If you had one day to teach vital management/leadership behaviors ...

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I am thinking about what an intensive (5-day) course for new managers would look like.  One day might focus on key HR and legal components (HR policies, FMLA, ADA, FLSA, Title VII, (all that legal stuff new managers need to know), 2 days on coaching high performance, coaching through change, and coaching poor performance, one day on "softer" coaching skills such as using powerful coaching questions, listening to learn (active listening, paraphrasing, etc.), emotional intelligence and leadership, etc.

I keep thinking if a program like this existed, day 1 might focus on some key leadership/management components.  The "Management Trinity Plus 1" really fits here since I believe the first vital behavior of a new manager is getting to know her/his team, management by wondering around, one-on-ones, etc.  Feedback and coaching would be covered in the coaching sessions.  Delegation really needs to be emhasized.

What else?

If you had just one day to present new managers with some key management/leadership behaviors that would increase the likelihood of success, what would those vital behaviors be?

Thanks,

Ed
 

 

 

Submitted by Janet Zoellner on Saturday June 4th, 2011 11:10 am

Ed,
I guess that term "new manager" and "one day" are a lot to think about. After listening to countless podcasts I have reflected a lot on what I expected of myself the first 6 months. I thought I was going to come in, be respected (because I'm a really nice person), and immediately start delivering awesome results. Some of that was true, but most took a lot of time.
If I had one day I would:

  • Pre-wire with the written materials that should be studied before they come
  • Have them do their DISC profile, have them bring it with them and hire someone knowledgeable to spend a good deal of time on what that means for their management success
  • Introduce the core philosophy of what your organization wants managers to do and why.
  • Focus on the principles in the new manager podcasts here: http://www.manager-tools.com/2008/03/the-first-rule-for-new-managers It’s not what they’re expecting…
  • Focus on rolling out the MT trinity, have them bring their calendars to write down dates of the specific deliverables you are expecting in the first three months.
  • Inform them of  who, what, when, where and how their bosses are going to check in on those deliverables as the months roll along.

 I know you have to get through the HR stuff, but I also believe that a more effective way is to have a firm point of contact to walk through these situations when they occur, giving them "trigger" events that would prompt them to know it is a high risk situation, watching others work it through effectively, then being responsible for a situation with mentoring guidance. 
Setting up a consistent system for their first year success is key. Frequent checking in, coaching and delegating real-life situations that occur so they can cut their teeth as they go along. (hey, that sounds a lot like a MT trinity!)
Kudos for developing your team!
Janet

Submitted by Ed Nottingham, PhD on Saturday June 4th, 2011 3:50 pm

Thanks Janet, excellent points and suggestions.
In our organization my focus is on delivering coaching courses to help develop a "coaching culture" and "coach approach."  Research tells us that when anybody (probably especially busy new managers) attend training, at best 10-20% walk away  and actually apply what they learned in a way that impacts productivity, etc.  We also know that it's usually not what happen in training but before and after that make a real difference.
Your suggestion of "pre-wire" is critical as is making sure their is check-in and follow-up with their bosses.
And, in my coaching courses I've actually starting doing something very similar to your idea to have them mark their calendars for specific deliverables.  At the end of the courses I ask who is willing to make a commitment to actually take what was presented and focus on one or two (maybe 3 vital coaching behaviors).  They have a small piece of paper and indicate they do or don't (which I think in and of itself is some measure of something), sign the paper, turn it in, and if they are willing within 5 days send me a form I've developed that includes a self-report of coaching skills precourse, the behaviors that will be focused on, and after the agreed upon time (1-3 months), they return the form with post evaluations (again self-report) AND specific examples of how they successfully applied the vital coaching behaviors.  I have just initiated this process so it will be interesting to see what happens.  But if I did develop something for new managers, I would definitely incorporate your ideas and other post-course elements to stay connected with the group (regular webinars, follow-up group calls, etc.)
As I typed I thought of a great pre-course read:  Jan-Feb Harvard Business Review article "Are You a Good Boss - or a Great One?"  Article focuses on developing yourself, developing your team, and developing your network.  I would also include a number of MT podcasts AND the encouragement that they become Premium Content subscribers.
Thanks again Janet.
Ed

Submitted by Ed Nottingham, PhD on Monday June 6th, 2011 4:51 am

Listened to the March 2008 podcast on new managers Janet recommended.  Excellent!  This should be required listening for every new manager!  Fit in, fit in, fit in!  Don't come in to the new position trying to change the world!
Ed