1. Seven Seismic Shifts – How Managers Become Leaders
Excerpted from Michael D. Watkins, How Managers Become Leaders, Harvard Business Review (HBR’s) 10 Must Reads

2. Role Transition
Technical acumen is a source of pride and passion for many
Can serve as a comfort zone
Easy to gravitate back to it in times of stress
Important shift – managing people
Requires a different skill set
Is more subjective than objective
People don’t always do what they are told
Authenticity is tricky – when are you being snowed?
Emotional intelligence is an important but often overlooked skill in technical training
Often new expectations for managers are implied or assumed
Not clearly communicated

3. Navigating and Excelling as a Manager
1) Specialist to Generalist
From deep specialized knowledge
To a broader understanding of multiple functions or technologies
2) Analyst to Integrator
From developing the detailed analysis, processes, etc
To assigning staff to perform the tasks
Then integrating or explaining results

4. Navigating and Excelling as a Manager
3) Tactician to Strategist
From intimate knowledge of the details
To understanding how it fits in the larger picture
Looking for patterns, looking externally
4) Bricklayer to Architect
From creating specialized systems and processes
To understanding and supporting how
all fit together and flow effectively
across multiple units

5. Navigating and Excelling as a Manager
5) Problem-solver to Agenda Setter
From finding all the right answers to problems
To relying on staff to find the answers
To identifying and prioritizing the kinds of problems to solve
6) Warrior to Diplomat
From advocating and defending particular idea, technology, etc.
To Influencing external stakeholders on the
preferred approach

6. Navigating and Excelling as a Manager
7) Supporting Cast Member to Lead Role
From being “one of the team”
To being the lead who is always “on stage” – modeling behaviors you want to see in your staff

7. Exercise
“The skills that got you where you are may not be the requisite skills to get you where you need to go.”
Practice with a partner
Identify one or two examples of where you can shift your role when you return to work.