“Managers on the front line are critical to sustaining quality, service, innovation, and financial performance.” Becoming a Manager, Linda Hill, Professor, Harvard Business School How important are frontline managers? When it comes to the key areas of reaching goals, achieving productivity, and engaging employees, management’s answer is “very.” 78% - Achieving a high level of customer satisfaction* 76% - Achieving a high level of productivity* 73% - Achieving a high level of employee engagement* This one-hour webinar is best suited to people who need to develop specific strategies and tactics to help new managers succeed. A crucial element to success is training as your newly promoted managers transition to roles that require new, and frequently unfamiliar, skills and competencies.In this webinar we'll discuss: The four changes a new leader faces How to help new managers balance roles, results and relationships How to create a development plan for your new managers and supervisors * “Frontline Managers: Are They Given the Leadership Tools to Succeed?” Harvard Business Review Analytic Services, 2014. www.bizlibrary.com

2. Which best describes me…

3. How would you describe your current
training for new managers and
supervisors?

4. WHAT YOU’LL BE ABLE TO TAKE-AWAY
New manager and supervisors make a big impact on our organizations and
employees.
There are four key changes that we need to understand and support when an
individual contributor transitions to become a new manager.
How to create a development plan for your new managers and supervisors.

5. ...if employees' relationship with their managers is fractured,
then no amount of perks will persuade the employees to
perform at top levels. Employee engagement is a direct
reflection of how employees feel about their relationship with
the boss.
Source: Self-determination Theory And Facilitation Of Intrinsic Motivation, Social
Development And Well-being, American Psychologist Association
“

6. 78% 76% 73%
Achieving a high level of customer
satisfaction
Achieving a high level of
productivity
Achieving a high level of
employee engagement
SOURCE: Harvard Business Review, Frontline Managers: Are They Given the Leadership Tools to Succeed?
The Importance of Frontline Managers
and Achieving Business Priorities

7. SOURCE: Linda Hill,
Associate Professor,
Harvard Business School

8. Relationships
Expectations
Skills
Perspectives
…change

9. Relationships Change
FRIENDS TEAM BOSS PEERS

10. Establishing Credibility
Experience and
Knowledge
Organizational
Role
Organizational
Politics
Control of
Consequences

11. ? ? ? ?
WORK
EXPECTATIONS
BEHAVIOR
EXPECTATIONS
LEADERSHIP
EXPECTATIONS
WORKING
TOGETHER
EXPECTATIONS
Expectations Change

12. SOURCE: From Bud To Boss: Secrets To A Successful Transition To Remarkable Leadership
By Kevin Eikenberry And Guy Harris
TASK
ACCOMPLISHMENT
INTERACTING WITH
PEOPLE

13. ORGANIZATION TEAM

14. Pygmalion effect
People tend to live up, or down, to
your expectations of them.

15. Skills Change
Communication Coaching
Collaboration
and Teamwork
Goal Setting

16. Emotional Intelligence - EQ
Self-Awareness
Self-
Management
Social
Awareness
Relationship
Management

17. New Manager Curriculum
Coaching
.
Leadership Strategic Thinking Presentation Skills
Delegation
.
Engagement/
Motivation
Performance Listening Skills

18. Learning How to Learn
Developing
Relationships
Formal
Training
Receiving
Feedback
Self
Awareness
On-the-Job
Experiences

19. Succession Planning for New Managers
CONSIDERATION EXPLORATION TRANSITION ADOPTION
• Seminars
• Informational
interviews
• Job shadowing
• Focus groups
Selection
• Formal and informal
training
• Acting manager
• Job rotation
• Project manager
• Formal and informal
training
• Mentoring
• Networking
• Formal and informal
training
• Mentoring
• Feedback
• Peer evaluation
Roles and
Responsibilities
Processes and
Procedures
Professional Identity
Information
PRE-PROMOTION POST-PROMOTION
SOURCE: A Succession Plan for First Time Managers, Maria Plakhotnik and Tonette S. Rocco,
T&D Magazine, December 2011

20. What are my development
objectives?
What activities do I
need to undertake to
achieve my objectives?
What support/resources
do I need to achieve my
objectives
What are the
measures of
success?
Target date
for achieving
my objectives
Create an Individual Development Plan

21. Perspectives Change
Understanding
priorities and
concerns
Big picture,
holistic view
Internal and
external
networks
Influence and
collaboration

22. Focus on short
term results
.
Work within existing
procedures
Articulating a
vision
.
Inspiring
commitment
Challenging the
status quo
Management
Compliance
Leadership

24. KEY TAKE-AWAYS
New manager and supervisors make a big impact on our organizations and
employees.
There are four key changes that we need to understand and support when an
individual contributor transitions to become a new manager.
How to create a development plan for your new managers and supervisors

25. Getting Your Supervisors Up
to Speed
1. Congratulations, You're a Supervisor!
2. How Good Do You Want to Be?
3. Personal Traits for Success
4. Establish Credibility to Lead
5. Going From Buddy to Boss
6. Your First Team Meeting
7. Research Your New Team
8. Get Team Feedback from Others
9. Interview Your Team
10.Observe Your Team in Action
11.Develop a Team Strategic Plan
12.Mistakes to Avoid

26. From Bud to
Boss:
20 Course Series
How to Survive and Thrive as a
New Supervisor

27. ACTIVITY TITLE:
Sink or Swim? Supporting the Transition to New Manager
HRCI ID #: 275722
SHRM ID #: 16-7TWC7
HR Recertification Credit

28. Professionalism in the Digital Age
Live Event: Tuesday, March 23rd
1:00PM Central/2:00PM Eastern
Join us for future webinars!
www.bizlibrary.com/webinars
For Upcoming and On-Demand Webinars
Creating a Mindset for Change and
Innovation
Live Event: Wednesday, April 6th
1:00PM Central/2:00PM Eastern

29. Presenter:
Jeremy Lieb
Director of Recruiting
jlieb@bizlibrary.com
@jeremylieb1
.
Host:
Jessica Petry
Sr. Marketing Specialist
jpetry@bizlibrary.com
@JessLPetry
Follow along and participate on Twitter: #BIZWEBINAR @BizLibrary