LinkedIn: Management Foundations

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Linkin address

. The manager's Perspective

  • The task and people balance

    • Task Focus
      • You need to get things done
    • People Focus
      • You need to know and manage people who get tasks done
    • Balance task and people
    • Identifying Your Focus
      • What's your first inclination?
      • When you're most frustrated, what do you see as the casue?
      • What times do you enjoy as a manager?
      • What do you want said about you as a manager?
  • Do you want compliance or commitment?

    • compliance
      • Force
      • Passive
      • PayCheck
    • Commitment
      • Choice
      • Active
      • Purpose
    • Getting commit
      • You must belive it's possible
      • You must be committed yourself
      • You must relinquish power
      • You must accept more ambiguity
      • You must work harder
      • You must be more self-aware
      • You must be a learner
  • The manager's role on teams

    • You manage the team, and are a member of it.
    • Roles as Manager
      • Guide and direct
      • Answer questions
      • Make decisions
    • Roles as Team Member
      • Participate
      • Encourage and support
      • Ask questions
      • Help group decide
  • Effective communication is key to your success as a manager

    • Effective Communication
      • Message sent, received, and understood
      • Ask more and assert less
      • Talk less and talk later
      • Engage others more and sooner in conversation
    • You are a communication conduit
      • send and receive message in both directions that are clear, accurate, and helpful

2. Managing Performance

  • Your role in managing performance

    • Manger's role is Influence
    • Chaning performance
      • Believe that they can succeed
      • Set clear expectations
      • Show the impact of their performance
      • Provide ongoing feedback
      • Role model the desired behavior
  • Help people set goals

    • Setting goals
      • Commitment
      • Job satisfaction
      • Safety perofrmance
      • Stress
      • Turnover
    • Help peopler set goals. Don't set goals for them.
      • Provide a why
      • Provide a purpose
      • Provide a process
      • Provide encouragement
      • Provide space
      • Help, do't do
  • The 1:1 meeting

    • Getting the Most out of Your 1:1
      • Check progress, Process check checklist
        • Understand where your people are, what's working, and their frustrations
        • Understand barries and challenges
        • Answer questions
      • Check in on goals
      • Get a pulse check
      • Build relationships
      • Provide feedback
  • Managing performance problems

    • Make sure standards are clear
    • Don't wait
    • Have specifics
      • data
      • example
    • Create a conversation
      • How do you feel you're doing?
    • Help build a plan
    • Separate performance from the person, people are not the problem, but their behavior or results are might be. Keep focus on results and behavior
  • Coaching for high performance(Managing High performaners)

    • Keep coaching them
    • Reward and recognize them
    • Expand the expectations
    • Understand their goals
  • Accountability basics while managing (How do I hold my people accountable?)

    • Personal Accountability: Willingness and ability not only to take responsibility for what is in your control, but also to recognize how you can influence situations and outcomes around you
      • OwnerShip
      • Influence
    • Accountability basics
    • Starts with us
    • Help people see what's in their influence
    • What can we do to create more accountability?
      • Make sure expectations are clear
      • ask accountable questions
        • What could you do?
        • What could you try?
        • What might make it different or better?
        • How can you help?

3. Delegation

  • The challenges of delegating effectively

    • Mindsets for successful delegation
      • Delegation is an investment
      • Delegation isn't about you
      • Delegation requires trust
    • Be available and provide a safety net
  • Resisting micromanaging

    • Focus on the "what" more than the "how"
    • Recognize the need for others to learn
    • Create clear expectations and check-ins
    • Ask for feedback
    • Let go
  • Specific questions to ask before you delegate

    • Questions to Ask before you delegate
      • Why am I delegating this task?
      • Am I ready and willing to let this go?
      • Who is the best person to give this to?
        • Delegation is an opportunity to help someone grow.
      • How will I lay out the purpose and task?
      • What must they know?
      • How will I support them? about plan.
  • Specific actions to take to delegate

    • Delegating Effectively
      • start with the why
      • Provide the context
      • Describe success
      • Slow down
      • Answer questions
      • Talk about priorities

4. Doing Your Work

  • Your role in meetings

    • Have a clear desired outcome
      • Why are you meeting?
      • What are the outcomes that you want to reach as a result?
      • Do you know what those look like?
    • Have fewer meetings
    • Be facilitator
    • Talk less and ask more
  • Building working relationships

    • Learn about an interest or passion
    • Search for a connection
    • Continue the connection
    • Smile
  • Managing your time as manager

    • Stop multitasking
    • Keep your big objectives in front of you
    • Schedule the important work
    • Do email in batches
    • Schedule meetings intentionally
  • Managing up as a manager

    • Influening up
      • Understand their goals and values
      • Connect your request or message to their goals
      • Ask questions and have a conversation
      • Don't make it about you
  • Creating a learning mindset

    • Ask more questions
    • Reflect on your day
    • Ask for and be open to feedback
    • Don't agonize over mistakes
    • Keep a forward focus

5. Conclusion

  • Managing with intention

    • Think
    • Decide
    • Try
      • try new ideas
      • Continue your learning as manager
    • Reflect