From Individual Contributor to Manager

How to maximize your stengths, develop the necessary interpersonal skills, and understand your responsibilities as a new manager

Overview of the workshop

From Individual Contributor to Manager is a two-day, highly interactive program for new supervisors, soon-to-be supervisors, and managers looking for a refresher on basic management skills. It is designed to strengthen, maximize, and develop the knowledge, skills, and abilities of supervisors and managers in the 21st century.

Who should attend this workshop?

Supervisors and new managers who want to develop the necessary interpersonal knowledge and skills for the their position
Experienced Managers who want a refresher on the interpersonal management skills that have made them successful

Objectives
(Benefits for individuals)

Demonstrate basic management principles.
Practice skills useful for first-line supervisors and new managers.
Listen in order to understand and to retain more.
Give and receive feedback in a way that is clear, compelling, and leaves all parties looking forward to their next conversation.
Navigate through difficult conversations with employees
Interpret and “read between the lines” when interacting with another person.
Set goals with employees.
Establish measures for employee performance.
Set priorities effectively.
Delegate more efficiently.

Benefits for the organization

Improve performance
Increase productivity
Increase profitability
Improve efficiency
Improve employee satisfaction

Workshop content

Your role and responsibility -basic concepts

Definition of management
Management roles
Management duties
Management competencies
Leadership vs. management
Expectations of a manager

Communicating as a manager

What is communication?
Perception and assumptions: what do they cause to happen?
We are all good listeners—what are the inhibitors?
Asking questions: open- and closed-ended questions
The effects of status
Saying yes, and…
The effects of body language, posture, and tone of voice

Performance planning

Definitions
Myths and realities
Knowing what you really want
Setting goals
Defining expectations
Establishing measures

How to use motivation and incentive systems

What is employee motivation and how does it affect employee satisfaction
When to use them-and when not to
Select appropriate type
Incorporate latest trends in incentive systems design

Prioritizing and delegating

Identifying what is important vs. what is urgent
Using time management tools
Saying no versus yes (this is different than when communicating with employees)
Deciding to delegate
Steps to delegation
Challenges with priority setting
Challenges with delegation

Matt's expertise with management

The first person to ever work for Matt was a youg woman named Michelle. Michelle was a great employee and teammate. She always excelled at what she did, and usually in spite of Matt. Her only problem was she was terrified of him! He only spoke to her when she needed support. He figured he should stay out of her way if she was doing well. She took his aloof stature as condemnation. She soon quit. Thankfully, in her exit interview, she told him how she felt. He was mortified that he could have caused such grief. He asked her what he could have done differently and she said, “Smile more.” It turned his management life around.

After that horrible, but educational lesson, Matt went on to an illustrious career, moving up to eventually being responsibile for over 200 people. He smiled and had the lowest turnover in the organization and the highest level of productivity. He went into management consulting and most recently designed, developed, and managed Court Management University for the State of California's judiciary, a tiered management development program for over 1,800 managers and supervisors. He has published several articles and book chapters on various management topics. Matt has also delivered this program and other management topics worldwide.