How to Make the Move From Specialist to Leader: What Got You Here Won't Get You There
•
0 gefällt mir•803 views
We all follow a similar career path: specialising in a core discipline and becoming very good at it. Then, in order to progress, you become a manager. In this deck, Paddy shows you how to make that move and develop into a great leader.
Empfohlen
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Ähnlich wie How to Make the Move From Specialist to Leader: What Got You Here Won't Get You There
Ähnlich wie How to Make the Move From Specialist to Leader: What Got You Here Won't Get You There (20)
Mehr von Paddy Moogan
Mehr von Paddy Moogan (20)
Kürzlich hochgeladen
Kürzlich hochgeladen (15)
How to Make the Move From Specialist to Leader: What Got You Here Won't Get You There
- 1. What got you here, won't get you there How to make the move from specialist to leader
- 2. #TuringFest Tell me if this sounds familiar.
- 3. #TuringFest You start your career with a wealth of opportunities and directions.
- 4. #TuringFest You get experience, learn what you like and what you don’t like.
- 5. #TuringFest At some point, you’ll start to specialise in a certain area.
- 8. #TuringFest You get very good.
- 9. #TuringFest You become one of the best within your team or company.
- 10. #TuringFest You ask what’s next.
- 12. #TuringFest Wanna manage a team?
- 13. #TuringFest You manage a team of people who do the thing that you’re very good at.
- 14. #TuringFest Now, you need to get very good, very quickly at management.
- 15. #TuringFest Not only that, you need to become a leader of people.
- 16. #TuringFest And you do less of the thing that you became really good at.
- 17. #TuringFest What got you here, won’t get you there.
- 18. This path isn’t exactly optimal
- 19. #TuringFest We make “management” the only way for someone to progress.
- 20. #TuringFest But most career paths don’t prepare people to become leaders.
- 21. #TuringFest Not everyone can be a great leader or manager.
- 22. #TuringFest We make a flawed assumption.
- 23. #TuringFest Everyone can learn to be competent in just about anything.
- 24. #TuringFest This matters a lot more when it comes to managing people.
- 25. #TuringFest People are delicate souls.
- 26. #TuringFest We have these annoying things...
- 30. #TuringFest An average manager + these...
- 31. #TuringFest
- 32. It doesn’t have to be like this
- 33. #TuringFest Those steps in someone’s career progression...
- 34. #TuringFest This is where they actually develop leadership strengths.
- 35. #TuringFest We’re just not conditioned to look for them or nurture them.
- 36. #TuringFest We don’t pay enough attention until they’re actually a manager.
- 37. #TuringFest We spend most of our time focusing on their core discipline.
- 38. What makes a great leader? The attributes we need to pay attention to
- 46. #TuringFest They reframe what their personal success looks like.
- 47. #TuringFest They care about culture.
- 48. #TuringFest They understand the value of diversity.
- 49. #TuringFest Have you noticed something?
- 50. #TuringFest Everyone can have these attributes.
- 51. #TuringFest Anyone can display leadership traits.
- 52. #TuringFest They aren’t magically switched on when we become a manager.
- 53. #TuringFest You can spot and nurture these attributes before someone becomes a manager.
- 55. A framework to develop leaders How to nurture leaders before they become one
- 56. #TuringFest You’re in control of two things.
- 58. #TuringFest Creating the right environment.
- 59. How to develop leadership strengths
- 60. Focus on each person’s strengths and manage around his weaknesses. Don’t try to fix the weaknesses. Don’t try to perfect each person. Instead do everything you can to help each person cultivate his talents. Marcus Buckingham
- 61. #TuringFest There are three components of a strength.
- 63. #TuringFest A talent is naturally recurring patterns of thought, feeling or behaviour.
- 65. #TuringFest They are so natural, that they feel like common sense.
- 66. #TuringFest They are hard to teach.
- 67. #TuringFest And not very tangible.
- 69. #TuringFest
- 70. #TuringFest Talents are hardwired, which makes them enduring.
- 71. #TuringFest Your talents are the strongest synaptic connections in your brain.
- 72. #TuringFest It is the path of least resistance in your brain which makes you naturally tend to go that way.
- 73. #TuringFest Knowledge is facts and lessons learned.
- 74. #TuringFest Books, courses, videos etc.
- 75. #TuringFest There are two types of knowledge.
- 76. #TuringFest Factual knowledge is content.
- 77. #TuringFest It doesn’t guarantee excellence.
- 78. #TuringFest But you can’t be excellent without it.
- 79. #TuringFest Then there is experiential knowledge.
- 80. #TuringFest Only be acquired via experiences.
- 81. #TuringFest It can’t be taught, you just pick it up along the way.
- 82. #TuringFest Knowing when a client is unhappy without them saying it.
- 83. #TuringFest Skills are the steps of an activity that lead to performance.
- 84. #TuringFest Acquired via deliberate practice.
- 85. #TuringFest Acquiring skills will help you avoid trial and error.
- 86. You can drive a car by following steps.
- 87. #TuringFest But skills can’t make up for a lack of talent.
- 88. Lack of persistence Not great at sales
- 89. Lack of competitiveness Not great at sports
- 90. Lack of patience Not a great manager
- 91. #TuringFest Would you prefer a good Doctor or a good Doctor who is caring?
- 92. #TuringFest Let’s bring them together.
- 93. #TuringFest This doesn’t mean that you either have it or you don’t.
- 94. #TuringFest Someone can be good without lots of talent.
- 95. #TuringFest But they can’t be great.
- 96. #TuringFest Skills are most valuable when combined with talent.
- 97. #TuringFest Skills determine if you can do something, talent reveals how well and how often you can do it.
- 99. #TuringFest Where you can start.
- 100. Finding and developing talents Identify the talents that managers need in your organisation. Look for the talents that make your current managers awesome. Watch for the spontaneous reactions that someone has to situations. Make a note of when someone gets genuine satisfaction from their role.
- 101. Finding and developing talents Identify the talents that managers need in your organisation. Look for the talents that make your current managers awesome. Watch for the spontaneous reactions that someone has to situations. Make a note of when someone gets genuine satisfaction from their role.
- 102. Finding and developing talents Identify the talents that managers need in your organisation. Look for the talents that make your current managers awesome. Watch for the spontaneous reactions that someone has to situations. Make a note of when someone gets genuine satisfaction from their role.
- 103. Finding and developing talents Identify the talents that managers need in your organisation. Look for the talents that make your current managers awesome. Watch for the spontaneous reactions that someone has to situations. Make a note of when someone gets genuine satisfaction from their role.
- 104. Helping someone develop their knowledge. Create a curriculum of content for your managers. Assign one experienced manager to own the upkeep and maintenance of it. Look for opportunities to expose managers to challenging situations. Share challenging situations between your line managers.
- 105. Helping someone develop their knowledge. Create a curriculum of content for your managers. Assign one experienced manager to own the upkeep and maintenance of it. Look for opportunities to expose managers to challenging situations. Share challenging situations between your line managers.
- 106. Helping someone develop their knowledge. Create a curriculum of content for your managers. Assign one experienced manager to own the upkeep and maintenance of it. Look for opportunities to expose managers to challenging situations. Share challenging situations between your line managers.
- 107. Helping someone develop their knowledge. Create a curriculum of content for your managers. Assign one experienced manager to own the upkeep and maintenance of it. Look for opportunities to expose managers to challenging situations. Share challenging situations between your line managers.
- 108. How to develop and enhance skills. Don’t be afraid of management processes and systems. Look for repeatable processes that can avoid simple mistakes. Document processes so that new managers can pick them up fast.
- 109. How to develop and enhance skills. Don’t be afraid of management processes and systems. Look for repeatable processes that can avoid simple mistakes. Document processes so that new managers can pick them up fast.
- 110. How to develop and enhance skills. Don’t be afraid of management processes and systems. Look for repeatable processes that can avoid simple mistakes. Document processes so that new managers can pick them up fast.
- 113. How to create the right environment
- 114. #TuringFest Not every environment will be right for everyone.
- 115. #TuringFest But don’t let that blind you to underlying problems
- 116. #TuringFest “We’re not for everyone” can stop you recognising problems.
- 117. #TuringFest Clear and transparent career paths.
- 118. #TuringFest Clear expectations of roles.
- 121. Make your culture concrete.
- 122. #TuringFest Provide direction and a vision.
- 123. #TuringFest Exposure to real issues.
- 124. #TuringFest Don’t wrap your team in cotton wool.
- 125. #TuringFest You need to have their backs, but they also need to feel tensions.
- 126. #TuringFest Treat leadership skills with the same respect as specialisms.
- 127. To wrap up...
- 128. #TuringFest Proactively develop leaders before they step into a management role.
- 129. #TuringFest Focus on developing their strengths via talents, knowledge and skills.
- 130. #TuringFest Create the right environment for managers to thrive.
- 131. paddy@aira.net aira.net @paddymoogan PS - We’re hiring