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Manager’s ToolkitGuidelines and Resources for Effective Management

Presented by Nicole Seaver, Senior Director, Career ManagementThe Advisory Board Company, Washington D.C.

One of my favorite managers was:

The number one reason he/she was such a great manager was because he/she always…

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Roadmap for Discussion

Orienting

Delegation

Communication and Feedback

Motivation

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Orienting New Staff Members

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“Studies show that employees who do not feel an immediate connection with their organizations are more likely to leave... Most new employees begin their first day of work full of excitement and enthusiasm. Depending on first impressions, this initial enthusiasm for the organization can be either extended and nurtured or destroyed. Everything that happens in the first few days will affect the new hire’s perception of the organization and the employees he or she will be working with.”

From The Buddy System and New Hire Orientation by Nancy Nelson, SPHR, and Carolyn Sperl, J.D., SPHR

The First Impression is Crucial

Orienting New Employees

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The First Day: Manager Checklist

Confirm arrival time with new employee. Greet employees and show them where they will sit. Review training calendar with new employee Give a quick tour of the workspace– restrooms, kitchens, supply closets, and

meeting space. Introduce them to team members. Ensure that they have all of the necessary resources, including telephone, computer,

etc. Provide them with phone list and add them to all department distribution lists. Assign a peer coach to help guide the new start through the first weeks of

employment.

TOOL

Orienting New Employees

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The First Week: Manager Checklist

Provide some structure to the first week. For example, schedule meetings with co-workers, arrange informal lunches with team members, etc.

Collect helpful reading material for new hire to get acquainted with the organization’s mission and work.

Schedule meetings at the new start’s 1st, 3rd, and 6th month anniversaries to ensure that you provide feedback/performance updates around those dates.

Check with them daily to see how their first week is progressing and offer to answer any questions.

Review the policy manual with the new employee. Set aside 30 minutes to spend with the new employee in order to learn more about

them.

TOOL

Orienting New Employees

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The Second Week: Manager Checklist

Provide new start with more detailed information about the organization’s structure and mission and how they fit into that overall picture.

Ask if they have questions about any policies that were covered the previous week of orientation. Employees are overloaded with information in the first week and may have additional questions about dress code, work hours, or vacation policies.

Arrange informal lunches with team members and/or department. Provide new employee with an overview of the current and future goals of the

team/department. Walk new employee through performance expectations and job criteria, outlining

your expectations for them across the next month to three months. Discuss their preferred work style, what they find most effective, how they like to

communicate, and how this might interplay with your management style. Continue to check-in throughout the week.

TOOL

Orienting New Employees

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A Word on Peer Coaches

“A buddy system builds a personal connection between the organization and the new employee from the first day. The new employee is made to feel part of the work group, gains more confidence and, as a result, becomes productive more quickly. In organizations where the supervisors are very busy, the new employee may be hesitant to ask for clarification or additional help.”

From The Buddy System and New Hire Orientation by Nancy Nelson, SPHR, and Carolyn Sperl, J.D., SPHR

Orienting New Employees

Communication

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I. Role of Feedback

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Measurement is embodied in:• Formal evaluations• Informal feedback

Vision Measurement Improvement

Responsibilitiesand Goals

Vision is embodied in:• Organization’s values• Position description• Previously identified

development goals

Benchmarks Education

Improvement is embodied in:• Goal setting during formal and

informal evaluations• Highlighting training and growth

opportunities

Implementing the IdealsUtilizing constructive criticism to move toward measurable improvement

Role of Feedback

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Developing a Pattern of Ongoing Assessment

Follow-Up

Prepare for review

Write Review

Deliver Feedback

Informal Feedback

• Formal review is one aspect of continuous cycle.

• Due to frequent informal feedback throughout the review period, the review should never come as a surprise to an employee.

Role of Feedback

Consistent feedback creates continuous opportunities for growth

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Tips for Communicating with Direct Reports

Establish a reoccurring, regular check-in with each of your employees.

At your initial check-in discuss with your staff member how they like to work, what they find most effective, how they like to communicate, and how this might interplay with your management style.

Ask your employees what information they would like to receive regularly from you, and then tell them what you’d like to hear from them.

When explaining tasks and decisions, communicate the “why” behind the “what.”

Role of Feedback

TOOL

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II. Informal Feedback

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The Importance of Timely Feedback

Best time to provide feedback

Performance Level

Informal feedback may help curb a drop in employee performance. Since formal feedback occurs only every six months, informal feedback plays an important role in maintaining employee performance between formal reviews.

Providing informal feedback can initially take some practice and in many cases you may initially feel some discomfort delivering the information. Prior planning and preparation can help make the delivery more comfortable.

Informal Feedback

Maintaining peak performance through active management

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Delivering Informal Feedback

Context Is there a right time and/or placefor informal feedback? Ask yourself, did I…

Provide real-time feedback Choose an appropriate time (end of

business or before lunch) Choose a setting with respect to the

employee’s privacy

ContentWhat type of information should be conveyed as informal feedback?

• Data-driven vs Behavioral• Performance issues• Professional issues• Career pathing conversations• Positive feedback and praise

MessengerWho should deliver informal feedback?

• Direct manager• Career Management representative• Department leader

Informal Feedback

Several factors should be considered in preparation for informal feedback discussions

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III. The Formal Review

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• Determine the core message. What should the employee remember about his/her review in one month?

• Ask yourself: How has the employee performed against core expectations? Stretch roles?

How has their performance supported team/department initiatives?

How has the employee been proactive in solving problems?

Has the employee taken on additional responsibilities?

Has the employee worked to achieve their development objectives?

Thinking about the Review

Formal Review

TOOL

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Writing the Review

1. Identify two to three core competency areas as strengths and two to three as developmental objectives

Strengths Development Objectives

Did I provide balanced feedback by giving equal consideration to accomplishments and areas for improvement.

2. Organize for impact by moving from general summary to specific examples and concluding with actionable developmental steps.

3. Verify that the final review conveys the core message most strongly

General summary statement

Specific examples

Actionable developmental

steps

Should be clearly outlined, concrete objectives

Use relevant data gathered

during the review period

Statement regarding core

competency area

Formal Review

Sending the appropriate message through a carefully crafted statement

TOOL

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Manager Checklist:

Set up appointment for review delivery. Keep the appointment. Ensure that you and the employee are prepared. Meet in a comfortable, confidential location. Avoid interruptions such as phone calls or visitors. If possible, sit at a table with your employee rather than

delivering the review from across your desk. Engage in a two-way conversation. Work together to resolve any issues that arise.

Manager ChecklistFormal Review

Even a well-scripted written review relies upon strong delivery

TOOL

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Delivering the Review

1. Explain meeting

goals

2. Encourage a dialogue

7. End on an upbeat note

5. Discuss developmental

objectives

6. Review future goals

3. Review prior goals, standards

4. Discuss significant

achievements

• Outline the amount of time allotted

• Roadmap the discussion

• Ask open questions to set the tone (ex. How do

you feel about your performance over this

review period?)• Engage in active

listening

• Specifically describe outstanding behaviors

• Express personal feelings about employee’s

achievements• Voice confidence in

employee’s abilities

• Create problem-solving climate• Provide specific examples

• Solicit suggestions from employee through directive

questions

• Establish formal meeting time to create an individual development plan (IDP)

• Summarize discussion accomplishments

• Be positive about the future

Formal Review

Successful review delivery incorporates several key steps

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Gauging Employee Reaction

Formal Review

Dealing with possible employee responses to difficult messages

Employee Response Manager Response

Agreement Good start, continue to maintain communication about progress toward goals and positive feedback.

Disagreement To some extent, perception is reality. Present the problem with concrete examples. If the employee disagrees, discuss ways he/she can change the perception in the department about him/herself. Remember to stay calm and address the areas in dispute.

Confusion Try explaining things again in a different way. Actively seek out the root of the confusion and seek mutual understanding.

Anxiety Be clear about how this will impact staff – stress that EVERYONE has developmental objectives to work toward

Defensiveness Again, note that everyone has developmental objectives to work toward; stress facts.

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Delegation

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“Delegation is often very difficult for new managers. Managers are usually promoted because they were doing their job well and most likely enjoyed their projects. However, effective delegation develops people who are ultimately more fulfilled and productive. Managers become more fulfilled and productive themselves as they learn to count on their staffs and are freed up to attend to more strategic issues.”

-- From The Successful Manager’s Handbook

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Common Reasons and Suggestions to Overcome Managers’ Reluctance to Delegate

1. Insufficient time to explain the task or train someone to do it

2. Desire for perfection

3. Personal satisfaction and/or reward from accomplishment

4. Fear of overburdening your group

5. Concerns about an employees performance

6. Fear of failure

Successful Manager’s Handbook p. 258

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Step 1: Decide What You Can Delegate List three tasks or projects that you currently do yourself but could consider

delegating to someone else. Focus particular attention on:

• Decisions you make frequently, but which someone else could make• Functions that cause you to overspecialize• Less complex tasks• Tasks that will increase the number of people that have a critical skill• Phases/elements of a project that could be individually assigned

Task/Project What, if anything, you Currently Share

What you Could Delegate

Successful Manager’s Handbook

TOOL

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Think through who:• Has the requisite knowledge to do the

work• Has a high level of interest in the work• Has a need to develop in this area• Has time

Step 2: Select the Person

Harvard Business School, “Do you know When to Delegate?” September 6, 2004

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Take Home Message:Become “S.M.A.R.T.E.R.”

A simple delegation rule is the acronym S.M.A.R.T.E.R. It's a quick checklist for proper delegation.

Delegated tasks must be: • Specific • Measurable • Agreed • Realistic • Timebound • Empowering • Recorded

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Motivation

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Six Keys to Motivating Staff

1. Leaders don’t micromanage

2. Leaders look out for their staff’s welfare

3. A leader sets the example

4. A leader shares the credit

5. A leader is fair

6. A leader is open

ASAE & The Center for Association Leadership, 2007

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Ins and Outs for Motivating Your Staff in 2010

Business: The Ultimate Resource

In Out

Recognizing that you don’t have all of the answers

Making assumptions about what drives others

Taking time to find out what makes others tick and showing genuine care

Assuming others are like you

Leading, encouraging and guiding staff Forcing staff into things that are supposedly good for them

Being transparent with your staff and telling them what you think

Neglecting the need for inspiration

Delegate responsibility Delegating work

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In Closing…

• Your management style is unique to you• Leadership style depends on a confluence

of factors:– The task– Team capabilities– Individual’s knowledge– Available tools