1. July 22,2009Leadership & Management Skills:Why You Need Them...and How to Get Them!

2. Thank you for joining us!

• This session will be recorded

• Your input

• • Questions

• • Polls

• About Corporate Education Group

• Todays speaker

• • Jamie Resker

3. Objectives of Todays Webinar

Understand the importance of management and leadership skills

• No matter what yourrole is within the organization

Get the training needed to increase management and leadership skills

• Thereby increasing your value to your organization

4. Agenda

The talent management challenge to

develop management and leadership skills

Trends

Ideas and Resources

Preview a program:Tools/Handouts

Where to start?What is right for you or your organization?

• A snapshot of what is available

5. Top 5 Workforce Challenges

Attracting and retaining skilledprofessional workers

2. Developing manager capability

3. Retaining high performers

4. Developing succession pool depth

5. Addressing shortages of management or

leadership talent

• *Source:Human Capital Institute Study: The State of Talent Management:Todays Challenges, Tomorrows Opportunities, 2008

6. The Good News Senior Leaders Get it

Talent = Differentiator

Recognize Superior Talent as a Business

Advantage

In nine out of ten organizations, they believe superior talent provides a vital competitive advantage.

They increasingly recognize the critical linkage between effective talent management and business success.

• *Source:Human Capital Institute Study: The State of Talent Management:Todays Challenges, Tomorrows Opportunities, 2008

7. The Bad News: Lack of Capability for Talent Development

(7%) of senior executives are accountable for developing their direct reports.

Most managers lack the basic capability to develop talent effectively.

Just 5% of organizations say their managers have the skills to grow people in their jobs:

• Provide the constructive feedback that supports and encourages employee development consistently across the organization.

• *Source:Human Capital Institute Study: The State of Talent Management:Todays Challenges, Tomorrows Opportunities, 2008

8. Poll Multiple Choice

Why do people need management and leadership skills to be successful?

• Need to work more effectively and efficiently

• Need to interact with individuals throughout the organization

• Need to communicate with others to get what is needed to do the job

• Need to work in a team environment

• So that they have the skills to continue to grow within their organization

9. Management and Leadership Skills are Critical Because

Employees are being tasked with challenging opportunities:

• Improve processes and accomplish just as much if not more - with less resources and reduced budgets

• Increase productivity and achieve a higher level of commitment from employees

• Manage teams across organizational and global boundaries

• Managing generational differences

10. Poll Multiple Choice

Top performers are promoted to manager positions

With formal management training as part of their succeeding as a manager transition plan

OR

Without any training

OR

When its clear the person is failing as a manager

11. Shhh, we promote people but havent provided any training... But we dont tell anyone about that 12. *5 Ways to Make Top Performers Transition into Effective Managers

Technical vs. Strategic

Delegation

Teach and Mentor

Leverage Strengths

Manage Each Employee

*Adapted fromNine Ways to Make Top Performers Effective Managers, Derek Finkelman and Jonathan Corke 13. 1.Technical vs. Strategic

Let go of Day to Day IC Responsibilities

• Management vs. Tactical

Fulfillment?

• IS Manager

Head and Desk Management

80/20?70/30?60/40?

50/50

14. 2.Delegate, Delegate, Delegate

Assign Work and Shepherd it Through to Completion

Inc. Magazine, In A Former Life

*The best and worst managers we'd ever had:

• "The worst ones generally were the ones who monitor all the time.

• The better ones just communicate to employees a clear and exciting goal, point the way, and let them run."

Helpful/Supportive or an Annoying Creativity and Initiative Squelching Micro-Manager?

• *Source:Inc. Magazine, In A Former Life: S. Kenneth Kannappan

15. Ingredients for Effective Delegating

Heres what needs to be accomplished

2.Lets talk about the deliverables

CompletionDate

4.Project Plan/ Milestones5.Changes, Status Updates, Check in PlanCheck forUnderstanding Importance 16. Teach and Mentor

Does This Come Naturally?

Manager Its easier if I just do it myself I feel so stunted and bored think Ill text a friend 17. Teach and Mentor Great, so youll have this to me by Friday. Yeah, not A problem Great, another vague assignment Im probably going to have to redo the work myself! 18. 4.Leverage and Acknowledge Individual Strengths Coming to Terms With No Longer Being the Expertto terms with no longer being the expert? 19. Manage EACH Employee

New but experienced employee

New Grad

A Players

• Interests

B Players

• *In Place Development / Job Enrichment

• Stretch Assignments

• *Up Is Not the Only Way : A Guide to Developing Workforce Talent: Beverly Kaye

Low Performers

Competent / Disruptive Behavior

20. What Skills are Neededfor Success?

Strategic planning

Conflict management

Negotiation

Influencing and communicating

Presentation

Problem solving/ decision making

Team building/ leadership

Time management/ priority setting

Managing differences

Change management

Coaching/mentoring

Delegation/establishing goals/direction

Creative/analytical thinking

Developing/inspiring others

Building relationships

Project management

Self management

Managing Performance

• Effectively Managing Performance

• Reducing Defensive Reactions to Feedback

21. Employee Performance ContinuumJob Competence: Responsibilities, Skills, Goals Behaviors Low/Grow High High Jim Karen Paul Sue Keith Brian Paul 22. Conversation Planner EMPLOYEENAME (H) High;(M)Mid-Level (Dev)Developing;(L)Low Behaviors/Job Competence CONVERSATION OUTCOMES High Performer:Development, interests, new challenges and positive feedback;Mid-Level Performer:Development opportunities and positive feedback;Developing Performers:What is on track and what skills and responsibilities need further development;Low Performers:Identify and discuss what will be required to meet acceptable performanceexpectations. Karen High High Content Jim High Developing Content Keith Mid Mid Content Paul Mid Low Content Sue Low High Content 23. Poll - Multiple Choice

What is easier to have a conversation about:

Job Responsibilities, Skills, Goals

OR

Behaviors

24. The Johari Window Arena Blind Spot Facade Unknown Things I Know Things I Dont Know Unspoken? Things They Dont Know Things I Dont Know Things I Know Things They Know Things They Know ThingsThey Dont Know *Source: The Johari window, represents a graphic model for mapping interpersonal awareness" and was created by Joseph Luft and Harry Ingham in 1955. 25. Employee Performance: Stages of Intervention Majority of employees are performing & conducting themselves as expected Single Incidents Merit? Mandated Issues Apparent Pattern Pattern Persists NoChange Informal Intervention Level 1:Awareness Intervention Level 2:AuthorityIntervention / Plan Level 3:DisciplinaryIntervention Source:Model Modified from the VanderbiltUniversity Medical Center 26. Poll Question

When do most managers FIRST intervene when there is a performance issue?

• Just in time early stages with informalfeedback

• When a known pattern has developed

• After its been going on so long they are just ready to fire the employee (and want HRs help in doing so)

27. How are Classes Conducted?

Student materials: models, tools

External texts

Reading / Pre & Post Reading

Team Exercises/Group Breakouts

Role Play

Pairs Activities

Case Studies

Facilitated Discussions

Information Sharing Among Students

Slides

Action Learning Items/Back on the Job

28. Management and Leadership Certificate Programs

Certificate programs provide the credentials you need to:

• Get started on your management or leadership career path

• Enhance your current management skills with formal training

• Be seen as a valuable resource to your organization

• • Cambridge Biotech Company Example

29. Management and Leadership Certificate Programs

Marketing Fundamentals

• 4-day certificate program

Communications Fundamentals

• 5-day certificate program

Management Certificate

• 4 course certificate program

• • Flexible options choose the classes that meet your specific needs

Leadership Certificate

• 4 course certificate program

30. How Do You Get Started? Need to improve your ability to communicate throughout your organization? Communications Fundamentals Considering a marketing career? Marketing Fundamentals Are you a brand new manager who wants to improve your skills in managing others? Management Certificate Ready to move into a leadership role? Leadership Certificate Or...just take a single course to improve your skills in one particular areafor example: Presentation Skills Business Writing for Results Newly Appointed Managers Managing Successful Negotiations 31. What AboutProject Management?

A background in the basics of project management is beneficial regardless of your role within the organization

Project management skills are required for every joband in your personal life too!

Project Management for Everyone 32. Im a Brand New Supervisor Where Do I Start??

Employees are frequently moved to supervisor roles with no formal training and many challenges

• Managing individuals who were once your peers

• Taking on new responsibilities

• The need to be effective immediately

• Sometimes, the need to continue doing parts of your past role while taking on a new role

Newly Appointed Managers 33. What Do Participants Say? This is one of the best courses Ive taken. We deal with change dailyso theskills can be put to use and readily practiced . The instructor was great animated, interesting and engaging. Student: Strategies for Managing Change Great class! I loved every minute!I felt the instructor really made the class relevantand worked to personalize the skills for each one of us.Student: Developing into a Powerful Leader This was the best training course I have ever been to! Instructor could relate to the members of the class and Ifelt comfortable participating. Student: Newly Appointed Managers 34. University Partnerships

Corporate Education Group partners with the following universities to obtain your certificate:

• Boston University Corporate Education Center

• Duke University

• Choose the location that works best for you

35. Summary

There is a growing demand for individuals with management and leadership skills regardless of their role within the organization

Strong critical skills demonstrate your value to the organization

Management and leadership skills provide you what you need to keep growing within your organization into roles with increasingly responsibility

36. Resources

Talent Management Magazine Article Nine Ways to Make Top Performers Effective Managershttp://www.talentmgt.com

Human Capital Institute Study | The State of Talent Management:Todays Challenges, Tomorrows Opportunitieshttp://www.humancapitalinstitute.org

LinkedIn Discussion Group

• • Additional Questions / Thoughts /Networking

• • Performance Challenges

• • Handouts

37. Thank you for attending this webinar! Offers and Q&A

Q&ANext Steps?

• Check out these upcoming courses

• MDP101: Newly Appointed Managers: Realities & Resources

• • 8/11/09-8/12/09 BUCEC Waltham, MA

• • 9/1/09-9/2/09 BUCEC Chelmsford, MA

• MDP330A: Developing into a Powerful Leader

• • 8/5/09-8/6/09 BUCEC Chelmsford, MA

• MDP356: Reducing Defensive Reactions to Feedback

• • 8/20/09 BUCEC Chelmsford, MA

• MDP223: Managing Employee Performance Effectively

• • 10/29/09-10/30/09 BUCEC Waltham, MA

• Register for a Certificate in Leadership, Management, Marketing or Communications andSave 20%* on the entire track!

For more information, call us at 1.800.288.7246 or visit us at: www.CorpEdGroup.com * Discounts may not be combined. Additional restrictions may apply. Call for details. Register for any publically scheduled , online, or onsite class byAugust 5, 2009 ,andSAVE 15%* Call 1.800.288.7246 & mention value codeGL04359

Additional courses and webinars available in:

Business Analysis

Business ProcessManagement

Project Management