Transition to Management: The Other Side of the Desk

Transition to ManagementThe Other Side of the Desk

February 12, 2014

Objectives

• Identify specific leader behaviors linked to the Leadership Guidelines

• Stay balanced and on track in the face of shifting priorities and unpredictable challenges

• Describe the NetSpeed Leadership® blended-learning program

Housekeeping

• Close other programs.• Use Chat to send a message to the Presenters.• Interact using Chat, Polling, and Status Icons• To maximize your screen size, press F11 now.

Send a Chat Message

Status Icons

What is driving your organization’s desire to develop your new leaders?

Opening Poll

Leadership Assessment

Have you downloaded and completed the Leadership Assessment tool?

http://netspeedlearning.com/leadership/assessment/

The Gap

75% of organizations cite leadership development as important

23% say they are effective at developing leaders internally

Source: 2010, i4cp

Leadership Development

“Given the volatility of the last year and the accelerated pace of change in the economy, companies should be treating leadership development as both an urgent survival tactic and a business opportunity.”

Jay Jamrog

SVP/Research

Demographic Shift

• Every single day, more than 10,000 baby boomers reach the age of 65.

• This will be true every day for the next 19 years.

Lada Nikravan

Training Your Leaders

NetSpeed Leadership®

1. Face-to-face Classroom Training (3 hour modules)

2. Webinar Training modules (90-minute sessions)

3. Post-class online reinforcement tools

4. NetSpeed Administrator™(to report the impact of training)

Gyroscope

A device that keeps you aligned as you are pulled in many

directions

The Guidelines:Your Leadership Gyroscope

1. Create an Optimistic Climate 2. Promote Collaborative Relationships3. Encourage Exceptional Performance4. Focus for High Impact5. Cultivate Trust

Leadership Guidelines

A leader’s mood is contagious and sets the tone for the work climate

Create an OptimisticClimate

How does the leader’s mood set the tone for a team?

Leader Behavior:I frequently find ways to celebrate the progress made by teams and individuals.

Create an OptimisticClimate

What advice would you give a new manager who wanted to celebrate more?

Promote Collaborative Relationships

Open-handed give and take is mandatory in an effective, fast paced, organization

What evidence tells you that open-handed give and take is the norm in an organization?

Promote Collaborative Relationships

Leader Behavior:I actively encourage honest feedback and input from others.

5 – Frequently4 – Sometimes3 – Occasionally2 – Rarely1 – Almost Never

Encourage Exceptional Performance

The competitive landscape requires that we set and consistently achieve stretch goals

Leader Behavior:I address performance problems quickly and constructively.

Encourage ExceptionalPerformance

What is the impact when the leader fails to address performance problems well?

Focus for High Impact

A disciplined approach enables us to stay on course in the face of unpredictable change

Give an example of a “disciplined approach” inside an organization.

Focus for High Impact

Leader Behavior:I skillfully plan and execute assignments.

5 – Frequently4 – Sometimes3 – Occasionally2 – Rarely1 – Almost Never

Cultivate Trust

Lack of trust cripples an organization’s ability to perform

Cultivate Trust

Leader Behavior:I assume people have good intentions.

How does this assumption affect the leader’s behavior?

Cultivate Trust

What are examples of trust busters at work?What are examples trust builders at work?

The New Blend

E-learningInstructor-led web trainingPodcastingE-books

PodcastingVideoWikis or KnolsBlogs

Instructor-led classroomPublic speakersIndustry conferences

Brown-bag lunch seminarsBook groupsMentoringConsult a colleague

Learners in the New Blend

• Assume greater responsibility for their learning• May meet face-to-face upfront to begin building

relationships then move to virtual learning• Share knowledge and experiences• Create and post content• May convene several times in web-conference training

sessions• Interact with peers in and out of the virtual classroom

Virtual Learning Evolves

Three Tracks – 24 Modules

Leadership Development – 8 modules

Performance Management – 8 modules

Professional Development – 8 modules

Available for classroom and virtual delivery

Post-Class Reinforcement

Job Aid Cards

Electronic Magazine

NetSpeed On The Job™

NetSpeed Coach®

NetSpeed Administrator

Distributed at end of f2f class

Emailed after a virtual class

Job Aid Card

NetSpeed Learning Center

Electronic Magazine

Online Performance Support Tool

Available 24/7 for one year; can be emailed

NetSpeed Coach®

“All training impact begins with the individual.”

Robert O. Brinkerhoff

Telling Training’s Story

Individual Impact

Manager or Third Party

Provide manager’s feedback (Level III)Skill ImprovementEffectivenessBehavioral Examples

Participant may view manager’s feedbackParticipant may view an aggregate of 3+ third-party assessments

Manager’s Observations

Evaluation Results

NetSpeed Administrator™

Tracks the progress of each participant per session

Provides participant evaluation data (Level II)Shows summary impact information (Level III)

ApplicationSkill ImprovementEffectivenessBehavioral Examples

NetSpeed Fast Tracks™

• Keyword Searchable• Podcasts and videos• Knols (units of knowledge) and Blogs• Expert interviews• Scheduled asynchronous course assignments

Integrated Learning System

New Blend Options

1. Leadership Webinar Series – 90-minute webinars by subscription

2. Virtual Facilitator Trainer Certification (prepares trainers for virtual delivery)

3. Ability to blend synchronous with asynchronous learning at NetSpeed Fast Tracks™

The New Blend

NetSpeed On The JobNetSpeed CoachNetSpeed Leadership(virtual)

NetSpeed Fast Tracks(Video, Blogs, Knols)

NetSpeed Leadership(face-to-face)

Ongoing coachingand managerialsupport

“The central challenge for organizations today is how to leverage

learning consistently, quickly and effectively into improved performance.”

Robert O. Brinkerhoff

Telling Training’s Story

• Deliver instructor-led (face-to-face or virtual)• Blend it with asynchronous assignments at NetSpeed Fast

Tracks™• Add video, podcasts, blogs and knols to build learner-

centric programs • Reinforce learning transfer with post-class tools• Encourage peer-to-peer collaboration and problem-solving

Develop Your Leaders

Blended

Flexible

Collaborative

Instructor-Led

Practical

Complete the Survey

Receive:• Three seats in the next NetSpeed Leadership

webinar (Creating an Inspiring Work Culture on March 11)

• A link to view the slides from this webinar.

Transition to Management: The Other Side of the Desk

Business

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