accelerating a leadership transition atd -...

Accelerating a Leadership TransitionCreate the Future

2017 Conference and Expo

Elaine Hampton, TechnipFMC

21st September 2017

Our Core Values

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How do you make something brand new feel familiar?

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Let’s Get Familiar

www.menti.com

Code: 48 47 11

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How do we accelerate

Leadership Transition at

TechnipFMC?

New Manager Assimilation

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Objectives

• Discuss Transition Concerns

• Illustrate New Manager Assimilation

• Review Best Practices

• Identify Success Metrics

How do we begin to address the concerns?

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Objectives

• Discuss Transition Concerns

• Illustrate New Manager Assimilation

• Review Best Practices

• Identify Success Metrics

Three Major Objectives for New Manager Assimilation

• Provide direct reports with the opportunity to "get to know" their new manager

• Begin to build the basis for a longer-term working relationship

• Lay the foundation for open communications, work planning and problem-solving

Why is NMA so important at TechnipFMC?

FMC Technologies

14,000+Employees

TechnipFMC

40,000+Employees

215Locations

48Countries

in

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Four Phases of New Manager Assimilation

• Data Collection

• Feedback to the New Manager

• Manager Response and Discussion

• Follow-up

How does NMA work?

Participant Key

Facilitator

Talent Management (TM)

Team (Manager’s direct reports)

New Manager

Meet as a whole for overview and expectations

Team answers Questions via

ThinkTankManager returns & Team takes break

Manager leaves meeting

Facilitator and TM reviews results with Manager

Manager addresses team based on feedback. Action items are

noted and sent after the meeting.

Talent Management follows up on action items with discussion and a survey 90 days following the New Manager Assimilation.

NMA Questions

1. What do we already know about the New Manager?

2. What don't we know, but would like to know about the New Manager?

3. What are our concerns about the New Manager becoming our manager?

4. What do we want most from the New Manager?

5. What items should the New Manager know about our business, which (s)he might not already be aware of?

6. What doe the New Manager need to know about us as a group?

7. What are the major obstacles we will encounter in trying to achieve our group's objectives?

8. What are the enablers that we have as a group that will help support our objectives?

How has the process evolved?

Report for Follow-Up

Session Report

Online Brainstorming & Collaboration

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Objectives

• Discuss Transition Concerns

• Illustrate New Manager Assimilation

• Review Best Practices

• Identify Success Metrics

Best Practices

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Session Best Practices

• Show Respect

• Maintain Confidentiality

• Be Prepared to Follow Through

• Share Information

• Be Honest and Open-minded

• Actively Participate

• Trust in the Process and its Benefits

• Stay Within the Process

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Facilitation Best Practices

• Create and Maintain a Relaxed Environment

• Identify Trends and Patterns in Discussions

• Be Prepared to Mitigate Distractions & Conflicts

• Listen for Action Items

• Clarify Responses to Enhance Details

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Objectives

• Discuss Transition Concerns

• Illustrate New Manager Assimilation

• Review Best Practices

• Identify Success Metrics

Success Metrics

What metrics might you look for in this process?

• Qualitative Data

• Turnover/Retention

• Employee Engagement

Success Metrics

What metrics do we look for?

• Does the New Manager deliver on the action items?

• Is the team working cohesively?

Questions?

Additional Discussion?