LinkedIn: Management Foundations

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