New Manager Training Program
“Congrats, you’re a manager!” After the euphoria wears off, the cold, hard truth hits you like a snowball in the face: you really don’t know what you are doing.
That’s why 60% of first-time managers fail. They need brand new skill sets they don’t have. Instead, 70% of them try to figure it out by “guessing.” That doesn’t work.
The New Manager Training Program equips first-time managers with the key skills to be successful and the ability build high performing teams with unbreakable chemistry.
Great managers ARE MADE, they ARE NOT BORN.
New Manager Training also works for existing managers and directors.
I have a separate training program for VPs and above.
Help Your Managers Maximize Their Performance and Bring Out The Best in Their Team
Often employees get promoted because they excelled at an individual contributor position in sales, HR, technology, marketing, etc. It seemed like the next logical step. But the skills that help them excel in their previous role won’t help them as a manager.
Unfortunately, 99% of managers are receiving some type of training, but it’s the wrong type of preparation. Research shows the training they receive creates bad habits and negative behaviors that haunt them the rest of their managerial careers.
The “New Manager Training Program” is designed and proven to set up new managers for massive success in their new leadership role. Tens of thousands of employees are using these processes in all organizational sizes and industries.
It prepares them for the challenges ahead with strategies, processes and tools (including exact best practice scripts to use). They’ll walk away with much greater confidence by mastering the art and science of effective management, including building the highest performing teams.
Scroll to the end to see an example New Manager Training Program.
Three Key Pillars Great Managers Master
After working with tens of thousands of individuals and hundreds of top managers, experts and researchers, The New Manager Training Program will immediately your managers raise their performance, management and leadership abilities, and skills to build an extraordinary team of high performers.
Manage Your Team Confidently
Effectively transition to the new role of manager by learning and practicing best practice skills (and mind sets) to build confidence and relieve anxiety.
Manage Yourself Through Self-Inquiry and Calibration
Becoming a great manager is a personal journey. You have to know how you “tick” in order to manage and support your team, along with navigating the external world. It all starts with knowing yourself deeply–your emotional states, blind spots, fears, strengths, values, biases, communication style, and much more.
That requires brutal honesty and smart self-assessments to reconcile the view we have of ourselves matches how others see us. And a key component of that is understanding the unconscious patterns that sabotage success.
Nail the 12 Essentials of Building a High Performing Team
1) Build extreme trust with your team and amongst team members
2) Create a psychologically safe environment that brings out the best in each person, fosters exceptional teamwork and encourages everyone to speak up.
3) Provide clear communication and feedback to set expectations and create individual and team accountability.
(9 additional ones…)
“Jason did a great job of not only giving me the nudge I needed to explore a workshop but he also did a fantastic job of organizing and running it! The workshop was very beneficial and our leaders immediately felt the impact it had on the team as a whole. Whether you have a high or low performing team I would highly recommend Jason’s workshops as a great tool to improve the team’s performance.”
– Josh Pluemer
Vice President of Operations
Ready To Get Started?
NEW MANAGER TRAINING PROGRAM EXAMPLE/HIGH-LEVEL OVERVIEW
For Human Resources, Sales, Training or Learning Manager, Employee Experience or Other Individuals in Charge of Training:
Here a high-level example and overview of First-Time New Manager Training. Every training is customized to the organization so there’s nothing “cookie-cutter” about my process.
- Help each new manager significantly increase their abilities to lead, manage, engage and perform.
- Provide them the strategies, processes and tools to build high performing, engaged and fulfilled teams that trust each other.
- Learn how to build psychologically safe teams to significantly improve communication, collaboration and diverse opinions.
- Become better problem-solvers and strategic thinkers.
- Develop the skills to have hard conversations and resolve conflicts.
- Develop their self-awareness and eliminate crippling unconscious blind spots that sabotage success.
- Help them increase their ability to manage their emotions and their emotional landscape.
- Build deep relationships with other managers that can help them and vice-versa.
- Learn how to coach and develop team members to increase their skill sets and guide them on their career path.
- Help them manage up and across the organization more effectively.
- Provide them with tools, scripts and other help to ensure they apply the training and implement it.
**We’ll also discuss after the workshop the next steps
- Get any relevant background data on all managers, along with any overall employee data.
- Learn about how each manager got into their position:
- Manage a part of a team that’s experiencing significant growth
- Manage a brand new team that’s being formed
- Manage an existing team as a new boss
- Manage a team that’s replaced their manager
- Send a brief anonymous survey to attendees to understand what they perceive as their biggest challenges are, what they think would be helpful for them to learn, and a few other key areas.
Introduction to the New Manager Workshop
- Brief opening activity
- Key theme: “Great Managers are Made Not Born”
Two Anonymous Surveys
- I use specific ones to measure “the temperature” in the room and understand their environment from perspective of the attendees. It helps me to understand their needs, fears and challenges better. I find doing them during the workshop is more useful (and they are very quick to do).
- Typically, I’ll use the surveys below. But in each engagement, we may add, delate or change.
- Psychological Safety (Number one predictor of high performing teams and if first-time managers don’t feel safe, nothing else will work well)
- Trust survey (Do this at the beginning and end. It measures engagement, team closeness, and trust.)
- Review this data in the first break. Make any necessary adjustments.
Team Building/Performance Workshop/Game
(Read the attached background document: Guiding Principles and Strategies to Build High Performing and Engaged Teams)
- Teamwork is the number one soft skill and the least understood. Each manager MUST understand how to rapidly build relationships with their team and other individuals/teams/groups both internally and externally.
- Provide them with a specific strategy, structure, and tools so they build an extremely strong, high-preforming team foundation
- Understand specifically why 99% of teams underperforms
- Learn the key steps to build extraordinary relationships very, very fast
- Cover areas such as trust, psychological safety, truth-telling, mitigating risk, impression making versus candor, and much more
- Learn how to build a top 1% performing team and how to use this with key 3rd-parties such as clients/prospects (it’s essentially the same)
- Learn why trust is THE key to high-performing teams and is the number one underlying reason for the vast majority of organizational problems.
- In May 2019 Harvard Business Review issue, a research study found that “team members who strongly agree (a 5 on a 1-5 point scale) that they trust their team leader are eight times more likely to be fully engaged as those who don’t. A team member who merely agrees (3 or 4 on a 1-5 point scale) that he/she trusts her team leader shows roughly the same level of engagement as someone who actively distrusts their team leader.” Engagement and performance are linked together.
- Play Cards Against Mundanity in small groups (6-8 people) so first-time managers can see how this will work for them.
- Reinforce the importance of really getting to know the other team leaders (and have them build deep relationships right in the beginning of the training)
- More than 12,000 employees are using it at Amazon, Southwest Airlines, Ernst & Young, Google, Gillette, Microsoft, Oracle, Blue Cross Blue Shield, Worldwide Express, CareHere, Oklahoma City Thunder (NBA team), Houghton Mifflin Harcourt, Novartis, Merck, Intel, and Thermo Fisher Scientific, and many others.
- It’s also approved by HRCI/SHRM (the Human Resources governing bodies). You can read testimonials here.
- We may get a few leaders to answer a couple questions in front of the group before the small groups play with each other. It would show them it’s safe to share and senior leaders have bought in
- After they played the game, I’ll ask them a few questions and then show them how to play it with their teams (and how they can help their teams apply this externally with customers, prospects, key third parties, etc.)
- Provide them with follow-up activities they can do with their teams that take minutes per month and keep the momentum going.
- Give them a template so each team member can create a “user manual” for each person. Each team member would interview other team members and collect valuable information on things such as pet peeves, how to approach them, how to disagree with them, etc. This will increase collaboration, communication and engagement, while reducing conflict.
New Manager Skills Training
- [Small group activity] Ask each other two questions: In this new role, what was more challenging than you expected? What was easier than expected?
- What is a manager (really) and what’s their role? (Including the difference between leadership and management.)
- How to tell the difference between a great manager and an average manager?
- Manager’s three main buckets: purpose, people and process and how to think about each one
- What are the top 11 things to watch out for as a first-time manager and to take advantage of (includes covering peers getting promoted to a managerial role and managing their former coworkers) *NOTE: Below areas will change depending on information gathered pre-workshop.
- Feeling awkward establishing a new dynamic with former peers
- How to play the role of coach and team builder
- How to have hard conversations
- How to deal with people treating you differently or sharing less information with you
- How to balance your individual contributor commitments with a management role
- How to deal with the increase in responsibility without getting overwhelmed
- Why people cut you slack in the beginning
- Remember you start with a clean slate
- What specifically do the best managers/leaders do differently
- Create your “game plan” to increase your performance/results
- How to know if your team members trust you (i.e. key trust indicators)
- Why is Self-awareness and emotional intelligence critical for your success as a new manager
- Overview and why’s it’s one of the top two soft skills
- Understand why people get stuck (and how to get unstuck)
- “The story in my head I’m making up is…” (and the role of false narratives)
- What’s the role of pattern recognition
- Managing Yourself: How to calibrate your own strengths and challenges (tools and assessment first-time managers can use)
- Must get brutally honest with yourself
- Understand yourself at your best and your worst
- Dealing with not feeling confident (and imposter syndrome)
- Get a self-awareness/emotional intelligence tool kit
- Learn How to Manage and Lead Others
- Managing your team (Includes leading a growing team and adding new team members)
- How to create a high performing environment/culture (builds on what we discussed earlier)
- How to build trust and psychological safety
- How to set boundaries and create accountability
- One thing you should never tolerate on your team
- How to manage your relationships with your team
- How to get to know your team better (and have team
- How to seek and give feedback more effectively (including coaching/developing)
- Framework, process and scripts to use
- Huge feedback challenge: The role of intent versus results in how we view our work
- Are you giving feedback often enough? Is it being heard and leading to positive actions/results?
- Feedback only works if it improves the situation
- How to give negative feedback (and have it be heard)
- How to help someone who is struggling
- How to create high-impact 1:1 meetings
- Frequency, preparation, agenda, questions to ask, monitor your relationship, job performance feedback, providing help/mentoring/coaching, and more
- How to create amazing weekly meetings that drive results
- How to manage conflicts on your team
- members get to know each other)
- How to disagree with others more effectively
- How to delegate effectively
- How to develop your team members (hard/soft skills)
- How to become more strategic
- Framework to use (thoughts, behaviors and more)
- Avoid thinking in silos
- How to manage your time
- How to manage up (and across the organization)
- How to hire great people
- Cards Against Mundanity game (and instructions)
- Contact information so they can contact me with any questions, concerns, etc.
- “Tip” sheet for first-time managers that they can refer to for things to watch out for and things to do.
- Best practice scripts and handouts to supplement each area we cover
- And more…