions Recognize the #1 mistake... Work from a list of questions... Personally greet each applicant Make sure the receptionist... Ask permission to... 15

16 Make Sound and Defensible Hiring Decisions Ask behavior-based questions Determine weaknesses Avoid stress tactics Avoid illegal questions Can applicants can do what they claim? 16

17 Make Sound and Defensible Hiring Decisions Be consistent Don t allow interruptions If personal information is volunteered Evaluate each applicant Hire for attitude everything else is secondary! 17

18 There Are Two Types of Teams 18

19 5 Stages of a Team s Development Source: Dr. Bruce W. Tuckman s Orming Model 1. Forming 2. Storming 3. Norming 4. Performing 5. Deforming 19

20 Evaluate Performance (six-step process) 1. Organizational goals are established 2. Department develops strategic goals 3. Employee drafts performance goals 20

21 Evaluate Performance (six-step process) 4. Supervisor and employee meet 5. Supervisor meets with employee for regular progress reviews 6. Supervisor and employee meet for annual appraisal discussion 21

22 How Do You Spend Your Time? Review the past % Analyze the present % Plan for the future % 22

23 Plan for the Discussion Prepare an agenda Decide what you re going to say Identify employee s strengths Review your appraisal comments Prepare specific examples Be ready to discuss ideas Plan to meet in private Gather the courage to be honest 23

24 During the Discussion Move out from behind your desk Share your agenda Review the goals set during the last appraisal Go over the appraisal form carefully. Ask for employee feedback 24

25 During the Discussion Allow enough time for discussion Enhance the employee s self-esteem Listen Ask, don t tell Make plans for follow up 25

26 Set Goals & Expectations Qualities of useful goals: Emphasize results Are measurable Are challenging Are linked to other organizational goals Are mutually agreed upon Are periodically reviewed 26

27 Set Goals & Expectations Well-written goals answer 3 questions:

28 Set Goals & Expectations Sample goal statements To assume the lead in becoming the Websphere Administrator by December 31, To develop and execute functional life cycle plans encompassing cross-business scenarios by the end of third quarter To respond to all customer complaints w/i 24 hours. 28

29 Tips For Giving Critical Feedback PREPARE for your meeting! Confirm that the behavior is really a problem Develop a discussion outline Ask for help from HR if needed 29

30 Tips For Giving Critical Feedback Deliver promptly Define the impact Focus on specific behavior Focus on behavior that can be changed 30

31 Avoid labels and judgements Confirm understanding Don t take negative reactions personally Document Follow up Tips For Giving Critical Feedback 31

32 Thank You Carol A. Hacker & Associates 209 Cutty Sark Way Alpharetta, GA (770)

33 About the Facilitator Carol Hacker is a speaker, seminar leader, corporate consultant and author. She has over twenty-five years of human resource management experience and has been the president of Hacker & Associates since January Carol specializes in teaching business owners, managers, supervisors, and team leaders how to meet the leadership challenge. Carol has developed and facilitated training programs for over 500,000 people in business, industry, and government. Her customized seminars, presented in a powerful, professional environment, have helped organizations of all sizes educate and motivate their leaders. Contact Carol for more information on her customized in-house seminars, 13 books and dozens of audio CDs. Carol A. Hacker & Associates 209 Cutty Sark Way Alpharetta, GA