Transition To Management: What New Managers Need to Succeed
Learn How to Transition from an Individual Contributor to Manager Successfully. Master Proven Tactics to Prepare Your Managers for Their Roles.
Instructor :
Lynn Ware
Webinar ID:
2657
Date: 04 May 22
Start Time: 10 am PT
Duration: 1 Hr
What you will learn
- The business case and ROI for investing in support for new managers
- Assessing potential new managers
- A model for the transition-to-manager process, including training
- Key tools and support tactics
- Buddies and Mentors: Setting up a system that works
- Warning signs of quietly failing new managers
- The business case and ROI for investing in support for new managers
- Assessing potential new managers
- A model for the transition-to-manager process, including training
- Key tools and support tactics
- Buddies and Mentors: Setting up a system that works
- Warning signs of quietly failing new managers
Course Description
When some managers take on the role, they hit the ground running. They know how to check the right boxes and get along with their bosses and colleagues. Deliver bottom-line results and quickly gain credibility, and master complex situations. Most of the others, unfortunately, do not do so well. So what accounts for the difference?
New managers have significant impacts on employee commitment and productivity and internal and external customer satisfaction. Yet it is hard for them to ask for help when they need it.
Join us to explore how to arm new and prospective managers with the tools they need to succeed. Help vital new members of the management team become effective quickly!
When some managers take on the role, they hit the ground running. They know how to check the right boxes and get along with their bosses and colleagues. Deliver bottom-line results and quickly gain credibility, and master complex situations. Most of the others, unfortunately, do not do so well. So what accounts for the difference?
New managers have significant impacts on employee commitment and productivity and internal and external customer satisfaction. Yet it is hard for them to ask for help when they need it.
Join us to explore how to arm new and prospective managers with the tools they need to succeed. Help vital new members of the management team become effective quickly!
Why you should attend
No transition is more crucial to the individual employee and the organization than from individual contributor to manager.
Yet a full year after promotion, nearly 75% of new managers are still struggling with their role.
When a new manager fails, who’s at fault? You may be a newly promoted manager or responsible for developing effective managers. New managers quickly need to figure out how to create value in their role, which is even more critical during a crisis.
Join us to explore how to arm new and prospective managers with the tools they need to succeed.
No transition is more crucial to the individual employee and the organization than from individual contributor to manager.
Yet a full year after promotion, nearly 75% of new managers are still struggling with their role.
When a new manager fails, who’s at fault? You may be a newly promoted manager or responsible for developing effective managers. New managers quickly need to figure out how to create value in their role, which is even more critical during a crisis.
Join us to explore how to arm new and prospective managers with the tools they need to succeed.
Areas Covered
- The business case and ROI for investing in support for new managers
- Assessing potential new managers
- A model for the transition-to-manager process, including training
- Key tools and support tactics
- Buddies and Mentors: Setting up a system that works
- Warning signs of quietly failing new managers
- Key Metrics
- Implementation strategies to integrate new manager support with overall leadership development
- The business case and ROI for investing in support for new managers
- Assessing potential new managers
- A model for the transition-to-manager process, including training
- Key tools and support tactics
- Buddies and Mentors: Setting up a system that works
- Warning signs of quietly failing new managers
- Key Metrics
- Implementation strategies to integrate new manager support with overall leadership development
Who is this course for
- Human Resource Professionals
- Learning & Development Managers
- Organization Development Professionals
- Training Professionals
- Supervisors & Team Leaders
- Business Owners
- Senior Executives
- Lines Managers
- Department Heads
- Human Resource Professionals
- Learning & Development Managers
- Organization Development Professionals
- Training Professionals
- Supervisors & Team Leaders
- Business Owners
- Senior Executives
- Lines Managers
- Department Heads
Instructor Profile
Dr. Ware is an Industrial/Organizational Psychologist and has practiced for over 25 years in the talent management field. She is the CEO of Integral Talent Systems, Inc., a technology enabled global talent management consulting firm headquartered in Silicon Valley. ITS’s mission is to optimize the talent investment to generate better organizational performance.
Dr. Ware has been a consultant to over 180 of the Fortune 1000 Companies. Some of her clients include Amazon, Apple, Genentech, General Motors, Google, KLA-Tencor, LinkedIn, Omnicom Group, Oracle Corporation, Rivian, SC Johnson, Scripps Healthcare and Verizon.
She is frequently quoted on trends in talent management in numerous publications such as the Associated Press, Computer World magazine, Harvard Business Review and the San Francisco Chronicle, and has been featured several times on CNN as a national talent management expert.
