Introduction to Management (Part 3) : Introduction to Management (Part 3) 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 & 2
More 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
Common Mistakes : (C) Edward Cleary - 2009 11 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 providing clear direction and feedback : (C) Edward Cleary - 2009 12 Not providing clear direction and feedback Remember that change in job function?
It’s not enough to set your own direction, you need to communicate it to others and provide on-going reinforcement to align and correct efforts.
Not providing clear direction and feedback : (C) Edward Cleary - 2009 13 Not providing clear direction and feedback This challenge is common because it requires a manager to begin asserting authority and judgment over others. It can be uncomfortable to if you have never done this before.
Tips to avoid not providing clear direction and feedback : (C) Edward Cleary - 2009 14 Tips to avoid not providing clear direction and feedback Take extra time to consider how you communicate what needs to be done.
Have you communicated the direction to all who are involved? Use multiple efforts and media to insure messages are clear to all.
Have you made the expected outcomes clear to those who are responsible for executing tasks?
Tips to avoid not providing clear direction and feedback : (C) Edward Cleary - 2009 15 Tips to avoid not providing clear direction and feedback Adjust the type of direction so it is appropriate for the level of employee you are supervising.
Once you have set direction, monitor progress and provide reminders, praise or corrective feedback as needed.
Make sure feedback is timely, specific and actionable.
Tips to avoid not providing clear direction and feedback : (C) Edward Cleary - 2009 16 Tips to avoid not providing clear direction and feedback Timely feedback is not the same as immediate feedback.
Immediate feedback is appropriate for positive/reinforcing feedback.
Corrective feedback is best just before a person has the opportunity to execute the task again.
Failure to address problems : (C) Edward Cleary - 2009 17 Failure to address problems Often new managers make the mistake of expecting all employees to fix their own problems OR wait for problems to simply go away.
The reality is employees can resolve problems directly related to their work however, bigger problems that impact others need to be addressed and resolved by managers.
Failure to address problems : (C) Edward Cleary - 2009 18 Failure to address problems Remember – your job is to help make people productive.
Any issue that is impacting people’s ability to complete work is important to address and resolve.
Tips to avoid the failure to address problems : (C) Edward Cleary - 2009 19 Tips to avoid the failure to address problems Take on problem solving as one of the primary and important functions of your job.
Recognize that not all problems will be directly related to the work at hand. Often new managers avoid dealing with the people issues. This tends to make the issues grow.
Tips to avoid the failure to address problems : (C) Edward Cleary - 2009 20 Tips to avoid the failure to address problems Develop the ability to ask questions.
Depersonalize issues and focus on the causes and impacts to work.
Empower people to take action to resolve the problems (provide the resources necessary) but also don’t hesitate to step in when you feel necessary.
Change everything : (C) Edward Cleary - 2009 21 Change everything A popular management development program advised managers to ‘first break all the rules’
Many managers, when stepping into a new role, think they have all the answers and know exactly what to change, often changing to many things at once (in the name of improvement or making a mark)
Tips to avoid changing everything : (C) Edward Cleary - 2009 22 Tips to avoid changing everything Invite participation to check your assumptions about the work, workplace and people
Think about the larger system of work. Often, new managers are looking only at the work they are responsible and not beyond. Check how changes in your area impact other areas and work beyond your group.
Tips to avoid changing everything : (C) Edward Cleary - 2009 23 Tips to avoid changing everything Pace yourself.
If you feel many changes are needed, make them over a period of time. People react to change in different ways. You will need to experience their reactions in order to help them move through change more effectively in the future.
Change nothing : (C) Edward Cleary - 2009 24 Change nothing Just the opposite of changing everything, instead a new manager attempts to preserve the current state.
Often happens when a new manager has been promoted into a role previously occupied by a favored person (especially when that person is still in the company)
Tips to avoid change nothing : (C) Edward Cleary - 2009 25 Tips to avoid change nothing Recognize you are not just like the previous manager. You will need to develop a management approach and style that is comfortable for you.
Think about small improvements that help make the transition comfortable for you and your new employees.
Tips to avoid change nothing : (C) Edward Cleary - 2009 26 Tips to avoid change nothing Like changing everything, invite participation, solicit ideas for improvements, assess suggestions and implement the most viable.
Common Mistakes : (C) Edward Cleary - 2009 27 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
Remember : (C) Edward Cleary - 2009 28 Remember The best way to avoid the challenges we have discussed is to recognize that they will happen to you THEN make a conscious effort to plan ways to rise to the challenge and overcome it.
Keep in mind that these challenges can occur while you are engaged in any of the management functions we discussed in the first class.
Management Functions : (C) Edward Cleary - 2009 29 Management Functions
Next Class : (C) Edward Cleary - 2009 30 Next Class We will cover some important skills for managers to develop as they become more experienced.
“See” you next Thursday @ 7:00 p.m. EST.
Introduction to Management : Introduction to Management Edward Cleary
www.clearyonline.com
Edward@Clearyonline.com