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The New Manager. Housekeeping. Roster routed at end of workshop Break/restrooms Cell phones, pagers, text messaging Evaluation sent to e-mail address Workshop counts toward new Managing at UF—The Supervisory Challenge certification
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Housekeeping Roster routed at end of workshop Break/restrooms Cell phones, pagers, text messaging Evaluation sent to e-mail address Workshop counts toward new Managing at UF—The Supervisory Challenge certification Do not need to do anything to get credit; it will be given automatically based on roster in the training room
Expected Outcomes After today, you should be able to: • Navigate (some of) the complexities associated with the move to being a or the “new manager” • Put in place a framework that will serve as a foundation for managing effectively • Recognize and avoid common mistakes of UF managers
Working with a Partner Why is it hard to be a or the new manager?
Individual Contributor to Manager Technical or new job duties People Your job is to get work done through others and to cultivate capacity in them to do their job well
As a New Manager • Getting the job isn’t enough • Formal authority is a limited source of power • Management is a position of dependence more so than authority • Effective managers lead by persuasion rather than solely by directive
As a New Manager • To be successful as a or the new manager, you must: • Establish credibility • Build employee commitment • Manage individual and group performance
Peer to Supervisor • Four common dilemmas • Managers promoted from within the department often carry on exactly as before, except they attend different meetings • They don’t delegate enough, in part because they know how busy their colleagues already are
Peer to Supervisor • Four common dilemmas • Close connection and interpersonal relationships make it difficult to act on ideas they know employees won’t like • They know too much, so they often don’t seek out enough information during the early phase of the transition … • Failing to gain new perspectives and also unintentionally failing to prepare employees for possible changes
Peer to Supervisor • Meet with each of your employees (individually), especially if you believe you already know a lot • Helps you get new perspectives, also establishes you in your new role • Speak with them frankly about your new duties and delegate tasks as needed
Dealing with Disappointed Rivals • If he or she is on your team, speak to the person directly • It is your responsibility • Show your understanding for the disappointment and discuss the possibility of cooperating professionally • Remember that you are not responsible for disappointing this person
Dealing with Disappointed Rivals • If your rival is suffering from deep disappointment, create some space • Ask how much time he or she needs to adjust to the situation • Be clear about what you are offering • Emotional acceptance of the person’s disappointment • Matter-of-fact discussion of constructive cooperation soon
Being the New Manager in a Work Unit • Don’t criticize your predecessor's performance • Don’t try to impress your employees with the knowledge/experience you bring • Instead work on developing relationships, but avoid friendship trap
Your Mindset • Promote yourself (that is, make the mental leap) • But … • Do keep your promotion in perspective • Don’t rely too heavily on what has made you successful in the past • Don’t try to outperform others who are doing your “old” job • Be mindful of weaknesses and strengths
Manage Yourself • Make time to manage • You have to commit to spending time managing every day • Set aside one hour per day for managing • Spend at least 15 minutes with each of your employees every day, weekly, or biweekly
Establish Credibility • Are you competent? • Talents, skills, capabilities • What you can do • What’s your character? • Personal maturity and integrity • What you are Great Leaders, Great Teams, Stephen Covey
Establish Credibility • Credibility—Your believability in terms of your integrity, intent (agenda and motives), capabilities, and results (track record) Credibility And Trust Competence Character
High-Trust Behaviors 1. Talk straight 2. Demonstrate respect 3. Create transparency 4. Right wrongs 5. Show loyalty 6. Deliver results 7. Get better 8. Confront reality 9. Clarify expectations 10. Practice accountability 11. Listen first 12. Keep commitments 13. Extend trust
Manage Expectations • Your colleagues’ expectations • Typically: Bring in new ideas without devaluing our work, respect our achievements, inform yourself about our rules of the game • Common mistake is to underestimate the importance of your colleague’s expectations
Manage Expectations • Your supervisor’s expectations • What does your new boss need from you in the short- and long-term? What constitutes success? • May need to negotiate if you realize that expectations aren’t realistic—but proceed carefully • Under-promise, over-deliver • What type of communication does he or she prefer? What is the scope of your authority?
Manage Expectations • “Manage up” • Develop a relationship that fits both your and your supervisor’s needs and styles • Regard their time as a limited resource • Respect your supervisor’s communication style and avoid superimposing your own • Know thyself • Understand your boss • Size up your their strengths and learn to appreciate them to the fullest
Manage Expectations • Respect your supervisor but don’t be afraid of him or her • Risk candor • Speak up when necessary • Communicate around workplace expectations • Ask “If in one year from now I have exceeded your expectations, what will I have accomplished?”
Manage Expectations • Be forthright about good and bad news • Provide periodic reports about accomplishments • Spotlight good performers • Explain what you’re trying to achieve with employees who need improvement—and ask for support • Give solutions, not problems
Manage Expectations • Your employees’ expectations • The most clear expectations are typically related to the solution of an old problem
Manage Expectations • Be clear about expectations up front • What they can expect from you • What you expect from them • What they expect of you • Provide clear expectations about the work to be done • Listen, ask questions, seek input, “think out loud”, make suggestions • Discuss changes in expectations—what are the new priorities to focus on? • Role model appropriate behavior & lead by example Questions?
Analyzing Your New “Gig” • Avoid trying to act on all expectations or problems as soon as they are brought to your attention • Instead, your first step as a new manager is to cultivate “views” • Rules and culture • The issues • The facts • Readiness for change • Resources
Rules and Culture Be a sponge—Listen and observe • What are the rules? Habits? • How do employees talk about the work unit or UF? • What stories were told to you first? Who was introduced to you as important? • Who communicates with whom? Who does not communicate with whom? • How do employees talk about customers and other departments?
The Issues Gather as much information as possible • Ask your employees: • What are they concerned about? • What do they think customers see as most urgent to solve? • What problems can be solved with existing resources? • Which problems have been around a long time? What has been tried? Why no solution? • If you were me, on what would you focus attention?
The Issues • Also good to talk to other departments and customers • What are they concerned about? • What would they like you to know?
The Issues • Nearly 80 percent of the problems you will be told about in your first days are ones that have been around for a long time Peter Fischer, The New Boss: How to Survive the First 100 Days
The Facts What are some facts that a new manager at UF needs to know?
Readiness for Change • Find out what changes have been made in recent years, which have been successful, and which have not • Who was responsible for them?
Resources • What are your work unit’s overall strengths? • What are your employees’ strengths? • You should not move to make changes or identify goals until you can identify at least three organizational strengths • List three strengths in your department or work unit
Early Wins • Spending time learning about the organization puts you in a great position to manage expectations (wisely) and make “early wins” • Which help you build momentum • No one benefits when new managers make quick, drastic changes without assessing and observing first
Manage Others—Each Individual • Create a manager’s landscape • Tune into each person • Make a preliminary schedule • Set up a performance tracking system
Preliminary Schedule • Based on your “landscape,” begin your one-on-one management sessions • When are you going to meet, with whom, and for how long?
Performance Tracking System • Before you start meeting, though, establish a practical system for tracking performance • Expectations, actions, measurements • Document performance—good work as well as concerns • Don’t describe employee (NOT—lazy) • Do describe performance (BETTER—Did not finish project by established deadline)
Build Commitment • We help build commitment via: • Personal contact • Ongoing feedback • Responding to mistakes gently • Listen • Be fair • Focus on recovery—not perfection • Not getting defensive Why do these behaviors help cultivate commitment?
Manage Others—The Group • We must manage both individual as well as group performance • Employee commitment increases when they feel part of a cohesive unit • Purpose and vision • High standards • Coordination and cooperation
Learn More! Additional workshops can help: • Inspiring Trust: Being an Example, Setting a Standard • Thinking Strategically: Using Vision, Purpose, and Goals to Get Results • Accountability in the Workplace: A Manager’s Guide to High Standards, Great Results • Power of Feedback
