SKILLS FOR DEVELOPING YOURSELF AS A PROFESSIONAL Part

SKILLS FOR DEVELOPING YOURSELF AS A PROFESSIONAL Part 1 Presented by Gardner 1

Introduction l The first 90 Days on the job. l Major Benefit – Roadmap for Driving Organizational Change. l Personal Experience. l Variations – New Hire or Internal Promotion 2

Before You Start: Do your Homework l Interview: Why is the organization looking for an outside hire for the position? l What can make the function or team to be led more effective? 3

Before You Start: Do your Homework l What is currently working in the function or team to be led? l What is currently not working in the function or team to be led? l What about the function or team is keeping interviewers awake at night? 4

The First Day: You Only Get One Chance to Make a First Impression l Identifying your team’s key objectives, metrics, and important projects. l Understanding your boss’s view of the team strengths and weaknesses. l Work through meeting schedules and communication styles. (How, when, and on what does your boss want to be kept informed? ) 5

The First Day: You Only Get One Chance to Make a First Impression l Share plans for the day and the next several weeks. 6

The First Two Weeks: Lay the Foundation l Meet with many people inside and outside the team. l Objectives of the meetings are: Ø Learn as much as possible about team Ø Develop relationships Ø Determine future allies 7

The First Two Weeks: Lay the Foundation l Have 1 on 1 meetings with key team members l If team is fewer than 15 members meet individually. l If larger than 15 meet with Direct Reports one -on-one within the first two weeks 8

The First Two Weeks: Lay the Foundation l Have small group and individual meetings during the first 90 days l One-on-one meetings should last 2 - 3 hours 9

The First Two Weeks: Lay the Foundation l Critical Questions During One-on-One v What is the team member working on? v What are the team member’s objectives? v Who are the ‘stars’ a level or two down in the organization? v What are the people issues on the team? 10

The First Two Weeks: Lay the Foundation l Critical Questions During One-on-One v What can the team do better? v What advice do team members have for you, and what can you do to help team members? 11

The First Two Weeks: Lay the Foundation l Meet with Peers: 1 hour in peer’s Office v v v Opportunity to build rapport Observe office décor Diplomas Awards Family photos etc. 12

The First Two Weeks: Lay the Foundation l Peer Discussion ü Find out peers’ objectives, challenges, team structure, and the like. ü Find out peers’ perspectives on what your team does well and could do better. ü Find out peers’ perspectives on the your team members. 13

The First Two Weeks: Lay the Foundation l Peer Discussion ü How best to communicate with the boss. ü How issues get raised and decisions are made on the boss’s team. 14

The First Two Months: Strategy Structure Staffing l Next Six Weeks. Ø Gather information Ø Determine the team’s direction Ø Finalize appropriate structure and staffing for the team. 15

The First Two Months: Strategy Structure Staffing l Gather competitive benchmarks. l Meet key external customers and suppliers. l Meet with former team leader (if appropriate). l This helps leader articulate where team has been and where the team needs to go over next 1 – 3 years. 16

The First Two Months: Strategy Structure Staffing l If Changes are Necessary: Remember Ø Team strategy drives team structure. Ø Which drives team staffing decisions. Ø Socialize strategy structure staffing with boss and peers first 17

The First Two Months: Strategy Structure Staffing l If Changes are Necessary: Remember Ø Have one-on-one meetings with all team members affected by the change Ø Discuss vision/rationale for change Ø Clarify roles and expectations of affected team 18

The Third Month: Communicate and Drive Change l Purpose of 1 st meeting Ø Share what you have learnt and from whom Ø Share your vision for the future Ø Share the new team structure and staffing Ø Explain team members expectations 19

The Third Month: Communicate and Drive Change l Purpose of 1 st meeting Ø Rationale for team changes Ø Tie changes to attributes and values shared on your first day on the job 20

The Third Month: Communicate and Drive Change l Purpose of 2 nd meeting Ø Get agreement on the critical attributes and values of team members. Ø Create a team scorecard. Ø Establish an operating rhythm. Ø Establish task forces to work on key change initiatives. 21

Summary l Before you start do your homework. l What to do the first day l What to do the first two weeks l What to do the first two months l What to do the third month 22