A top reason employees quit their jobs is a negative relationship with their direct manager. Effective managers drive the growth and success of a company. But how do you develop your managers into effective coaches? During this webcast, Britt Andreatta covers top strategies for teaching your managers how to successfully coach and develop their people to reach their potential.

1. Develop Better People
Managers: Webcast
Britt Andreatta, PhD | 11/09/2016

2. Today’s
agenda
• Britt Andreatta, PhD
• Introduction
• The Power of Managers
• Core Skills of Effective Managers
• Best Practices in Manager Training
• Q&A
2

3. 3
Britt Andreatta, PhD
CEO, Andreatta Consulting
Author and Former CLO, Lynda.com
Building Better People Managers

4. Britt Andreatta, PhD
4
PhD in Education, Leadership & Organizations
Expertise in the “neuroscience of success” creating
actionable solutions for talent professionals
Current author and former chief learning officer for
Lynda.com, a LinkedIn company

5. Britt Andreatta, PhD
5

6. Chapter 1:
The Power of Managers
6

7. Heather’s Story
7

8. Chris’s Story
8

9. Managers Enhance Engagement
9

10. 10
Engagement Drivers

11. Managers Drive Retention
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12. Managers Cultivate Potential
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13. Disengaged employees
cost an organization
approximately $3,400 for
every $10,000 of salary
(Gallup).
Engaged employees are
127% more likely to be A
performers than C
performers (McLean & Company).
Highly engaged
organizations have the
potential to decrease
employee turnover by
87% (Human Capital Institute).
The ROI of Engagement
13

14. The Co$t of Poor Managers: Disengagement
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Headcount
Percent disengaged (nat’l avg of 18%)
Median salary
Percent cost of disengagement
Cost per disengaged employee
Total cost of disengagement
500
90
$75,000/year
34%
$25,500/year
$2,295,000/year

15. The Co$t of Poor Managers: Attrition
15
Entry Level
Employee
Technical/Leader
Level Employee
Salary + Benefits $50,000 $125,000
SHRM Estimation X 50% X 250%
Cost to replace
employee $25,000 $312,500

16. Chapter 2:
Core Skills of Effective Managers
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17. Assessing Their Team

18. 18

19. Coaching to Potential
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20. 20
Skill
Coaching
Clarity
Coaching
Evolved from athletic
coaching
Coach’s expertise is in
the skill that they teach
to others
Intentionally directive
Evolved from life coaching
Coach’s expertise is in the
clarity process—facilitate the
client in accessing their own
answers
Intentionally non-directive

21. 21
Skill
Coaching
Clarity
Coaching
Directions:
What
How
Why
When
Questions:
Goals
Realities
Options
Will

22. 22
GROW Model

23. Delegating for Growth
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24. Delegating for Growth
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Intentionally delegate to
grow competence and
confidence
Give higher and higher
levels of autonomy

25. 25
8 Levels of Autonomy
Level 8
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level
1

26. Autonomy
Mastery Purpose

27. 27
Connecting People to Purpose

28. 28
Connecting People to Purpose

29. Creating Psychological Safety
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31. …‘‘is a sense of confidence that the team will not embarrass,
reject or punish someone for speaking up—it is a shared belief
held by members of a team that the team is safe for interpersonal
risk-taking. It describes a team climate characterized by trust and
mutual respect in which people are comfortable being
themselves.’’ Amy Edmondson, Harvard Business School
Psychological Safety
…‘‘is a sense of confidence that the team will not
embarrass, reject or punish someone for speaking
up—it is a shared belief held by members of a
team that the team is safe for interpersonal risk-
taking. It describes a team climate characterized
by trust and mutual respect in which people are
comfortable being themselves.’’
Amy Edmondson, Harvard Business School

33. 33

34. Chapter 3:
Best Practices in
Manager Training
34

35. Align with Organizational Growth
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36. Young AGE OF ORG Mature
SmallSIZEOFORGLarge
Greiner Curve

37. Young AGE OF ORG Mature
SmallSIZEOFORGLarge
Phase 1
Creativity
Phase 2
Direction
Phase 3
Delegation
Phase 4
Coordination +
Monitoring
Phase 5
Collaboration
Phase 6
Alliances
Evolution
T
T
Transformation
T
T
T
T
T
© Britt Andreatta
Phases of Growth

38. Young AGE OF ORG Mature
SmallSIZEOFORGLarge
Phase 1
Creativity
T
© Britt Andreatta
Phase 1: Creativity

39. Young AGE OF ORG Mature
SmallSIZEOFORGLarge
Phase 1
Creativity
Phase 2
Direction
T
T
© Britt Andreatta
Phase 2: Direction

40. Young AGE OF ORG Mature
SmallSIZEOFORGLarge
Phase 1
Creativity
Phase 2
Direction
Phase 3
Delegation
T
T
T
© Britt Andreatta
Phase 3: Delegation

41. Young AGE OF ORG Mature
SmallSIZEOFORGLarge
Phase 1
Creativity
Phase 2
Direction
Phase 3
Delegation
Phase 4
Coordination +
Monitoring
T
T
T
T
© Britt Andreatta
Phase 4: Coordination + Monitoring

42. Young AGE OF ORG Mature
SmallSIZEOFORGLarge
Phase 1
Creativity
Phase 2
Direction
Phase 3
Delegation
Phase 4
Coordination +
Monitoring
Phase 5
Collaboration
T
T
T
T
T
© Britt Andreatta
Phase 5: Collaboration

43. Young AGE OF ORG Mature
SmallSIZEOFORGLarge
Phase 1
Creativity
Phase 2
Direction
Phase 3
Delegation
Phase 4
Coordination +
Monitoring
Phase 5
Collaboration
Phase 6
Alliances
T
T
T
T
T
T
© Britt Andreatta
Phase 6: Alliances

44. Create a Cohesive
Learning Journey
44

45. CONTENT
Flip the Classroom
Before:
Learn
During:
Application + Discussion
After:
Extend
Learning

46. Phase I Playlist
46

47. Provide On-Demand Learning
47

48. Announcing LinkedIn Learning!
48

49. Build Habits Through Practice
49

50. Neuroscience of Learning
50
How the central nervous
system and peripheral
nervous system work
together to create and
retain new knowledge
and skills.
Practice builds neural
pathways.

51. Learn
More On LinkedIn Learning
Organizational Learning
& Development
Management Fundamentals
Delegating Tasks to Your Team
51
Book:
Wired to Grow:
Harness the Power
of Brain Science
to Master Any Skill

52. Questions & Answers
52

53. Follow us
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