“ I Just Got Promoted!  Now What?” Presenter : Helene - PowerPoint Presentation

“ I Just Got Promoted! Now What?” Presenter: Helene Wall, SHRM-SCP                   Associate Director, Human Resources Consultant Postlethwaite & Netterville

Transitioning into a management role is a significant accomplishment in your career. It can present a fantastic new opportunity…and create challenges both personally and professionally that you never expected.Overcoming these challenges, while shifting from Peer to Manager, raises the bar for success even higher - and it doesn’t happen just because of a title change!Introduction

Develop a successful Transition Plan by: Understanding how peer friendships, working relationships and your personal work style all contribute to your new role as Manager, andAppreciating the additional components necessary to solidify your new position, empower and build an effective team.Session Objective

#1 DefineRelationships

#1 From Peer to Manager Office friendships should expand to more work-related activities such as seminars, workshops, company, community and professional events; Change includes interacting with new team members in a balanced manner; Understand the difference between being liked and being respected, and Focus on 3 key areas: Be Clear, Be Fair, Be Aware.

Be Clear #1Openly discuss your new role and increased level of responsibility:Acknowledge the awkwardness!Ask for collaboration; Define expectations; Understand that some individuals may resent your new role. Seek guidance from your HR team for ways to overcome this challenge.

Be Fair #1Put personal biases aside when dealing with friends vs. new team members. Remember to:Delegate work based on skill and ability;Evaluate performance against established standards; Be open and transparent in your actions; Minimize the chance for gossip and discord by exhibiting unbiased behavior.

Be Aware #1As a manager, all eyes are on you. Pay close attention to the signals you’re sending: How much time, energy, and resources are you giving your friends  compared to others? Work with a co-manager, mentor or trusted advisor to observe you and provide feedback; Manage after-hours and off-site gatherings so they include other team members and co-management.

#1 Building New Relationships Understand the hierarchy of your organization; Develop a connection with your new peers and upper level managers; Understand what your boss now expects of you – personally and as a leader; Communicate often with your new contact sphere .

Put Energy Into- Treating each employee fairly and with respect;Remaining professional at all times;Keeping a balance between work and friendship;Holding everyone on the team accountable to the same standards.Resist the Urge to:Make allowances to keep everyone happy;Give, give, give (lunches, gifts, rewards) to gain cooperation;Feel guilty about assigning work or delegating;Try to do it all yourself. #1 Action Plan

#2 Understand Work Styles

Why Is This Important? #2 “Even if you are a cooperative and friendly person, there are probably certain people that you simply do not like to work with because you always wind up feeling frustrated, aggravated, or disappointed. Frequently , frustration with co-workers is the result of work style incompatibilities .” Source: Understanding Work Style Differences (From Secrets to Winning at Office Politics by Marie G. McIntyre, Ph.D.)

Personal Work Styles #2 *References to on-line tools and materials are shown for discussion purposes only and are not an endorsement of the product. There are costs associated with most products. * DiSC ®

Motivators :Competition, fast resultsIndependence, freedomLooks at big pictureLoves a challengeStressors:Routine, structureTight supervisionToo many detailsWasting time #2 “D” Dominant Work Style

Motivators :Collaborating with othersEmbracing feelings and individualityAdventurousEnthusiasmStressors :IsolationRoutine/RepetitionToo many detailsPessimism #2 “I” Influence Work Style

Motivators :Plenty of supportStructured environmentPrivacyReassuranceStressors :CompetitionRapid changeMaking quick decisionsChaos #2 “S” Steadiness Work Style

Motivators :Understanding purpose of tasksDefining quality standards of tasksClear expectations, sufficient time to analyze tasksFinding errors in procedures/tasksStressors :Vague, ambiguous directionErrors being overlookedMaking quick decisionsDealing with strong emotions #2 “C” Conscientious Work Style

You and Your Team #2

Impact of Different Work Styles #2Advantages-Each work style brings a unique contribution Allows different perspectives to be considered Builds camaraderie among team members Provides an equal footing for friends and new team members Challenges- May cause friction initially May require education and training to learn to communicate differently Requires planning, education and maintenance of the process Takes time to implement

Determine what options your organization offers for assessing work styles. If there isn’t one available, consider the investment for your own personal development; Devote the time needed to understand how to use any system you select;Use the chosen method to build excitement among former peers and as a catalyst for new relationshipsBe consistent in your methods.#2 Action Plan

#3 Manage Expectations

Why Is This Important? #3Without clearly defined expectations day-to-day activities become tiresome tasks. Tiresome tasks aren’t good for anyone.

Setting Expectations #3Be wary of making significant changes right away. Take small steps in your new role;Clearly communicate to your team what is expected of you as team/department manager, and how they can contribute; Define expectations for each member of your team and the department as a whole; Set the bar equally for all- -no favoritism toward friends.

Defining the Goals #3Use SMART goals and focus on realistic opportunities;Include personal growth goals as well as performance goals; Keep all team members apprised of their progress through consistent feedback…no surprises at an annual evaluation; Provide support and guidance equally to all.

Promote Success #3Clearly communicate how personal contributions impact the success of the team, department and organization; Encourage collaboration among friends and new team members - - “stage” the team if you have to; Offer praise and recognition equally to all participants.

Dealing With Conflict #3Despite your best intentions, people are people.Monitor negative behavior, gossip and other conduct that may cause discord; Maintain personal awareness of your own areas for improvement---and address them timely; Know when constructive feedback is warranted and apply it thoughtfully; Seek guidance from HR on best practices.

Be Your (Better) Self #3Listen to learn, solicit feedbackPractice patience, tolerance, empathyInvolve team member in decisions where appropriateBe honest and transparentBe accessible - don’t live in your office Limit lecturing , ask reflective questions Have a sense of humor!

Put Energy Into- Communicating well and often;Focusing on progress rather than on perfection;Providing development opportunities for everyone on your team;Educate yourself on best practices in employee management.Resist the Urge to:Make too many improvements or changes at once;Over-use references to former jobs or positions– “When I was with XYZ”;Overload team member with too many new initiatives or directives at once. #3 Action Plan

#4 Planning and Organization

Why Is This Important? #4“Where there is chaos in business,there are frustrated people, poor performance and opportunities for trouble.” Author: Helene Wall

Pitfalls of Poor Planning #4Managing through chaos can damage prior relationships as well as cause immense difficulty in forging new ones:Friends who are not used to seeing you frazzled may not know how to respond to this uncomfortable behavior; New peers and managers above you will observe the visual and may not dig deeper to get to know your true capabilities.

Understanding Perception #4People often base their impression of someone on visual observations. If this is you: Stressed Rushed Behind schedule Known for cancelling or rescheduling meetings Usually late Giving confusing instructions...

Understanding Perception #4….the perception may be that you are not quite ready for the position.If this is an area that causes you concern, make it a priority to improve and implement changes to result in a more positive outcome.

Planning Tools and Methods #4TechnologyOutlook (Tasks, Reminders, Appointments)One Note (Journal) Calendars (Outlook, Doodle ) Google (Docs, Sheets) Others Old School Day planner Checklist White board

Interactive Help #4Some Options-Accountability Partner (Collaborative)Mentor (Experienced, trusted advisor) Personal Coach (Supportive guidance) Must-have traits: Honesty Reliability Accessibility Shared values

Staying Organized #4Delegate areas of project management to team members to promote shared accountability;Balance the workload and monitor progress among all team members;Use technology suitable for the project and team skills; Provide training where needed; Set schedules as far in advance as possible to accommodate lengthy projects and prep time.

Put Energy Into- Advance planning;Going old-school or high-tech, just use something that works for you;Practicing ways to maintain composure during stressful situations;Making “perception” your friend.Resist the Urge to:Procrastinate---it doesn’t work;Shift gears constantly – think things out before taking action;Assign work to friends first;Over commit or over extend yourself or your team. #4 Action Plan

#5 Career Continuum

Why Is This Important? #5Your team will look to you to set the standard for career advancement. If you succeed, the perception is that they will too.By developing a plan that is consistent with your values, supports your goals and is aligned with your organization’s goals, you will be able to navigate the milestones toward advancement.

Continuum of Learning #5As you continue to grow and advance in your career, your level of responsibility will increase and your reach will broaden:From assisting to implementing;From working knowledge to experienced; From “doer” to “driver ”; From contributor to leader, and Begin to incorporate elements of mentoring, advising and coaching.

Lifelong Learning #5Doesn’t end with graduation!Ensures that your knowledge and skills stay relevant and up-to-date with changing trends and directions in your profession.Offers opportunities for you to continue to provide meaningful contributions to your team. Provides options for you to share with your team and co-managers in a collaboration of growth.

Development for Retention #5“Career Growth and Development Opportunity ranks as 1 of the top 5 factors that most employees need from work.” Discover what makes your team members tick---really listen; Find methods internally and through external options (web based, seminars) available for you and your team. Source: SHRM and www.thebalance.com.

Work with your boss and your organization to identify the traits, characteristics and competencies needed for a successful career; Ensure that your team isn’t left behind---what are their goals and objectives and do they align with yours?Work diligently to incorporate development into everyone’s schedule---don’t wait for the right time;As you travel this path, don’t lose sight of the initial transition to your new role and remember that open communication is the key to success.#5 Action Plan

Got It?

Plan the Work

Work the Plan Evolve former peer relationships Develop new connections Make communication a priority Understand work styles Leverage the differences Set clear expectations Provide support and guide Learn to plan, manage and organize Implement lifelong learning

Thank You! Presenter: Helene K. Wall, SHRM-SCP hwall@pncpa.comResources:www.shrm.orghttp://www.everythingdisc.com/Home.aspx https ://www.pncpa.com/services/consulting/human-resources /