1. Succeeding as a Manager
How to Avoid the Pitfalls, Fulfill Your Potential and Achieve Success
with
Bridgette Theurer
May 16th, 2019

2. Resources for Today’s Presentation

3. Icebreaker: Small Group Discussion
Why did you choose to become a manager? (or, if you are not one yet, Why are you thinking about becoming one?)
What is your biggest challenge/reservation about managing others?
What is one thing you hope to get out of today’s training?

4. Today’s Objectives
Learn what Gallup’s research reveals about how good managers differ from mediocre ones
Understand how the role of manager differs from the role of a leader and why both are essential to your success
Discover how to avoid the four common pitfalls that new or emerging managers fall into
Explore how you can fulfill the role of manager in a way that plays to your strengths
Reflect on the quality of your presence and how to make sure your presence aligns with your intentions

5. Pair Up and Share
Which role do you find easier and why? Leading: Providing a clear strategic direction or vision for your team and enrolling others in it Managing: Guiding a team to achieve results collaboratively

6. Gallup Research Findings
The Quality of managers and team leaders is the single biggest factor in an organization’s long-term success
Managers account for 70% of the variance in team engagement
Less than 70% of managers strongly agree that someone at work encourages their development
Half of great managing is rooted in hardwired tendencies and the other half comes from experiences and ongoing development

7. Why Do Good People Leave?
According to Gallup, The No. 1 reason people change jobs today is “career growth opportunities”

8. Gallup’s Five Questions for Onboarding
“What do we believe in around here?”
“What are my strengths?”
“What is my role?”
“Who are my partners?”
“What does my future here look like?”

9. Four Common Pitfalls to Avoid
Failure to Delegate
Over-functioning
Fusing with Followers
Forgetting to Manage Upwards
#1 above: Feelings of powerlessness collapses our body, feelings of power expands our body

10. Pitfall #1: Failure to Delegate
Common Barrier to Delegating:
I’m good at doing the tasks or activities that I should be delegating, so I find it hard to let go of them
My identity as an expert is stronger than my identity as a manager
I don’t trust my team members to deliver
I feel bad about burdening my employees with more work
I feel pressure to prove myself and if I do the work I know it will be done right

11. Small Group Discussion
Which of these barriers to delegating resonate most with you?
If you had to pick one that is standing in your way right now, what might it be?
What do you think are the keys to effective delegation?

12. Pitfall #2: Over-functioning
To overfunction means to think, feel or act for another in a way that erodes the other’s capacity for ownership or thoughtful action.
Over-functioning toward others means under-functioning toward oneself. It is a major source of stress for leaders and the chief cause of burnout.
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13. Typical workplace examples:
“Rescuing” someone who is struggling instead of letting them figure it out
Thinking you know what is best for someone else
Offering advice before it’s asked for
Expecting others to do it your way
Taking over someone else’s job without being asked
Feeling responsible for someone else’s area of responsibility
Correcting someone else’s work without telling them about it
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14. Copyright © 2018 Resilient Leadership LLC All Rights Reserved
Reflect/Share
To what extent are you overfunctioning in some area of your life, professionally or personally?
How is this impacting you? How is this impacting others?
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15. Over-functioning: A Core Practice
When someone approaches you with a request or a problem, take a breath and ask yourself these questions:
How can I be a resource to this person without taking it on?
If I say "yes" to this, what am I saying "no" to…and am I ok with the trade-off?
How can I buy some time before committing…so that I can give a more thoughtful response?
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16. Pitfall #3: Fusing With Followers
Caring too much about the emotional reactions of others
Wanting to be liked or popular
Being seen as “one of the gang”
Hanging out with employees after hours (and joining in when they complain about management)
Avoiding accountability conversations because you feel badly for someone
Failing to make tough decisions because of how they will impact people on your team

17. Striking the Right Balance
Close enough to influence, distant enough to lead

18. Pitfall #4: Forgetting to Manage Up
The Four Key Components
Know yourself: Conduct an honest self-assessment of your own needs, goals, strengths, weaknesses, potential blind spots and preferred work style
Become an expert on your manager: Know his/her needs, goals, strengths, weaknesses, communication preferences and work style
Create a relationship that fits both of you: Adapt to your manager while still staying true to who you are
Consciously maintain that relationship: Through proactive communication, managing expectations and delivering agreed-upon results

19. Why Focus on Strengths?
Employees who focus on their strengths are 6 times as likely to be engaged in their jobs and 3 times as likely to report having an excellent quality of life overall
When employees know and use their strengths, they perform better and are less likely to leave their organizations
Simply learning about their strengths makes employees 7.8% more productive
Managers who focus on their team member’s strengths have a remarkably low disengagement rate of 1%
Teams that receive feedback on their strengths have 8.9% greater productivity and profitability

20. What are your Strengths as a Manager?
Where do your strengths fall? a) Building Rapport and Connection b) Developing People and Teams c) Thinking and Acting Strategically d) Leading with Clarity, Accountability and Calm e) Executing and Getting Things Done

21. What is Presence? 1) “Presence is confidence without arrogance”
2) “Presence is the quality of energy you telegraph wherever you go”
3) “Being able to confidently express your true thoughts and potential while staying powerfully connected to others”

22. Why Should You Care About Presence?
Your credibility, confidence and success are directly impacted by the quality of your presence
Your presence is contagious

23. Copyright © 2018 Resilient Leadership LLC All Rights Reserved
Reflect
FRENETIC
WITHDRAWN
STRESSED
WELCOMING
In the last week, what words would you use to describe the quality of your presence
…at work?
…at home?
ENGAGED
OPTIMISTIC
UPBEAT
Copyright © 2018 Resilient Leadership LLC All Rights Reserved

24. A Tip For Strengthening Presence
Pay attention throughout the day to how you are sitting, standing and walking:
What are you telegraphing? (To others? To yourself?)
Is the message you’re sending the one you want?

25. Closing Thoughts from Gallup
“Now, in America and around the world, the great global dream is to have a good job. Family, children, owning a home and peace are still important, but they are lower priority. “The ‘best life imaginable’ (especially for young people and increasingly for women) doesn’t happen unless you have a great job with a living wage and a manager or team leader who encourages your development.”