Introduction to Management (Part 2) : Introduction to Management (Part 2) To allow time for all to log-in, we will begin the session at 5 minutes after the hour.
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Introduction to Management : Introduction to Management Edward Cleary
www.clearyonline.com
Edward@Clearyonline.com
Session Recording : (C) Edward Cleary - 2009 3 Session Recording These sessions are recorded.
If you need to leave early or cannot make a live session, recordings are available for your view, on-demand.
Chat conversation is included in the recording.
What we will cover : (C) Edward Cleary - 2009 4 What we will cover Session One
Understanding The Role of Manager
Session Two & Three
Common Challenges
Tips and Techniques
Session Four
Developing Management Skills
Tonight : (C) Edward Cleary - 2009 5 Tonight Brief Review of Part 1
Discussion of ‘home work’
Common Challenges & Tips
Being a Manager : (C) Edward Cleary - 2009 6 Being a Manager Requires one to apply TECHNICAL EXPERTISE in order to to focus others to complete work.
For people new to management, it is often difficult to understand how to balance the focus on personal tasks while driving process and results (shifting between delivering work and directing work).
Being a Manager : (C) Edward Cleary - 2009 7 Being a Manager When you start your job in management, you will be challenged to work in a new way.
This will require you to briefly slow down to assess the work you are now responsible and begin to develop new behaviors and approaches.
It can’t be done on autopilot.
Responsibility of Management : (C) Edward Cleary - 2009 8 Responsibility of Management Align individual task and objectives with overall company objectives (delegate)
Make decisions
Solve problems
Judge performance and apply consequence
DELIVER RESULTS
Management Functions : (C) Edward Cleary - 2009 9 Management Functions
Slide 10 : (C) Edward Cleary - 2009 10 Common Mistakes
Respond using the Chat function : (C) Edward Cleary - 2009 11 Respond using the Chat function Think about the best boss/manager you have had.
What were/are some of the qualities that set that manager apart from others?
Common Mistakes : (C) Edward Cleary - 2009 12 Common Mistakes Not making the transition from individual contributor to manager
Not knowing how the company makes money
Show everyone who’s in charge
Change everything Over relying in your technical expertise
Treating everyone the same
Not providing clear direction and feedback
Failure to address problems
Change nothing
Not making the transition : (C) Edward Cleary - 2009 13 Not making the transition
Not making the transition : (C) Edward Cleary - 2009 14 Not making the transition As a manager, you are no longer an individual contributor.
You have new responsibilities and need to direct others to accomplish objectives.
Not making the transition : (C) Edward Cleary - 2009 15 Not making the transition Many people who are promoted to manage a group they were a member of struggle with the change in relationship.
It is difficult to maintain the same relationship at work with coworkers when you are promoted to become their manager.
Make an effort to keep appropriate boundaries at work.
Tips to help the transition : (C) Edward Cleary - 2009 16 Tips to help the transition You have taken an important step by participating in a class like this.
Be sure to continue this effort beyond our on-line time. Seek clarification and understanding of your job roles and the principles and philosophies that the company expects you to adhere to.
Tips to help the transition : (C) Edward Cleary - 2009 17 Tips to help the transition Seek guidance from your manager or other experience managers.
Recognize this may not be easy, especially if you are managing a group of former peers.
Tips to help the transition : (C) Edward Cleary - 2009 18 Tips to help the transition Spend time getting to know your employees skills and abilities.
Use this knowledge to help employees make the maximum contribution and develop skills as needed.
Take time to discuss your new role with employees who you may have been peers with previously.
Over relying on your technical expertise : (C) Edward Cleary - 2009 19 Over relying on your technical expertise
Over relying on your technical expertise : (C) Edward Cleary - 2009 20 Over relying on your technical expertise WARNING – over relying on the skills that most likely got you promoted will keep you from continuing upward.
Over reliance on your technical skills will lead you to managing people to do work the way you prefer instead of focusing on the outcomes.
This often leads to micromanagement of staff which often has a negative impact on employee morale.
Tips to avoid over reliance on your technical expertise : (C) Edward Cleary - 2009 21 Tips to avoid over reliance on your technical expertise Use your technical expertise to assess the work of others.
You will need to maintain your technical skills current however, other skills may become as important to develop.
Tips to avoid over reliance on your technical expertise : (C) Edward Cleary - 2009 22 Tips to avoid over reliance on your technical expertise Instead of focusing solely on developing deeper technical skills, you will need to focus more broad people skills.
Seek a mentor or coach.
Don’t be afraid to let others complete work in ways that are different than your preference (as long as they achieve the expected outcomes).
Not knowing how the company makes money : (C) Edward Cleary - 2009 23 Not knowing how the company makes money
Not knowing how the company makes money : (C) Edward Cleary - 2009 24 Not knowing how the company makes money Many new managers over focus on the specific tasks and functions their workgroup is responsible for.
In a management role, you need to link the day-to-day activities of your group to the organizational objectives (how the company makes money)
Tips to know how the company makes money : (C) Edward Cleary - 2009 25 Tips to know how the company makes money Research the company and industry trends
Read the annual report.
Pay attention to company publications, employee newsletters and meetings.
Tips to know how the company makes money : (C) Edward Cleary - 2009 26 Tips to know how the company makes money Check-in with your coach or mentor.
Take a systems view of your work (understand where you fit in on the process or service cycle).
Ask your manager.
Treating everyone the same : (C) Edward Cleary - 2009 27 Treating everyone the same
Treating everyone the same : (C) Edward Cleary - 2009 28 Treating everyone the same Each person who reports to you have unique skills and abilities.
Avoid using a cookie cutter approach to providing direction, supervision and guidance to your staff (BE FLEXIABLE).
Tips to avoid treating everyone the same : (C) Edward Cleary - 2009 29 Tips to avoid treating everyone the same Meet with your staff soon after you are promoted/hired (in groups & one-on-one)
Use conversations to gain an understanding of strengths and development opportunities.
Adjust the way (approach & frequency) you provide supervision to suit the needs of your staff.
Show everyone who’s in charge : (C) Edward Cleary - 2009 30 Show everyone who’s in charge
Show everyone who’s in charge : (C) Edward Cleary - 2009 31 Show everyone who’s in charge Many managers feel they need to step in and take charge.
Often, they attempt to provide too much direction and supervision.
They try to prescribe how each task should be done, then hold everyone to that prescription.
Tips to avoid showing everyone who’s in charge : (C) Edward Cleary - 2009 32 Tips to avoid showing everyone who’s in charge Sometimes a leader needs to be a follower.
Remember the time you spent getting to know your staff… use it to get comfortable with how other accomplish tasks and objectives.
Studies show that adults learn best by doing (including making mistakes) – let your staff try new ways so they can learn new skills and approaches.
Common Mistakes : (C) Edward Cleary - 2009 33 Common Mistakes Not making the transition from individual contributor to manager
Not knowing how the company makes money
Show everyone who’s in charge
Change everything Over relying in your technical expertise
Treating everyone the same
Not providing clear direction and feedback
Failure to address problems
Change nothing
Next Class : (C) Edward Cleary - 2009 34 Next Class We will continue to review challenges and explore tips and techniques for minimizing the challenges.
“See” you next Thursday @ 7:00 p.m. EST.
Introduction to Management : Introduction to Management Edward Cleary
www.clearyonline.com
Edward@Clearyonline.com