1. KEYS TO GREAT MANAGEMENT Strategies and Tools For Emerging Leaders 2016 By Christa Roth

2. A Leader is…. A person with the ability to guide, direct and influence people towards a common goal or purpose

3. A Manager is… a person responsible for controlling or administering all or part of a company or similar organization.

4. Which one are you?

5. DEVELOPMENTAL LEADER… Is a leader, who in addition to guiding people towards a goal will invest in developing their leadership skills and overall management capacity, so that one day they will be prepared to lead others. Take the time to teach today… in order to grow the capacity of your team to deliver on the mission.

6. FORMULA FOR SUCCESS…. Managing + Leading = High Performing Teams

7. MANAGING + LEADING = HIGH PERFORMING TEAMS A ManagerA Developmental Leader Outlines the tasks & tacticsAnd takes the time to explains the reasoning & connects the task to big picture (goals) Sets and manages to the expectationsAnd leads by example Provides feedback on the performanceAnd coaches and supports staff in reaching the standard & goals. Expects excellenceBut also understands risk taking and allows for mistakes in support of professional growth Gets the work doneAnd expand the teams capacity to get the work done today and over the long term!

8. SEE IT IN ACTION…  2 Volunteers  Planning an important three hour meeting with key community partners, who you are trying to plan an event together.  Role play it as a manager  Role play as a developmental leader  Notice what is different? Are they better set up for the project?

9. IT IS A FALSE CHOICE… You don’t have to choose between getting things done or taking the time to develop your staff!

10. Developing your staff is the most effective strategy for getting things done today and over the long-term.

11. THREE KEYS TO GREAT MANAGEMENT 1. Know who you are and what you stand for. 2. Develop honest, high functioning working relationships. 3. Use authentic feedback

12. A NORTH STAR IS SOMETHING THAT IS CONSTANT AND DEPENDABLE IN AN EVER CHANGING WORLD. 1. Defining your north stars

13. NORTH STARS WILL GUIDE YOU IN…  Making key decisions according to what is important.  Setting priorities  Determine how you work with colleagues and staff  North stars tether you to your values

14. MY NORTH STARS OF MANAGEMENT  I work WITH people to get things done.... not around, or on top of them.  I slow down to coach my staff because it will ensure we both reach our goals and build a productive team for the long term.  I expect to learn something every day from the people I work with, therefore I hire people, who are smarter than me.  I value open and honest communication – even if I don’t like what I hear.  I’d rather be respected for being fair and just over being liked for any individual decision.  Making my staff happy is not my goal - rather I am focused on people ultimately reach their full potential. This is true happiness.

15. DEFINE YOUR NORTH STARS In a small group of 2 or 3, take 30 minutes to:  Work individually draft a few management north stars (15 minutes)  What things do you know to be true and consistent about your management style?  After 15 minutes, share your principles with 1 or 2 people.

16. 2. Develop strong working relationships because people… Won’t learn from leaders they don’t trust and respect. Are more likely to receive feedback from someone who understands them. Will communicate more openly with those that they trust. Will work harder for managers whose opinion matters.

17. STRATEGIES FOR RELATIONSHIP BUILDING Build & Maintain a Strong Foundation Be Connected, Engaged & Informed Invest in their Development

18. BUILD & MAINTAIN A STRONG FOUNDATION  Invest in a thoughtful onboarding plan.  Outline performance expectations  Get to know each other – pet peeves, work styles, personal  Set goals and evaluate progress together  Early feedback is the most valuable  Explore how best to work together  Learn how to support each other  Commit to addressing issues immediately Lean in when it gets hard!

19. CONNECT, ENGAGE & BE INFORMED  Weekly check ins - the most powerful hour of a week.  Watch them in action!  Work side by side on something  Gather multiple data points to assess performance

20. MIXING IT UP… Instead of your regular check ins:  Plan a deep dive working session on key project  Review Assessment/Evaluation Data together  Host coaching session with a focus on developing skills  Check in on your relationship  Give each other feedback.

21. 3. INVEST IN THEIR DEVELOPMENT  Learn their career goals  Provide feedback and coaching aligned to career aspirations and skills development  Target on building a competency/skill  Identify opportunities - - stretch projects or leadership role  Be their champion  Challenge them always to reach their full potential

22. Feedback is…  the cornerstone of an effective management relationship.  the data that informs personal development  a good manager’s most powerful tool  a pathway to change and growth

24. FEEDBACK SHOULD NOT BE GIVEN…  On the fly & without thought and care for them  In Anger  To get something off your chest.  To be mean spirited  In the middle of a stressful situation, when nothing can change  By email or in a voicemail message

25. FEEDBACK SHOULD…  Be sincere and authentic.  Directly related to skill or learning goal  Fluid part of your regular management conversations  Be give often and directly to create the momentum for change.  The foundation of improved performance and professional growth.

26. GUIDELINES FOR GIVING FEEDBACK  Be prepared with a clear message and examples  Be direct and concise  Avoid giving mixed messages  Avoid generalizations - like always or never  Use specific examples or data points.  Check for understand by allowing them to ask questions.

27. GUIDELINES FOR GIVING FEEDBACK  Don’t assume you know their motivation, rationale or feelings.  Shared so that the receiver can best hear it.  Shared at a time when the receiver can engage with the feedback.

28. Only one way to get good at giving feedback is to do it regularly.

29. LET’S PRACTICE…  Spend 10 minutes developing feedback for someone using the worksheet (handout)  Pair up (10 Minutes each)  Give a little background to partner so they play the role. Suggest some behaviors, traits (worst-case scenario)  Role play  Give each feedback on exercise.  Switch 30 minutes total

30. HOMEWORK ASSIGNMENT:  Revise the feedback worksheet given what you have learned in your role play.  Give the feedback to the two people.  Complete your written reflection questions in the homework.

31. THE MANAGEMENT TOOL KIT  Sample onboarding plans  Coaching tools & strategies & cheat sheets  Sample Weekly check in forms, Data Dive Check in Form  Guidelines on Giving and Receiving feedback