Moving Into Management Eileen Browne Training Consultant Working - - PowerPoint PPT Presentation
Moving Into Management Eileen Browne Training Consultant Working Together Time Keeping Confidentiality Theres no such thing as a silly question Experiment and take risks see possibilities not limits Respect
Eileen Browne – Training Consultant
limits
I manage
managing
first management job!)
PROS CONS ADVANTAGE They don’t know you They don’t know you You have opportunity to start afresh They don’t have any negative expectations They don’t have any positive expectations You can decide from day one what kind of image you want to project You bring new ideas to the team You have no history and therefore may not fully understand the rational for what is done You are better able to view dispassionately what works and what doesn’t work – fresh eyes, different mind set You can get to know them with an unbiased view Because you don’t know them you may be fooled by first appearances You can make up your own mind They are more likely to accept new ideas from you because you have the “glamour” of outside experience They may view your new ideas with suspicion because you don’t understand the organisation or its culture You can create new relationships ad help to positively influence existing group dynamics
NEW ROLE / NEW ORGANISATION
NEW ROLE / SAME ORGANISATION /DIFFERENT TEAM
PROS CONS ADVANTAGES You already understand the wider culture of the organisation You have preconceived ideas and
You can create a sense of safety with new team members if you approach them positively and make them feel you are on their side The new team probably already know you or of you and this will save time building relationships The team already knows you by reputation and may be suspicious of you You have the opportunity to surprise them and make them feel valued by you The team may be more willing to listen to your idea as they know you know the organisation They may be less inclined to your ideas as they think they already know what you think This is a fabulous opportunity to position yourself as a manager who listens to the tam and then acts on their ideas rather than imposing your
If there was a team member who also applied for your new job and didn’t get it, you have an
member of your team who has ambitions beyond their role That same team member may feel resentment towards you If you handle this situation well you will have the opportunity to win a powerful ally with the team
NEW ROLE / SAME ORGANISATION / SAME TEAM
PROS CONS ADVANTAGE You already know everyone and have some idea of their strengths and weaknesses You already know everyone so probably have pre-conceived ideas about what they will be like to manage You have the opportunity to see your colleagues through new “managerial” eyes and thus have a great chance to re-motivate and re-inspire them You have a good understanding of the work
experience what does and doesn’t work well Yu are so close to how the team worked in the past that it may be difficult to be objective or look at things in a new way You have the opportunity to look at how things are done with fresh eyes You know who did or didn’t work well with the previous managers and why You may be over influenced by either the positive or negative aspects of the previous managers’ style which may make it harder to create your own approach You know what has been said behind the managers back (you may have joined in) and will therefore know what to guard against You have good access to internal networks within the organisation and the team You are already known so it may be hard for existing networks to accept new behaviours from you in your new role You can create a new persona by acknowledging the challenges at your new level and asking for help and support Youi get the chance to lead your team and encourage them to develop You have to stand back from the team and make hard decisions about people who may have previously been your friends You have the chance to bring out the best in people and the team and to improve the performance of the team as a whole You get to make decisions and take responsibility You have to make the transition from being a member of the team to being the team manager and this can be very difficult to do You can use the team to help you in this transition by asking for their support. This approach will help to win them over.
“Where shall I begin please your majesty?” “Begin at the beginning” the King said gravely, “and go on until you come to the end; then stop.”
Lewis Carroll, Alice in Wonderland 1865
Induction
Terms and conditions Role and responsibility Policies and procedures People – up, down, across Meetings and Networks
Learning about the team
Personnel files Know their job Arrange initial 1-1’s Walk the job Listen
Your space
Worst position Oldest furniture equipment Be accessible Avoid trappings
Train or catch a coach
Training – general/specific Get a mentor – structure it Get some coaching – goals Choose carefully
STRESS FRUSTRATION QUIET LIFE CONTROL RESPECT REWARD PRIDE ACHIEVEMENT SECURITY RISK CHALLENGE CONFRONTATION FEAR FRIENDS HAPPINESS DISCONTENT KNOWLEDGE EXPERIENCE POWER POSITION ADVANCEMENT GROWTH RIGHTS RESPONSIBILITIES CHALLENGE POSSIBLITIES LIMITS SELF DOUBT TIME WORRY ANGER CO-OPERATION BEING HEARD BEING IGNORED AGREEMENT COMPLAINTS INFLUENCE CHOICE SUPPORT PRESSURE DEVELOPMENT SKILLS
Roles and Responsibilities . . . Skills and Qualities . . .
DO
BE
John Adair
Some Management Definitions
Peter Drucker, Author & Mgt Consultant 1950’s
Henry Mintzberg, Business Academic & Author 1960’s
Agha hasan Abedi, Banker and Philanthropist 1970s
Tell Sell Consult Share Delegate
Use of authority by manager Area of freedom for staff
Support Supervision
Structured
Usual
Productive
Exchange
Recorded
Consider the impact of how your questions might “land” Will they cause:
discussion, close down? Will they: Trap the person into an answer, back them into a corner
Discuss in Groups
What I see in me What I don’t see in me What you see in me Open/Public self Blind self Self disclosure from me What you don’t see in me Private self/Facade Unknown
Feedback from you
Based on Joseph Luft and Harry Ingham
(Covey – 7 Habits)
specifics
behaviour including your needs
make a request. Assume positive intention
COMMEND RECOMMEND COMMEND
Could we agree that in future if you need to extend a deadline we could talk about it and agree the best way forward
fallout/impact
Because I didn’t get x in time, I had to stay late to compile data myself and had to delay my report to/meeting with ….
Jo, we agreed I’d have x by ‘date/time’ and I didn’t get it from you. I appreciate you have competing priorities and so do I.
Experience of/views on motivating others, as a manager
McGregor XY Theory
American Social Psychologist, 1960’s “The Human Side of Enterprise”
‘X’ View of Average Worker ‘Y’ View of Average Worker
rewards
Theory X Theory Y
10 Top Tips for First-Time Managers
10 Top Tips for First-Time Managers
Work with people Expect difficulties Walk the job Identify goals Let people help you Let staff have freedom –and support Be the behaviour you want to see Encourage leadership in others Organise 1-1’s, team meetings, briefings Keep learning
Publications The Pleasure and the Pain Debra Allcock Tyler, DSC Speed Reads …. Motivating Staff Delegation Training Support and Supervision Communicate to Influence DSC In House Training Service DSC Coaching Get some 1-1 coaching and explore current barriers & Mentoring and potential strategies for improvement