It has happened to me. And

I think you're not

the exceptions.

cc: ⌡K - https://www.flickr.com/photos/58419684@N00

I didn't have

enough preparation

, before becoming a manager.

cc: Georgie Sharp - https://www.flickr.com/photos/41894168711@N01

Though I did come through the transition and such to become a manager, I think it's much better, if I was prepared more with some of the things I will walk you

through in this presentation.

cc: -MRGT - https://www.flickr.com/photos/44284392@N04

And would hope you find it useful and applicable to your

management career path.

cc: Ian Sane - https://www.flickr.com/photos/31246066@N04

These are not something I invented or wrote up. The info is from a book. And I

am going to share some key points in the first few chapters. If you feel like

knowing more, just have to buy the book and fully read it.

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And here is the book.

It talks about 6

turns in the managerial

career path.

For this presentation, I would address only two

first passages, from what the book suggested.

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What I love the most is the skill, time, value

framework suggested by the book.

At each turn, you will have to switch, change your skills, time application and the focus on the different values that you would need to contribute for the role.For some skills, values , you even have to drop it completely, to make it a successful transition

to the new role. Watch out for those...

Okay. No more chit-chat. Will go to the first

passage right away.

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From managing

self to managing

others.cc: jfgornet - https://www.flickr.com/photos/43896901@N00

It's when you are promoted

to be the manager for the first time,

mostly from the fact that you

are an excellent individual

contributor.cc: jfgornet - https://www.flickr.com/photos/43896901@N00

Refer to the next 3 tables for what is required for

managing self and managing others.

cc: Alan Cleaver - https://www.flickr.com/photos/11121568@N06

* is what you have to drop a lot or completely to transition to the next level.

Mangers must cease thinking only about

themselves and start thinking about others.

cc: monkeyc.net - https://www.flickr.com/photos/73584213@N00

Top challenges•Defining and assigning work to be done•Enabling direct reports to do the work•Building social contracts

cc: Justin in SD - https://www.flickr.com/photos/40708728@N04

Defining and assigning work to be done

•You will need to discuss with boss, talk with peers, customers, suppliers, partners, and other relevant parties to assure the work to be done and make appropriate assignments.•Any pre-defined work breakdown structure would help facilitate the process.

cc: Nanagyei - https://www.flickr.com/photos/32876353@N04

Defining and assigning work to be done

•Then, you will have to practise delegation. Make sure to be the master of it :).•The other focus should be hiring the right (talented and fit) people to do the assigned tasks

cc: Nanagyei - https://www.flickr.com/photos/32876353@N04

Enabling direct reports to do the work

•Do you views questions from his people as interruptions?•Do you fixes their mistakes rather than teaching them to do the work properly?•Do you refuse to take ownership of the success of his people, distancing himself from their problems and failures?

cc: Peter Kaminski - https://www.flickr.com/photos/35034359460@N01

Building social contracts

•Build trust and open lines of communication vertically and horizontally•With boss, direct reports, suppliers, customers, and other relevant individuals

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But who is responsible?•HR with formal training?•Nah. Training only gets us this far: awareness and knowledge.•Practising, being coached is where we really learn the things.

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But who is responsible?The direct responsibility for preparing first-time managers rests with managers of managers (need to learn how to coach their direct reports to make this transition •Unfortunately, managers of managers receive little or no training in this area )

cc: mattwalker69 - https://www.flickr.com/photos/88786104@N08

That brought us to passage

#2: Becoming

manager of managers

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Five signs of a misplaced manager of managers

cc: monkeyc.net - https://www.flickr.com/photos/73584213@N00

Difficulty delegating•As a result of this, the first line managers are often more frustrated•Managers of managers take too much on themselves, have to much to do and not enough competent direct report to help them do it•Delegate improperly: lack a control system that ensures accountability for what is delegated

cc: quinn.anya - https://www.flickr.com/photos/53326337@N00

Poor performance management

•Provide poor or little feedback to his managers•Isn’t a good coach•Doesn’t offer clear direction•Unsure about their goals•Unable to communicate productively with his direct reports

cc: Andy Magee - https://www.flickr.com/photos/84272941@N00

Other signs•Failure to build a strong team•A single-minded focus on getting the work done•Choosing clones over contributors

cc: Filippo C - https://www.flickr.com/photos/83513840@N00

What should

managers of

managers do (skills)?

cc: aloshbennett - https://www.flickr.com/photos/13203757@N00

Selecting and training capable first-line managers

•Giving people team and project leadership assignments are two ways to observe•Training first-line managers is the art of creating a supportive environment that allows mistakes but not failure•Sensitivity of power: use their power in the ways that motivate and instruct rather than demean and demoralize

cc: Jordi Payà Canals - https://www.flickr.com/photos/24630636@N03

Holding them accountable for managerial work

•Evaluating people based on the quality of their selection decisions, the frequency and quality of their performance feedback, their ability to team with other units, and their skills at producing results through a team•Need to remove first-time managers who don’t make the level-one grade

cc: v1ctory_1s_m1ne - https://www.flickr.com/photos/80221456@N00

Goals and measurements must be put in place

•... that create accountability for new managerial behaviors•Amount of improvement in efficiency , degree of improvement in quality , frequency and impact of coaching sessions , number of first-line managers promoted to bigger jobs , success rate of new first-line managers , teamwork within the assigned area / other areas

cc: Leo Reynolds - https://www.flickr.com/photos/49968232@N00

Those are some highlights for the first

two passages.

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If you notice, you will see that 80% of those people who pursue

management career should

be in these two passages, struggling.

cc: Malcolm Slaney - https://www.flickr.com/photos/99439991@N00

Are you one of them?

cc: ⌡K - https://www.flickr.com/photos/58419684@N00

If you are, I would suggest you to go back, understand

about your skills, time application, values.

cc: Dan Cook Archived (dan-scape.co.uk) - https://www.flickr.com/photos/57953583@N02

And from those awareness, do something. To get the skills, to

switch how to use your time, and to focus on the right values you need to contribute for the level.

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Good luck.

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