In most organizations, if you are the best at your craft, it's likely you'll be selected to be the next supervisor or manager. The irony is that you now spend less time doing what you are really good at and more time doing things you have little or no training to do.
One study found that of all the training we receive in our career, 95% is focused on task and job skills and only 5% supports the kind of skills you need to manage others. Skills like communicating assignments, setting deadlines, resolving disputes, dealing with employee problems, and inspiring your team to excel.
In this 90-minute webinar, Larry Johnson will give you answers to some of the common problems new managers face like:
Why you should Attend:
- Making the psychological leap from doer to the manager - this can be challenging if you're not prepared to deal with the feelings that come with going through a major role change
- Managing friends - becoming your friend’s supervisor can have an impact on your relationship. You may have to establish new ground rules and behave in a different way when you are in the presence of other team members
- Avoiding the five most common mistakes new managers make - none of which are guaranteed to sabotage your success but have the potential to do so
- Adjusting your leadership style to match the needs of those you are leading. This webinar provides you with a model to know how, when, and where to adjust if necessary
- Establishing your authority and the respect of your team
- Delegating for results
- One question that can eliminate communication SNAFU's with team members and others
- Applying the wisdom of Bear Bryant to keep people motivated and loyal
- Using a model that helps you give the right amount of authority for each task you delegate
- Holding people accountable for performance
- Following a prescribed Conversational Roadmap for conducting tough conversations that will get results and not fracture relationships
- Applying the Pygmalion Effect to bring out the best in your team
- Motivating people to excel
- Using recognition and praise to bring out the best in people without turning them off
- Adhering to 13 Do's & Don't will raise the odds you will succeed as a new supervisor/manager
Anyone who's been a manager will tell you that there is a huge difference between doing the work yourself and managing other people to do it.
- Instead of doing what you love, you spend your time in meetings, filling out forms, writing projections, and dealing with personnel problems
- Instead of attending to the quality of the work you do, you must make sure the quality of the work your team does is up to snuff
- Instead of just making sure you get to work at 8:00 AM, you now have to worry that your team arrives at 8:00 AM
- Instead of worrying about whether your work is turned in on time, you must worry that your team is turning their work in on time
- Instead of ignoring toxic team members, you have to do something about them
- Instead of leaving every day at quitting time, you often must stay late to resolve problems that were unresolved during the day
- Instead of being able to confide in the members of the team about everything, there is often organizational information you must keep to yourself
- Instead of being able to gossip with team members, you must exercise good judgment and not do so
- Instead of being everyone's friend, you must observe new levels of decorum when interacting with people on the job
These and other changes can be daunting to the new manager or supervisor. Research has shown that such changes can have psychological effects on you like depression and unexplained feelings of anger.
Meanwhile, as a supervisor/manager, you are expected to maintain professional decorum, treat everyone fairly, make good decisions, and keep an eye on everything happening in your shop. None of this is easy, but the rewards can be great. You get to:
- Help your team resolve problems
- See your team members grow
- Have a greater impact on the organization
- Raise the odds your career will grow
- Expand your influence
- Make more money (maybe)
So, it can all be worth it but daunting as well. In this webinar, Larry Johnson will offer you tips and ideas to make the transition from Doer to Supervisor/Manager easier and raise the odds it will be a successful journey.
Areas Covered in the Session:
Who Will Benefit:
- Making the psychological leap from doer to manager
- Managing friends
- Avoiding the five most common mistakes new managers make
- Adjusting your leadership style to match the needs of those you are leading
- Establishing your authority
- Holding people accountable
- Motivating people to excel
- Anyone who is new to being a Team Leader
- Supervisor or Manager
Larry Johnson , CSP is the co-author of two top-selling books: Absolute Honesty: Building A Corporate Culture That Values Straight Talk And Rewards Integrity and Generations Inc. – From Boomers To Linksters – Managing The Friction Between Generations At Work. He’s also written for Huffington Post and has been quoted in the Wall Street Journal and the Harvard Business Review. He has been interviewed on CNN. Larry has written more than 200 published articles on the topic of improving organizational culture.
An in-demand speaker and organization culture expert, Larry has delivered more than 2000 paid presentations for association conferences, corporations, and government organizations including Texas Apartment Association, American Bus Association, SHRM (Society of Human Resource Management), National Apartment Association, American Health Care Association, Harley-Davidson, Southwest Airlines, Westinghouse and the Nuclear Regulatory Commission.
He’s also presented more than 300 webinars for his own clients and for various webinar companies.
Larry’s Education & Designation
• M.A. Counseling Psychology - Northern Arizona University, Flagstaff AZ
• B.A. Education - Arizona State University, Tempe AZ
• CSP - Certified Speaking Professional from the National Speakers Association
• 4 years in health care management
• 7 years as training manager in government and the private sector
• 35 years as president of his own training and consulting firm