What is the ONE factor that drives the business performance of an organization that is not widely understood by CEOs?
HR best practices can help demonstrate that people, not financial capital or operating models, are the greatest asset of an organization. How?
This white paper explains it all. We will demonstrate how company-wide adoption of HR best practices and top-notch HR departments can positively impact business ROI. Joint research from HR Certification Institute® (HRCI®) and Top Employers Institute will help you put HR best practices at the forefront of your organization, and see meaningful results.
Access your free white paper by using the social links below!
DON’T FEAR FAILURE… FEAR BEING IN THE EXACT SAME PLACE NEXT YEAR AS YOU ARE TODAY!
Learn to fail forward fast. Successful people have failed more times than the average person has failed. But each time they get up and keep pressing forward to their goals.
Startup that new business today.
Join us for the #SmartStartUp weekend – The Only annual Startup and Entrepreneurial forum & workshop for people transiting from Career to Entrepreneurship and those trying or who have started a personal business!
Date: Fri, Sat&Sun, May 27-29
Venue: De Renaissance Hotel, Ikeja
Fees: N68,250 (Very Limited space)
The jump from the role of individual contributor to a first-time manager is one of the most dramatic and most challenging leaps one can make. It requires a complete shift in how you see your role and in how you deliver results. And unfortunately, most new managers are ill-prepared.
Typically organizations promote their high performers into the role of manager. But just because someone is great at getting the job done doesn’t mean they know how to work through others to get the job done. The skills that served you as an individual are not the same ones you need to be a good manager.
According to a study published by the Corporate Executive Board Company, nearly 60% of first-time managers underperform during their first two years. And they are frustrated and unhappy in their role – more than 50% reported they would rather not manage people.
Why the Jump to First-Time Manager is So Difficult
Ken Blanchard, co-author of Full Steam Ahead: Unleash the Power of Vision, said that their research shows that the role of first-time manager is so difficult because they must contend with three new realities.
The first new reality: First-time managers must shift from being responsible only for their own work to managing the work of others, as well. As a manager, they need to work with their staff to set performance goals and then manage that performance along the way. This can be especially challenging when dealing with someone who is underperforming. The second new reality: It can be emotionally challenging to manage a group of former peers who are now direct reports. Some new managers report suddenly being unfollowed on social media or not invited to lunches or other group activities. This can make a new manager feel alone and unsupported. The third new reality: Not only are they responsible for helping their own team succeed, they now also play a role in the overall success of the organization. They must manage new relationships, both with their people and with other leaders in the company. And they now serve two groups—their direct reports as well as their own leader.
A Huge Shift Without Support
Most organizations don’t understand the magnitude of the shift they are asking people to make when they promote them into a management position for the first time, and therefore don’t provide the kind of support needed to ensure success. Blanchard found that 47% of new supervisors receive no training!
No wonder so many first-time managers are miserable. They are thrown in a new role, asked to make a shift they don’t understand, and are not given support.
What Can You Do? If your boss is a new manager, cut him or her some slack. Recognize that new managers are struggling and are going to be making a lot of mistakes. You can make it easier for everyone if you let go of the things that don’t really matter, speak directly with them about the things that do matter, and don’t complain about them behind their backs. If you are a new manager, recognize you are going to make mistakes, and be prepared to apologize when you cause problems for your direct reports. “I’m sorry” goes a long way. Don’t try to figure this out by yourself. There are some excellent resources available. Ask your boss for help, read books like The New One Minute Manager, and ask about training in supervisory skills. If you manage new managers and your company is one of the 53% that doesn’t offer training, consider establishing a program in your company. Ken Blanchard’s First-Time Manager Program looks like excellent program, and I would expect it to be of the same high caliber as all of their other programs.
As the new year approaches – and with it the inevitable wave of self-improvement plans–we’ve identified some strategies for advancing your career in 2016.
From recovering from an office blunder to learning why it doesn’t pay to be Mr. (or Ms.) Nice Guy, this plan offers daily tips on what to do and how to do it.
You are juggling way too many projects and goals at once. There don’t seem to be enough hours in the day to get it all done. And the stress of keeping all those balls in the air is killing you.
I may not know you personally, but I’ll bet that’s a pretty accurate description of your work life. I’ve yet to meet a successful professional who feels like they have time and energy to spare.
You probably use some version of a To-do List to track of everything you need to accomplish. (There may even be another one on your refrigerator at home that contains things like clean out the backyard and paint the guest room.)
To-do lists seem like a good idea, but they merely catalog tasks–and cannot help you accomplish them.
If all you do is make lists of the projects you need to finish, odds are good that they will remain unfinished far longer than you’d like.
Decades of research on goal pursuit shows that when it comes to execution, there are two major pitfalls that keep us from doing the things we intend to do.
First, we don’t get specific enough about what exactly needs to happen – the various actions we must take to reach our goals. If, for example, your goal is to make a good impression on your boss, you need to break that down into component actions, such as arranging a weekly meeting or turning in reports on time. To-do lists be helpful on this end, so long as they contain specific actions rather than vague goals.
But the second problem – which To-do lists don’t solve – is that we miss opportunities to take action. Did you really have no time to work on that assignment today? No chance at any point to return that phone call? Of course you had time, but you were probably preoccupied with something else, or simply forgot about it until it was too late – something busy people routinely do. Achieving any goal means grabbing hold of these opportunities before they slip through your fingers.
The good news is that there is a solution to this second pitfall: It’s called if-then planning.
The trick is to not only decide what you need to do, but to also decide when and where you will do it, in advance. The general format of an if-then plan looks like this:
If (or When) __________ occurs, then I will _______________.
When it’s 3 p.m. today, then I’ll stop whatever I’m doing and work on that project.
If it’s Monday, Wednesday, or Friday, then I’ll go to the gym before work.
If it’s Tuesday morning, then I will check in with all my direct reports.
Studies show that this kind of planning will train your brain to be ready for a certain action at a certain time. On an unconscious level, you are actively scanning your environment, waiting for the situation (e.g., 3 p.m.) to occur. So you are much more likely to notice 3 p.m. when it happens, and seize the opportunity to take the action you included in your plan.
With each action on your To-do list, add a when and where. You can transfer your To-do list to your calendar if you prefer – just make sure that you pair what you need to do with details about when and where you’ll do it, and your productivity will soar.