Get off to a great start as a new manager!

1. Get off to a great start as a new manager!

2. Be clear about your expectations • Get to know your people • Learn important policies & processes • Listen! • Support the UMMS competencies • Coach, mentor and develop and delegate • Respond quickly to problems before they grow • Model the behaviors you expect • What gets rewarded gets repeated • Continue your own learning Keys to success

3. UMMS Competency Expectations for Managers

4. UMMS Competency Expectations for Managers (continued) • Skills : • Helping your staff formulate and execute SMART goals • Identifying and conveying clear expectations • Delivering feedback – including critical feedback

5. UMMS Competency Expectations for Managers (continued 2) • Skills : • Delegation • Adapting management style to individual differences • Reading and responding to team dynamics

6. UMMS Competency Expectations for Managers (continued 3) • Skills : • Ability to apply policies to different situations • Developing comfort with conflict • Recognizing and responding quickly and effectively to problems • Applying performance counseling and corrective action where appropriate • Mediating disputes between team members

7. UMMS Competency Expectations for Managers (continued 4) • Skills : • Helping each staff member improve skills and develop potential • Learning to incorporate career and educational development as part of 1:1s • Encouraging staff to participate in learning and professional development opportunities on and off site

8. UMMS Competency Expectations for Managers (continued 5) • Skills : • Focusing on team-building, alignment and collaboration • Providing opportunities for staff to work together • Ensuring that staff have the resources necessary to be successful within the context of an environment conducive to support top performance

9. UMMS Competency Expectations for Managers (continued 6) • Skills : • Strategic and tactical planning and execution • Promoting a compelling vision for the department • Engaging staff in planning, process improvement and innovation

10. UMMS Competency Expectations for Managers (continued 7) • Skills : • Demonstrating the five UMMS core competencies (accountability, initiative, quality and quantity of work, service orientation • in day to day behavior • Promoting a compelling vision for the department • Engaging staff in planning, process improvement and innovation

11. Good News/Bad News The “good” news - You and your team combined can produce better results for the organization than you previously were able to alone. The “bad” news - The results your team achieves is not entirely in your direct control -- it’s in the control of the individual team members and their efforts. Your new role is to inspire, guide, coach, and most importantly, lead!

12. Discover your leadership style • What will you, the new manager, want to look like to your team? • What kind of manager style do you naturally have or want? • What attributes have you seen your previous managers demonstrate, and which do you want to emulate? • Who are the influencers (leaders) in your life who have a positive (or in some cases negative) impact on your life? What did you learn from these people about leadership? • Think of your purpose. Why are you here and what do you want to accomplish? • What are your core values that will guide your behavior? • What things have you learned from past leaders? • What are your beliefs about leading and motivating people? • How will you set an example for your people?

13. Get to Know Your Team • What do they like about their job today? • What don’t they like? • What do they do they excel at? • What other work experience do they have? • What are some of their goals, personal and professional? • Have they ever had a manager they really disliked, and if so why? What happened?

14. Your Expectations • How will you know when your employee is successful? • How will you communicate what that success looks like to him/her so you’re on the same page? • What expectations will you set in regards to your style and how you can work together best? • How will you use one-on-one time? • How will you explain your expectation for one-on-one meetings so you’re on the same page?

15. Your First Month • Hold a first staff meeting • Fix some “low hanging fruit” issues • Don’t try to do everything yourself – delegate! • Set Goals and Measure Progress • Stick up for your people – this builds loyalty! • Use every opportunity to gather feedback • Hold 1:1s with everyone on your team, or at least your direct reports

16. Questions for the Team Meetings • What do you already know about me as your new manager? • What would you like to know about me? • What would you like me to know about the team? • What are you most proud of? • What concerns do you have about me joining the group? • What are the hot issues/problems I should know about now? • Are there any quick fixes? • What is the one question you are afraid to ask? • What do I need to know to be successful in the new role? • Are there difficult areas of the business that I need to know about? • Anything else?

17. Questions for the1:1 Meetings • Describe your current job. What do you find most satisfying, challenging and frustrating about your current role? • What are your key areas of focus or priority? • What do you consider your greatest accomplishments or areas of contribution? • What are the greatest barriers you face in performing your job? • What are your concerns about the department and about me? • What could I do that would be helpful to you in your job?

18. Learning your manager’s expectations • How do you like to be kept informed on the status of key projects or initiatives? • What are the ground rules for calling you vs. emailing you? • Do you have any topics or issues about which you feel strongly that I should know about? • What are your top priorities? • What does your day look like? • What things can I do to make things easier on you? • Do you have any “pet peeves” I should know about? • How should I expect to receive feedback from you? • How would you like to receive feedback from me? • How will I know if my performance is meeting your expectations?

19. Aligning your role with your manager’s expectations • Review your position description to understand your main areas of responsibility. • • Ask your manager to share the items he/she identifies as your main areas of responsibility. • Discuss any differences between the two lists. Ask questions and explain the rationale for items being on or off the list. • Identify the items you identified as the top priorities. • Ask your manager to share the items he/she listed as the top priorities. Make sure you understand what success looks like and what is expected of you for each of the priorities. • Ask your manager if there are any quick wins you should pursue related to the top priorities. • Ask your manager what level of responsibility you have for the budget. • What is the budgeting process? • What are important dates/timelines when it comes to the budget? • What items should go to your manager for approval? • What items can you approve yourself?

20. Other Key Stakeholders External Who are your customers/clients, patients, etc. ? What do they expect from your department? What is their history with your department? How can you maintain an active connection with them? Internal What departments, groups or people do you need to work with to be successful? What do they expect from your department? Who are your peers? How can you and your peers support and work effectively with one another?

21. Common Myths of a New Managers I have significant control. Not really. In the modern workplace there are too many specialized roles and too many staff to monitor all activity, nor should a manager do this. My authority comes with my title and role. Once gain, no. People will follow you based on your credibility, authenticity, expertise and the respect with which you treat them. I need to control my direct reports. Capable staff tend to hate micromanagement. They want you to support them and they will produce the results. I need to be friends with my staff. Warm, cordial and professional relationships help to build a strong team. Individual friendships can create confusing dynamics and perceptions of favoritism. I need to make sure everything runs smoothly at all times. Once again, there are too many factors outside the managers control to do this. Develop clear expectations, support your people and continuously improve processes and you’ll be successful most of the time.

22. From peer to manager Tip #1: Realize that your previous personal relationships with co-workers will need to be moved to a different level because you’re no longer a peer – you are now the person who assigns work, analyzes productivity and provides performance appraisals. Tip #2: See your HR representative to find out what training and support is available as you take on your new leadership role. Tip #3: Sit down one-on-one with each person in the department to discuss their feelings about your transition to manager. Tip #4: Remain professional at all times. And, treat each and every employee fairly and with respect. Tip #5: Eliminate any water-cooler or break-room gossip and venting sessions with employees. Tip #6: Don’t allow previous work and/or friendships with your former peers to influence your new managerial responsibilities.

23. Resources Key policies https://inside.umassmed.edu/Policies/Policies-listing-page/ (click Human Resources tab on the left) Forms https://inside.umassmed.edu/hr/forms/home/ Employee Relations https://www.umassmed.edu/hr/employee-r/for-managers/ (performance issues and discipline) Compensation https://www.umassmed.edu/hr/compensation/a-managers-role-in-managing-employee-pay/ (employee pay issues)

24. Additional Resources Benefits https://www.umassmed.edu/hr/benefits/ Immigration Services https://www.umassmed.edu/hr/immigration_services/ Learning & Development https://www.umassmed.edu/hr/learninganddevelopment/ Labor Relations https://www.umassmed.edu/hr/employeerelations/