New Manager Essentials - A Practical Guide For New Team Leaders - Leadership & Management | Paul Banoub | Skillshare

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New Manager Essentials - A Practical Guide For New Team Leaders - Leadership & Management

teacher avatar Paul Banoub, Leadership, Coaching & Productivity ACE

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Taught by industry leaders & working professionals
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Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

19 Lessons (1h 17m)
    • 1. 1a - What To Expect & About Me

    • 2. 2a - Well Done On Your New Role!

    • 3. 2b - It's A Different Job

    • 4. 2c - You're Scared? Good!

    • 5. 3a - The Manager Mindset

    • 6. 3b - Set Expectations

    • 7. 3c - Get Learning Leadership

    • 8. 4a - What Is Culture?

    • 9. 4d - Culture of Fairness

    • 10. 5a - People Are Crazy

    • 11. 5b - Mastering One To One Meetings

    • 12. 5c - Manager to Coach

    • 13. 6a - Me? A Psychologist?

    • 14. 6b - Emotional Intelligence

    • 15. 6c - The Power of Thank You In The Workplace

    • 16. 7a - Mastering Performance Evaluations

    • 17. 7b - Welcoming New Starters

    • 18. 7e - Get The Basics Right Every Time

    • 19. 9a - You Got This!

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About This Class

Are you a new team leader or manager? Scared? Terrified? Confused? 

I've been a people manager for 20 years and have created this course so that you can get off to the best possible start in your new role as a team and people manager. 

I've seen pretty much everything over that period and the advice in this course will help you make an excellent start in your early weeks and beyond. 

Course sections; 

  1.  Introduction
  2. You now have a NEW job!
  3. Your first 30 days
  4. Shaping your own team culture
  5. Managing people - and people are crazy!
  6. Mastering organisational psychology
  7. Key processes you need to tame
  8. Case study - don't be like this manager!
  9. Conclusion

I've been managing people for over 20 years and have developed my process into a successful system that regularly develops GREAT people and takes a lot of the pain out of the people management process. 

This course will significantly improve your understanding of leadership and allow you to evaluate, assess and onboard new people that will fit into your team and enhance the culture of your organisation. 

Any questions - let me know. I love answering your queries. 

Thanks for signing up - enjoy the course. 

Meet Your Teacher

Teacher Profile Image

Paul Banoub

Leadership, Coaching & Productivity ACE


Hello, I'm Paul - a technologist, people manager, blogger, YouTuber, public speaker & productivity enthusiast!

I have over 20 years experience as a people manager and leader at some of the world's biggest companies. I've led teams large and small. spoken at international conferences and delivered for high-pressure clients.

If you want to be more productive, a better leader, manager, coach & mentor then you're in the right place.

I'm dedicated to making work a great place to be by removing blockers, empowering people and creating a safe place for people to express themselves and innovate. 



We focus on these areas; 

Leadership, Coaching & Management

Using workplace psychology and emotional intelligence ... See full profile

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1. 1a - What To Expect & About Me: Hi, I'm Paul. In this video series, I'll talk to you about one of the most important and exciting times in anybody's career. And that's the time you get to be a manager for the first time. It doesn't matter that you might feel like a rookie manager. You might even be scared or excited or confused. That's normal. But the tips in this course are based on 20 plus years of people management experiences are massive companies and I'm passing that experience right onto you. I've made all the mistakes in the book so you don't have to. We'll talk about how is supercritical to understand their new roles and responsibilities that you have as a manager, how to build in shape a culture that allows people to express themselves and succeed and also develop and evolve as people. While all the time delivering for you the team and the company will look at the hiring process and discuss how to manage and welcome to our new employees and hire talented individuals and hire those individuals that you can shape into a super high performing team. I've been a people manager at some of the biggest high pressure enterprises in the world for over 20 years. I've led teams large and small, and I've been responsible for some seriously big deliveries, as well as supporting T01 IT systems for front-end backoffice. I've always been a huge advocate of people focused leadership. And that starts by making sure that your developing people with empathy, self-awareness, emotional intelligence, and using all the skills in the Organizational Psychology toolkit to get the best from everybody while coaching them and evolving them into high-performance. The so much you can do as an individual, a people manager or a senior leader to make sure that your team performs and that your team respect to u is a true leader that has their best interests at heart. And whether you're inexperienced later or someone just starting out on their journey, this guide to being a new manager will certainly be useful. I'm sure there are many tips in this guide that will prove super valuable for you. You'll also find some more useful content and my YouTube channel search YouTube for productivity is as well as at productivity is on Twitter. Thanks for watching. 2. 2a - Well Done On Your New Role!: So you've been given a manager role. Well, the first thing to say is, well done. This is a great opportunity and you may well look back on it in years to come as the defining moment where your career took off. But now everybody is chorale for managing people. It's a challenging role with a ton of moving parts and new skills that you'll have to master. As we'll see in this course, you will need to wear a lot of different hats in order to succeed. But it's really important that you start by giving yourself a pat on the back and congratulating yourself. It doesn't matter how you ended up in this situation. It could be that you are the subject matter expert in your team and you've now been promoted into the manager rule or somebody left and you're the only one experienced enough to cover, or someone's sick and you've got this role temporarily. It doesn't really matter. What matters is that your management have trusted you and your ability enough to believe that you can do the job so acceptable of confidence and realized that this, while scary, while daunting, while overwhelming, could be the opportunity that you've been waiting for. Many people don't get opportunities like this in their career. So well done again. And now it's up to you to show what you're made of carbon. A people manager of small and large teams for over 20 years, I've managed hundreds of people. I've had a lot of successes, and I've also had some not so great gigs as well. I've made pretty much every mistake in the book and I'm still learning and refining my understanding of what makes a great leader. So in this course, I'll give you the benefit of all of our experience and I'll save you making the mistakes that I did. You'll be able to start making a difference in your new leadership role right away. So let's get into it. 3. 2b - It's A Different Job: So the number one thing you as a new manager need to do is this. And this is one of the biggest mistakes I've seen by manages that don't succeed. You need to accept that you are not one of the guy anymore. Like you don't know, your role has changed and it's changed big time, regardless of how close or friendly you were with anyone else in your team. That's now a thing of the past and you have to let it go yesterday. You might have been the subject matter expert in your team or on that technology or business process. You're great at it. You've always been greater, you've always been greater building that software or product or process. But now I have to stress this. Now that is not your job. Your job is to help the team be the expert builder, that producer. You're not doing it anymore. If you really, really still want to be that chief producer, that now you're in the wrong job. The Sunni, you accept that change in your role, the easier it will be to manage your team. You're a boss now and you're responsible and accountable for the team's delivery. And subsequently the team are responsible for delivering to you. You will have to insure everybody pulls their way and gets the job done. And some of the messages you'll have to deliver will be tough. You might even have to let somebody go. And you might even have to let somebody go. That used to be a good friend. Well, you'll certainly have to do is decouple that friendship aspect with your team. You may well have been a really close friend to some of your colleagues. Well, that's going to change as of now. You simply cannot stay friends to the same level that you might have been previously. I'm still remain in charge of their career. You might have to discipline one of these friends. You might even have to let one of them go. You'll have a bearing on their salaries, that promotion prospects, their careers. You'll certainly have to deliver tough messages. None of that will be made any easier by being a close friend. In fact, it's likely to be made significantly harder. There's no reason you can't have a great relationship with many people in your team, but it won't be the same as it was before. So if you want to get off to a good start when setting this mindset on day 1 is absolutely vital. You might even have to speak to your team and inform them that things are going to be different in terms of your relationships from now on, the team also needs to understand the dynamic between you and them has changed. This can be one of the most difficult aspects of taking on that new manager role. So take the time to set your own mindset. Embrace the challenge as being the leader of the team. 4. 2c - You're Scared? Good!: Whatsapp, you're apprehensive. Oh, you're terrified. Well, let me tell you there's nothing wrong with that at all. And actually that failing is never going to go away. I've been managing Teams for 20 years and I still get that sinking feeling in my stomach when I walk into a room to meet my new team for the first time, and I remember my first manager role like it was yesterday. I don't think I was actually scared, but I certainly remember being totally overwhelmed by all. And I really didn't any idea what to do at all. I didn't have courses like this to fall back on. That's for sure. And of course, your company won't give you any training in how to manage people. You'll just be expected to get on with it. If you're getting some training, then you're already ahead of most people. And those nerves are a good thing. It's a sign that you want this new role to work. It's a sign that you're aware of your new responsibility and aware that this is a promising and exciting opportunity for your career, opportunity to make that positive leap forward. But remember one thing about being scared. That nervousness and fair can easily transmit to your team. And if it does that make them feel uncomfortable and nervous. Just like when you're watching a presentation and the presenter has the jitters On stage. Remember how uncomfortable that makes the audience feel. Your team wants you to be a confident, passionate, and determined later, that's what they're looking for you to be. And if you're confident and can ease the nerves, well, I'll make them feel at ease straightaway. So by all means be terrified, be scared, be nervous, but get it all out of the way over the weekend before you walk in as a manager on the Monday morning. By the time you take the Wren's, you need to read a scorched most of those nerves or at least practice disguising it to a reasonable level. As a boss, your confidence and belief transmit directly to your team, especially to the junior members of the team who may be quite impressionable. All the senior, more experienced members of the team. We might be significantly older than you and could be somewhat cynical of the new manager who knows they might have even been eyeing up your position, your managerial position themselves. They might be annoyed that they haven't been selected. So on Monday, be the leader that you want to be. Spent some time over the weekend practicing your intro, practicing your delivery. Deliver your speeches to the team, to yourself in the mirror. Anything to make yourself feel more comfortable and feel more ready. Because on Monday it's game time. 5. 3a - The Manager Mindset: I've divided this course up into distinct sections. The first section deals with those vital first 30 days a time that can really define your success or otherwise. And as you enter this new chapter in your career, this will be really important. It's not always the be-all and end-all to start a managerial role. Well, plenty of managers, great managers have had rocky stones, but it certainly helps to get off to a good start. So these tips should really be useful. Firstly, get into that manager mindset. We spoke earlier about trying to spend the first few days before you start by practicing that managerial walk and talk, maybe doing it yourself in the mirror. And I do actually mean walking and talking, stage some dummy team meetings with your family or friends, or even on your own. Practice giving people tasks to do. Practice giving somebody tough messages, conduct an imaginary feedback session with somebody in your team. What's that first meeting going to be like? How are you going to explain that you are now the boss? What words are you going to open with? How you're going to introduce yourself? How are you going to speak to your team? It's likely that those words won't come out easily at first. So can you practice over the weekend first? The more you can actually physically verbalize and practice, the more you'll begin now, mental transition of your own mindset to the mindset that you need to be. As a manager. This may seem stupid, but just like great presenters practice their delivery backstage before a big presentation, the same applies to you as you approach your first day as a manager. It all helps. The more you can practice, the better it will be. This is all about harnessing that inner voice in your head, or as Ethan Cross puts it in his book chatter, your inner chatter. This book is well worth checking out. As you start your new managerial role, that voice in your head will be in overdrive. Try and make it your friend. Remember you're not going to be logging on building that code or that business process anymore. It's likely you'll have some admin to get on with. So set the expectations in your head. Prepare yourself that the manager mindset means you need to get comfortable with the fact you're doing a completely different job now, the more comfortable you are with this aspect of your new role, the heart of things will be. So a critical enabler in embracing that manager mindset is the visualization of that first Monday morning. The tasks you'll be doing, the interactions you'll have, the way you are going to act, the way you are going to speak. You might even be required to dress differently, or you might choose to dress differently. You know, going to master this manager mindset on day one or even Day 1, 0, 0, 0, 0, 0. It's a process that you'll never complete. You'll always be learning, always have some doubts in yourself. But if you can begin that mental transition from subject matter expert to boss on day one, you'll make those first few days so much easier. And as a result, your confidence will solve. 6. 3b - Set Expectations: Okay, you're the boss now. You've got to get this team delivering. And it's up to you how things are run. And that's daunting, but it's also really, really exciting. So a really useful tip for your first 30 days is to set expectations. In my experience, one of the biggest contributors to underperformance, both individual and team, is that of a mismatch in expectations. Thighs, everybody thinks they're doing well, doing what's expected of them until it comes down to the end result or the judging or the evaluation. And well, what they come up with is what you expected. So this stage you bring in new manager, the early stages. I always like to set the expectations and that happens on a number of different levels. Firstly, clarify, clarify your own manager expectations. You obviously don't want to be in an expectation mismatch situation with your own boss. So it's a good idea to find out exactly what they're expecting from you. And I say clarifies, you generally won't get to set the specifics of that interaction as much as you might with your own team. Although some of them more engaged in people-centric bosses that I've worked with have indeed, let me say quite a lot of the parameters in which we work. And as we spoke about you potentially setting the parameters earlier, if you've got ideas as to how any of this should hang together, then do feel free to suggest them to your own boss. He or she is likely to be impressed at the productivity and your determination to put your own stamp on things at such an early stage. And then it's time to set those same expectations with your own team and is vital to friend is correctly. This isn't micromanagement. This isn't being a control freak. And you're not trying to catch people out. The whole point of setting expectations is there mentioned that everybody knows whether they're on the right road to success or not. It's a tool designed to save people time and effort by making sure that they know every inch of their FDA is taking them and you and the team in precisely the right direction. So what type of expectations should you set? Well, a lot of this depends on your own management style. And as a new manager, the chances are you won't yet have developed or even know what your style is and that's fine. First off, get the basics out of the way. What hours do you want people to work? How do you feel about working from home or the work-life balance, flexibility. What type of administration reports do you need to be completed and at what K1s, time sheets, things like that. How do you want people to log absences that time off, their sickness, that sort of thing. The basic rules of the road on how you operate, the more you can clarify them, the better. And then clarify things like communications. How do you want to be updated on work projects? How do you own meetings to run? How do you want people to get hold of you? And they're free to grab you anytime to CCU into whatever email they want. Or do you only want relevant males and attention to the status on your Instant Messenger? For some manager, busy really does mean busy. And then clarify the expectations around delivery. What does good look like to you? What does done mean? Believe it or not, the definition of done is actually a source of much variation and controversy amongst people. If your team says something is done, then it better line up with what you think domains. There are many, many more particulars of a team relationship that you can clarify if you want to. My advice would be to stick to the most important ones around work-life balance, communications and delivery, at least initially, and then fill in more as time goes on. The end result of this expectation setting is that you, your team and your own management will significantly reduce the number of potential surprises that you're likely to get, certainly in the short-term. And if it's one thing, managers don't like surprises. Everyone will be starting on the same page and know exactly what you as a new manager are looking for. And your own manager will know exactly how you plan to get started and move things along. So setting those initial expectations is a really, really useful exercise and conserve everybody a whole lot of pen later on. 7. 3c - Get Learning Leadership: As we spoke about before, this is a new role and it's a completely new job and not in any way that job you were doing before. It's critical that you understand this and realize the asset manager and a leader. There's a whole lot of new skills that you need to get into your own toolkit that you might not already have. So one of the most important tasks to undertake in your first year it is, is a new manager is to begin the act of learning leadership. Remember, leadership and being an inspiring leader is nothing to do with seniority. I've seen very, very senior people show absolutely no leadership skills whatsoever. And I've seen graduate interns in their first week at work show very strong leadership and inspirational behavior. Just because you've not been a manager before, certainly doesn't mean that you're not later or that you can't barely did. Absolutely no. Well then maybe the odd case of leaders being born and leading from birth and inspiring from day one. That's absolutely not the case for almost everybody else. Leadership is a skill just like coding or project management, or baking or driving. It's simply a set of capabilities that can be studied, learned, practiced, and refine, just like anything else. And great leaders never stop learning new skills. They never stopped evolving their existing capabilities and working out the areas that they need to improve and building on them. And you can do that as well. But what you will need to do is certainly start the process of learning the skills, the methods that mindset and emotional intelligence that lady's require. The fact that you're here now watching this video, it means that you've likely got the right mindset to want to solve, learn, and develop those leadership skills. Many people don't bother. And there are tons of resources for learning leadership. Books, YouTube channels, webinars, Blogs, tweeters. The topic of leadership has never been more popular. And there are people like me that I've been doing it for over 20 years are super happy. Cane to give managers new manages the benefit of our experience. But this is where you come in treaty like learning a new language, you'll have to understand the basics, the fundamental building blocks of a leadership alphabet. And then you'll have to learn the words and form them into sentences and phrases. And finally, you're blending altogether to become fluent. And just like learning a language, it takes a long time. So as a new manager, you certainly not expected to know all straight away. But the sooner you start the process of understanding and building the leadership skills, the quicker you'll get to a level of capability that will allow you to succeed. So start building those leadership skills. It's back to school on time. 8. 4a - What Is Culture?: Culture. You'll hear this word an awful lot as a manager and a leader. And it's really important that you understand what culture means, why it's important and what you can do to create the culture that you want within your own team and amongst your own paper. It's likely that your understanding of culture will have been defined heavily by the experiences you've already had in your own career. I've worked places being liked to be a part of what your current workplace like to work in. Do you feel that you've got a safe place to fail? Do you feel empowered and supported to give your best to innovate and be creative? Do you feel a sense of trust amongst your team and your colleagues and clients and your management. Do you feel like you're all working towards a shared goal or mission? Do you even know what that mission is? Do you even care lots and lots of different questions, but these all relate to culture and how the culture set by your leadership affects you and your team on a day-to-day basis. And in fact, culture is such a massive subject with so many nuances, complexities, and facets that it's something you'll be working on every single day of your time as a team leader. So in the early days, it's more a case of understanding what culture is, what do you like about your workplace? What do you dislike? All of that is affected by the overall culture that comes down from your own manager and senior leadership. In this section, we will talk about three key aspects of culture that you really should start getting familiar with. These are the culture of trust, the culture of learning, and the culture of fairness. There are more. But if you get these three right, then you'll be well on your way to building the foundations of a happy, successful, and high-performing team with good morale. So let's explore culture and what you need to know in the early days of your team leading Carrier. 9. 4d - Culture of Fairness: Let's talk about, uh, one thing that you as a manager must get right. That's fairness. Today we're talking about one of the biggest killers to employee morale and productivity and something that managers have to absolutely nail. And that's the culture of fairness. What if I gave you $5? The only condition is the person next to you gets $10 and you both have to agree, otherwise you both get nothing. That's called the ultimatum game. And would you believe that a third of people choose to take nothing because they don't want to get their unfair end of the deal. That's right. They turned down free money. Humans have a series aversion to things being unfair. I'm in the workplace. As a manager, you have to ensure that your team is getting treated fairly in every possible way. If any of your team begin to suspect that the decade rigs or that things are not fair, then morale will plummet overnight. It's a guaranteed way to ruin company culture. Things have got to be fair. There's a number of factors you've got to consider as a manager. Let's go over some of them now. First one is fairness of reward. This one's obvious, right? People that do the same job should get the same salary. But you'd be amazed how that just does not happen, especially in massive corporations, salaries vary widely based on historical reasons, based on the 10-year of somebody who accompany, based on location factors, maybe someone managed to get a pair eyes, put them out of scale with everybody else. Well, it does happen. The fact is people that do the same job in the same location often get paid differently. And that's one of the reasons companies generally frowned on people discussing salaries publicly. That can be a disciplinary case in number of companies. If you find out that somebody next to you who's getting paid a different amount for the same job? Well, that can create a world of pain. So if you're a manager, well, try and ensure that your people are paid fairly and paid equally. That might be difficult. You might be inheriting a bad situation, years of mismanagement, of put people completely out of scale with each other. But if you can try and adjust salary so that people are getting paid the same amount for the same rule, then That's a way to ensure fairness of reward. Next one is fairness of promotion. So every year when that promotions list comes out, you'll look at it and you'll see him. Her really. How did they get that? And because of the reasons for promotions are often kept private. Well, that can mean the people who deserve a promotion and very deserving cases often get perceived as being unfair. Why did that person get promoted when I haven't, or why did that person get promoted over that person happens every year. This is one for senior leadership who need to optimize promotion processes to eliminate as much unconscious bias as possible. And this is one of the most difficult areas to achieve fantasy. Because the promotion process is that many companies are subject to sneaky tactics, people playing games, people gaming the system to tick boxes to get a promotion because they know how the system works. It happens all the time. You get many people who are absolutely deserving of promotion based on their performance and attitude and the work they're delivered. But there won't be people who play the system, who played the politics, and as such, they'll go and rewarded. I think that many promotion processes are wracked with unconscious bias, people playing the system, and grossly unfair in many occasions. Next is fairness of opportunity. As a manager, keep a close eye on the opportunities that you're giving your team. Does everybody get the same opportunity for training? Does everybody get the same opportunity for learning? Does everybody get the equal chance to progress their skills and learn new skills? Or some people get more chances than others. It's up to you as a manager to keep a close eye on the fairness of opportunity. Is everybody getting the right opportunity to showcase the good work that they're doing to senior stakeholders and other managers and other people in the firm to get the reward and recognition for the work they're producing. It's no good if somebody is doing really good work, but that work is less important than other people's and it's not getting noticed by anybody that can be damaging for morale as a leader, it's up to you to ensure that everybody gets their time in the spotlight, that everybody's work is recognized and everybody's work has a chance to be showcased to people across the firm, make people feel that the work they're doing, it's super important. There are plenty of opportunities to do that. Presentation is to stakeholders, end-of-year review meetings, all sorts of opportunities. Make sure everybody gets their time in the spotlight and that nobody is neglected. So that the opportunities that people get for great work is absolutely fair, that fairness of recognition is super important. The next one is fairness of work. As a manager, make sure you're aware of the type of work you're giving your team, It's very easy to settle in to a routine where somebody who doesn't complain much might get some of their admin work or the donkey work on the less glamorous work because they don't kick up a stink about it. I've seen that happened in teams where people have not complained and as a result, they always get the less glamorous tasks. Always be mindful if somebody is getting lumbered with the boring stuff more than others, if they're a routine tasks that people don't like doing, but just have to be done well, setup or rotors, everyone gets an equal stab at being responsible for those tasks. This can be hard because sometimes you might actually have individuals that are well-suited to doing that type of work. You might find that if you give the boring work, the admin work to person ED and they can run through it three times faster than person B. They might not want to do it. They might not like doing it, but they're actually more efficient at doing it because people have different skill sets. But it's up to you as a manager to make sure that you can see past that and make sure that the distribution of the work is fair. Even if you end up giving that word to somebody who takes longer to do it or it doesn't do quite as good a job, you have to distribute it fairly. Lumbering people with boring work consistently can lead to burnout. It can lead to lack of morale and it can lead to people leaving. And that's not what you want furnace of discipline. So you get on with different people in your team, in different ways. Some people you have that connection with, that you might connect over a shared hobby or shared interests or you just might get on really well with them, other people you might not even like. And as such, you may end up in a situation where you have to get tough with people on your team, you may end up in disciplinary situations or people might be on performance management schemes. So continue is a manager to make sure that the way you apply disciplinary schemes is fair as it can possibly be. Don't let any biases that you have cloud your judgment just because you like somebody better than somebody else, shouldn't mean that they are more immune from being grilled on their performance or pulled upon a performance management program, then somebody else the same with reward. What you think if somebody is a person and how well you get on with them, how will you connect that shouldn't come into it at all. I've seen it several times where managers can let their personal opinions of an employee clouded judgment when bringing people in performance management schemes or judging their work in other ways. That's really unprofessional, but it's human nature. And because of the nature of this unconscious bias, people often don't even realize they're doing it. As a manager, you need to be absolutely sure that you are applying the rules fairly to everybody and everybody is able to contribute to the performance of the team and that the rules are the same. If you ask many managers, do they give fair opportunities to everybody in reward and performance and discipline and opportunity, most people will say yes, and that's because the reasons that people don't act down to unconscious bias, they don't even realize that they're doing it. Creating that culture of fantasy in your team is one of the most important things or people manage you can do if at any point people feel that the deck is stacked against them or the other people are getting a bigger slice of the pie are the things that are just not fair. Well, things can crumble pretty quickly and it can be really difficult as a manager to apply that culture fan is because you may be limited on things like salary and opportunity to maybe other factors. Player that mean giving people the absolute equal slice of the pie can be very, very difficult, but you have to try your best. You have to try and eliminate as much unconscious bias. Take a step back, be situationally aware, be self-aware. What kind of decisions are you making? Other any other factors that are interfering with your decision-making process. Be aware, understand how you're coming to the conclusions of the decisions that you are. That way you'll be able to ensure that your team has a fair environment to work in. And if people think they're all on the same page, then they'll deliver more than you thought possible. Thanks for watching this video. We'll see you on the next one. 10. 5a - People Are Crazy: As a new people manager, probably the most terrifying thing you'll be doing is, well, actually managing people. If you didn't have people to manage the Basie, just like when you were the team subject matter expert. You've got your tasks, you executed on them, you deliver the results and any serious issues. You just kick them upstairs to your boss to unblock. Well, now your boss. And you're gonna have a lot of fun with the people management aspect of your role. It's really important to regard this as the opportunity that you've been waiting for? Sure It's okay to be mildly terrified. I know I was. But your role as a people manager is going to involve more new skills than you could possibly ever imagine. Time you're established, you'll be an expert project manager. You'll be a therapist, you'll be a coach, you'll be an inspiration, a teacher, a parent, a life advisor, a shoulder to cry on a support network, a superfan, a critic, and so much more. This section focuses on just some of the key aspects of people management that you as a new manager need to understand right at the start, will begin with one of the single most vital and valuable communication forums that you'll have with your team. And that's the one on one meeting, will understand how managers can evolve their skills to become true career coaches to their employees. And we'll also see how vital it is to understand the importance of mental health and well-being, as well as understanding how to develop a culture that minimizes the chances of burnout. If you can get those right at the start, then you'll be well on your way to understanding what makes people tick. And when you're more experienced, you look back at what you've learned in the area of people management and be truly proud of yourself. It's an absolutely fascinating subject that allows you to become a master of psychology, to influence your teams to deliver more with less stress while evolving their own capabilities to become more mature and higher performing individuals. And along the way, you'll learn as much from your teams as you teach them. So let's dive into the really important people management skills that you'll need to understand in your early days as a template. 11. 5b - Mastering One To One Meetings: One-on-one meetings with your boss or team are absolutely critical. I'm gonna give you five tips on how you can completely master this vitally important time with your colleagues. Do you have one-to-one meetings with your boss or thing? I always ask that question, leadership forums and I'm constantly surprised by the number of people that don't have any form of one-to-one meeting, nevermind a consistent or well-structured feedback form that it should be not. Having a one-to-one meeting is really a key indicator of a bad manager or of a company where you might find it harder to make an impact. And it will certainly make it harder for you to build relationship with your manager or your team, the ones who are mating is an essential part of the manager's toolkit. As far as I'm concerned, it's a non-negotiable part of my job, both as a manager and a report, the average should be known to force my manager to implement one-to-one. If I arrive at a company and find that my manager hasn't implemented a one-to-one. It's that important. So I'm going to give you a bunch more tips that you can use to make your 12 on some of the most valuable time that you've got, get the formula right. There are many factors that need to be considered to make the perfect one-to-one meeting. As we've discussed before, the ones who won mating really should be regarded as the employees time, hence, the need to take it as seriously as possible. So what does an employee need from a one-to-one meeting? Well, that can't be broken down into three aspects. Basically, a one-to-one meeting needs to provide a high level of psychological safety for the employee. It should be a forum where they can comfortably speak about the issues, challenges, and career with complete honesty also benefit. The meeting is provide the employee with a high level of benefit, whether that's career development, empowerment, help with projects and priorities are just to improve the relationship with their manager. All needs provide benefit. And thirdly, it needs to be easy or at least low effort. There's no point the process being super owners or high maintenance for the employee. So that's high psychological safety, high benefit with low effort. If you can get that balance right, you'll be on your way to a successful outcome as coaching questions, the interactions that managers have with their employees during a one-to-one meetings are really special. The pest managers don't just make sure that the objectives of the meeting are achieved. They also establish and build a coaching relationship with their employees. Coaching is a critical skill for any manager that wants to become a leader. And the prime form for putting those skills into practice is the one-to-one meeting. Coaching is much more of a two-way process between the manager and the employee to help them develop their own skills in the areas of attitude, judgment, motivation, and emotional intelligence. Coaching helps people build critical frameworks to self-support and self-manage. It's not the case of the manager fixing the problems for them. And that gives the employee a much greater sense of satisfaction than merely following management direction, make it a safe space. We spoke earlier about the need for the one-to-one meeting to be a psychologically safe space for an employee, and that is vital. But how can you, as a manager, create that psychological safe space in your meetings? Well, there are several behaviors or manager can exhibit that can help to create and build this safe space. Show that you as a manager, are open and transparent, demonstrates and vulnerability offer insights into your own personal life where appropriate. So as well, it's always good to understand the person behind your employee by also revealing something of your non manager. You are non boss persona. You'll create more of an impression of transparency and those connect more deeply with the employee. Everybody needs to connect on a human level, also positivity, staying positive at all times, even when discussing performance issues, areas, or other such topics really vital for a manager. Good leaders keep that positive tone and create that safe place to fail and explore the reasons why break the cycle. Occasionally, good one-to-one meetings follows structure and regular cadence, but it's also good to break that cycle. Occasionally, I'll need to change the scene. Sometimes picking a one-to-one to talk about a completely non-work related subject. Not all the time, but just on occasion. Maybe when things are calm. It can be really energizing to spend a good chunk of time talking about something other than work. Maybe it's a hobby or sports or something else that your employee enjoys. Maybe it's topics related to leadership and careers. It can be anything really. Maybe it's something going on interesting in the employee's home life that you spend the time talking about. Anything to add that variety. It all adds. Variety Changes the same for the better, and breaks the cycle of monotony. Make sure there's trust. It's vital to have a trustworthy relationship between the employee and the manager. When an employee and a manager trust to each other, team can truly achieve great things. There's a lot you need to do to really build that culture of trust, including building that psychological safe space, safe place to fail. Making sure that employees are recognized and rewarded for their achievement and not thrown under the bus when they make a mistake. All of these things combined and coalesce to make that trustworthy environment that your team has. And if you've got a trustworthy team culture, well that means you are one-to-ones will be even better. There is no doubt that a one-to-one meeting is one of the best tools and manager has. And in these days of COVID, working from home, having that regular connection with an employee is even more important. 12. 5c - Manager to Coach: In this video, we're going to show you how you can not just be a manager, but can coat your employees and develop them into the leadership. Telling if tomorrow, this is how you get your teams to not just deliver, but to evolve as people. Companies have got really high expectations of the modern manager. It's not like years ago where it was just the boss in the office ordering people to do what they want. These days, a manager is expected to do an awful lot more. It's not light years gone by. Our teams are now no longer just conduits to getting the job done. Modern managers are expected to help develop their teams as people, develop their emotional intelligence, develop their leadership skills, and not just inside or outside work as well. There's an awful lot to do. We need to monitor their physical and mental health, the job size function, their career progression, the reward and recognition, and pretty much every other aspect of their working life. So I was at all possible. And that's where career coaching comes in. Managers are often encouraged to get the best out of their teams by using coaching methodology. But sometimes the difference between management and coaching is not particularly well understood. Let's dive into a hair. You'll sometimes hear the terms management and coaching used interchangeably. That's incorrect in my opinion. I think there's a big difference. Managing refers to overseeing the work of your team, to helping them get the job done, to helping them deliver in on the tasks that they need to do. Basically getting you tend to do its job. And that would typically involve task like these, delegating tasks and work items, providing feedback, monitoring good and bad performance on boarding and off boarding new staff and managing headcount, resolving conflicts, resource planning, and status reporting and other administration tasks. Is that all you do? But if that's the case, then you're definitely a manager. And I don't say that lightly because that's not a bad thing. In fact, that's great. Doing all of these tasks takes a hell of a lot of skill. It takes organization aptitude and real ability. Great managers are very, very hard to find. So if you're doing all of that stuff and you're doing it well, well, that's fantastic. Management is a tough job, requires problem-solving ability, organization determination, and a real aptitude for people. Management is a skill that needs to be learned, refined, enhanced, and perfected. Some of these skills are extremely complicated and take a lot of experience and determination and skill to be able to achieve well. And many managers fail. I'm sure you can all easily think of bad managers that you've had that might have let you down on one or maybe more of these aspects. So if you're happy being a great manager, carry on as era. But if you want to expand, if you want to do more, if you want to do what the modern manager expects, if you want to help develop your team into the leaders of tomorrow, then really you should look to coach. Coaching involves all the skills of a manager, plus an awful lot more skills that are related to the development and empowerment of your employees as people. Coaching really is a two-way process between the employee and the manager. And it focuses on the development of skills related to attitude, emotional intelligence, motivation, and problem-solving ability. The idea behind coaching is not to fix the employees problems for them, but to develop a framework so that they can easily do it themselves. Or great coaches excel at the following kind of skills. Listening, absorbing, and understanding, different points of view. You find that coaches listen an awful law. It's a really key skill and it's not an easy one. As a coach, I spend most of my time listening and trying to understand the point of view of the other person. Once you understand their point of view, you can better develop. Plan or framework with which to understand their mind and help them fix any potential issues. Good coaches are fantastic and providing feedback. Feedback needs to be constructive, it needs to be regular, it needs to be actionable, and it needs to be reviewed with the employee on a regular cadence. Great coaches foster behavioral change. Good coaches can spot employees character flaws. The coach can then help the employee develop more self-awareness to understand what these aspects of their character and put plans in place to help address any potentially undesirable or damaging behavior. Coaches provide that outside perspective that an employee can now often see themselves. When a coach is a genuinely empathetic response to an employee's issue, they can understand that it's not just an issue to be solved, but there are impacts, there are consequences. Everything goes a lot deeper. There may be family involvement and what the coach might consider to be an important issue to them personally, might be completely different to what is important to the employee. That empathetic response allows the coach to understand and really get to the nuts and bolts of what the problem is. Strength recognition is a very important characteristic of a good coach. A good coach not only recognizes an employee's flaws and dust and tries to help to do something about them, but focuses energy on positivity, recognizes the great stuff that employees do recognize is great work. The great aspects of their character that make them the people they are and focus his energy are not just fixing the flows, but refining the positives. Coaches help employees develop their own natural support framework. It's important to understand that coaches don't necessarily fix problems for employees, but they help the employee construct their own scaffolding, their own framework so that they can then deal with issues in a better way, a more effective where by themselves it really is a case of empowerment coaching employed to build that scaffolding, that framework can be really satisfying and it can be really enjoyable for our coach to see an employee develop into a person who can absorb issues and work out the best way to fix them themselves based on the help of the coach is given sure, we always want to get the job done. And I'm very, very delivery focused, but it's also really important for me to develop a team that feels empowered and in charge of their own destiny. Gain results is really important for ensuring your team is healthy, mentally equipped, and empowered is much more important. These critical frameworks allow an employee to self-manage and self-support and give them a much greater sense of satisfaction than merely following management direction. When individuals join my team, I try and coach them. Sometimes that takes a long time, but when it works, it's extremely satisfied. And it's even more satisfying when you see those employees taking those coaching skills that you've taught them and then seeing then go on to coach other people in the team or other individuals in the firm. That really is how late is developed. So I always encourage managers to know only nail the management aspects of the job, but to have a strong focus on coaching, because management helps your team get the job done. But coaching really does develop the leaders of tomorrow. So here's something to think about. Wouldn't be great if your team regarded you as a coach or mentor rather than just a boss, if you ever had a manager that the IV regarded as a, as an incredible coach, somebody who goes above and beyond just the management role of you ever had a manager who was outstanding at the management stuff, but really poor at coaching. 13. 6a - Me? A Psychologist?: As a people manager, there are going to be a lot of tasks that you need to perform that won't come as any surprise to you at all. Project management, work delivery, admin, typical tasks that you'd expect to have to manage as a team lead. But did you realize that one of the biggest and most important hats that you need to wise that of a psychologist. Yep, that's right. People management is to a very large degree about psychology. You'll need to get learning really quickly and realize that you are going to need to be able to act as a therapist or coach and mentor, or a guide, a judge, a support network and so much more, you'll be rocking your own brain to work out ways that you can get people to do things without them even realizing. You're constantly find yourself trying to imagine yourself in the shoes of your team, trying to understand how they perceive their role, how they perceive their challenges, and their overall career. And what can you do to affect their perception to ultimately help them get more done with less stress. And this is the aspect of people management I absolutely love. There's nothing better than employing your own Jedi mind trick. So using techniques like nudging emotional intelligence and coaching frameworks to help your people both individually and as a team collective. It really is all about psychology. And as such, there are many, many aspects to this. It's a complex subject, many nuances and branches. So as a new manager, it's really important that you realize is this is going to be one of the most important aspects of your new role, but I can guarantee that will also be one of the most satisfying and fun aspects of your new rule. But as such, you'll need to get studying and learning. What techniques can you learn to help in this regard? You'll certainly need a solid understanding of emotional intelligence as well as nudging techniques and much more, we'll touch on emotional intelligence in this section and some of the other aspects of organizational psychology. Let's go. 14. 6b - Emotional Intelligence: You might well have heard about the term emotional intelligence. This concept has been around for a while, but only really gained publicity after the book in 1995 called emotional intelligence by Daniel Goleman. Now, emotional intelligence is considered a fundamental competence for getting along in the workplace, particularly amongst leaders and managers, is a highly desirable quality found in many layers. And in my experience, it's the single most important topic for those wanting to progress in their careers, and especially in the area of people management and leadership. I can certainly divide my own career into pre and post emotional intelligence. Understanding, developing, and understanding of the key emotional intelligence concepts resulted in a fairly dramatic progression in my own capability. And those mycorrhiza, it really was the epiphany moment for me. Emotional intelligence is a set of emotional and social skills that defines how well we perceive and express ourselves. How will we develop and maintain social relationships, cope with challenges, and use emotional information in an effective and meaningful where I find it like being a fly on the wall, being able to zoom out and observe yourself and how you're being perceived. It almost feels like a superpower that allows you to stop time and change behaviors and change how people think. The topic of emotional intelligence can be broken down into four main components. The first one is self-awareness. Self-awareness is considered to be the foundation for all the other components of emotional intelligence. Self-awareness means being aware of what you are feeling. Being conscious of the emotions within yourself. Highly self-aware individuals are much more able to understand how their own behavior, their own body language, they're on communications and expressions can affect other people. And crucially, they can stop. They can modify and change those behaviors to positively affect results in situations. We all know those people at work who shoot that angry email off without thinking and that causes the situation to blow up and become 10 times worse? Yep. Well, that's a classic lack of self-awareness and low emotional intelligence. The more emotionally intelligent, capable person will pause, take that time and consider how their response is likely to be perceived by an audience. You won't see any angry emails from these people. Everything is considered and come with a full understanding how their behavior will affect the situation. Awareness of others. Same as it's vital to be self-aware. Being aware of others is also incredibly important. This is why you are aware enough to be able to monitor and anticipate other people's reactions and potential actions in a group. And then possibly take your own actions to intervene and change the situation should that be needed? The best people I've worked with and manage and teams are not only aware of their own behavior, but are connected enough to the attainment and able to predict when somebody else might be about to send an angry email or react in a way that might make a situation was, and then they'll intervene and prevent the car crashed from happening. As a new manager, if you can instill in develop people who've got a high awareness of others in the team. You've been a really good situation. This basically means everybody is looking out for each of them. People can detect when others are up or down and help accordingly, situational awareness. This is basically a combination of self and other awareness, as well as factoring in other variables in any particular given situation. That might be something to do with the environment, the atmosphere, the type of work, the questions being asked could really be anything they are conveying. The people with high situational awareness can assess all variables, their own behavior, the behavior of others. Carefully stay situations towards a beneficial outcome. That might be getting a meeting or discussion back on track to make effective decisions. Or it might be as simple as hiring somebody up to keep to time in a meeting to ensure that the full agenda is covered. It might even be to karma cold down. It's heading for an explosive disagreement. We've all seen it where people intervene in situations like that. Those are the people with high emotional intelligence. Relationship management. The final component of emotional intelligence is the ability to connect with others, to build positive relationships, to respond to the emotions of others and influence others on the team. Now this manifests itself in the ability to identify and proactively developed the networks that you and the team need to be able to achieve, to progress and be successful. In a complex business. This will be really important to solve the problems. Reaching out to a network of trusted experts. And if you can get your team to develop their own relationships using their own emotional intelligence skills. It's just like having a massive support network to hunt. Emotional intelligence really is the secret source to a successful individual career and even more so for attain collective, the more you can build these skills yourself as a new team leader and also evangelize the development of these skills amongst your team, the more you'll be set up for success. This is a fundamental contact to succeeding as a template. 15. 6c - The Power of Thank You In The Workplace: In this video, we're going to talk about one of the most effective ways to empower your teams and get the most out of them. And that is the power of saying thank you. It has been said that sorry seems to be the hardest word. Well, maybe it's not, maybe it's actually thanks. Uh, my organization were encouraged to give regular constructive feedback that we can all action to make ourselves better our jobs. And that's very valuable. But maybe we don't spend enough time just saying thank you, considering how much work people do and how many times people do a great job. I've always wondered why it doesn't seem. People say thank you That often an employee surveys praise and recognition is always one of the top complaints according to Maslow's hierarchy of needs. Well, we crave praise and recognition more than we could save money. If you want to be an effective leader. Praising and saying thank you is an absolutely essential when you recognize great work, people will be much more inclined to repeat it, to give themselves that feeling again, I've always wondered why people don't find it easy to give thanks or express gratitude. It seems to me people are much more inclined to criticize for getting a thank you or a well-done, awesome praise is much rarer even when you get constructive feedback. Well, that word constructive, that's got an implied criticism to it. So it may be useful, but doesn't necessarily give somebody the warm and fuzzy feeling that they might get when somebody gives them a job well-done message, for example. And then a recent survey of over 8 thousand managers, over 40% didn't actually ever say thank you to their teams or give praise of any kind. That's astonishing. And another survey showed that high performing teams, on average get about six times more positive messaging than teams that don't perform very well. And it's not just in the workplace. It's long been known that successful marriages and relationships feature a positive negative ratio of about five to one. So that means for every negative or criticism, there's five positives and relationship scientists had long since known if that ratio is skewed in favor of negatives or isn't sufficiently positive. Well, that is actually a key indicator of a divorce situation. So it seems to me that saying thank you is a very good thing. Let's dive into the subject a little bit more. So what are the benefits of saying thank you, first of all, mutual happiness. If you say thank you, you feel good. They feel good. Everyone's a winner. What's not to like? Secondly, bridge-building, expressing gratitude can be a really good way to turn around relationships and haven't particularly being going well, aren't going as well as you want them to for the people that I don't get on with particularly well. Or maybe we have a tensor relationship with, I'm always looking for situations where I can engage and look for a pivot whack and say Thank you for some contribution that they've made. I find that expressing gratitude really does help turn relationships round. And I've used it to turn relationships. There haven't been particularly successful into very successful ones. So bridge-building, enhancing relationships, if somebody gives you a thank you, show some appreciation. Well, it's almost like an olive branch being offered and it's a really good pivot to turn around a relationship that's not so good. We've got greater resilience and positive mood. Expressing gratitude. Acts like compound interest, is a gradual build-up of positivity and resilience in people's moods. And that gradually over time turns them into a more resilient and more positive, more capable person. And positivity has a net gain on mental health and physical health scientifically proven, the more positive somebody is happy they get, the more resilience build, the more mental health improves and pneumonia physical health improves. Okay, So we know the benefits. Great. If that's the case, why doesn't everybody say thanks all the time? In fact, it's not so easy. Many people find it quite difficult to express gratitude. Let's take a look at some of the reasons why. First of all, is the cringe factor. Many people find it really embarrassing to actually say thank you or to praise or the people they find it much easier to criticize. People can find it really uncomfortable to sit down and give somebody some press, especially first affairs. And bizarrely, the recipient can often feel uncomfortable as well. It's quite an emotionally charged situation and some people are just very uncomfortable with that. I'm sure we've all been in situations where somebody has lavished praise on you in it over the top kind of way. And by the end of it you're like, oh, please stop, please stop it. It's an uncomfortable situation. So the recipient and the giver often find it quite embarrassing to give praise. I find that if you can get into the habit of giving press often than that takes the embarrassment, that takes the emotional factor out of it. And then you get more and more comfortable with actually seeing somebody has done something cool or valuable for you to make your life easier and you automatically default into a giving thanks response. The more you can do it, the more comfortable you get with it. Another reason why people don't necessarily give as much thanks as perhaps they should is in modern workplaces, thanks tends only to be given if somebody has gone above and beyond and done something completely out of the ordinary, like the person who doesn't tip their server restaurant because hey, that person's just doing their job. They haven't done anything special to warrant the tip. And some people have a real problem with praise. Our eye color. Example. A previous company where somebody told me to stop praising people, saying that, you know what? Well, we praise them every month when we pair their salary. Well, that's not necessarily the case where numerous people that I worked with on a daily basis who regularly make my life easier. It doesn't have to be something completely out of the ordinary. It doesn't have to be incredible delivery. Some people can just make your life easier just by the way they are, the way they act, the way they work, their mood, that way they can brighten up a room, that personality. There's a whole load of different ways somebody can add value to you, and all of those are worth a thank you. I regularly post paypal and encourage my team to give thanks to people that just make their life easier by doing their jobs and doing it well in cases like this, it's always a good idea to be specific and praise a specific behavior or specific aspect of somebody's work rather than just generic. Thanks. That way it feels more genuine and it gives them something to work on. If there no, a particular aspect of their character or the way they work is positive and gives value to somebody. They can then develop that. But the reason why people don't often give thanks is we sometimes don't want people to get one openers in competitive workplaces where everybody is fighting for promotion and to get up that career ladder. I've seen it many times where people don't actually want to say thanks for a job well done because that might actually advanced that person's career at your expense? Yes, crazy as it seems that does happen. People always looking out for themselves. It's human nature and sometimes they don't want to give somebody else that leg up the ladder. I don't really think that's the right way in a collaborative firm like the ones that you and I work in. But it does happen. Or people who think like that, we'll soon see that actually there is a lot to be gained yourself from being somebody who gives thanks and gives praise for more information on subjects like this, I'd really recommend reading a book called give-and-take by Adam Grant, who's an organizational psychologists that Walton, it's a fantastic analysis of our being a giver can really benefit you. So let's look at ways to express gratitude. Okay, so we know that saying thank you is positive. We know that saying thank you gives you benefits as well. How can we make it easy for ourselves to get into the habit of saying thank you on a regular basis. Firstly, a weekly gratitude note. I like to end my weight by sending a couple of emails, maybe two or three MLs, two or three gratitude notes, short and snappy. People that may have made my life easier that week or that I just generally appreciate. I find it's a really nice way to finish a Friday, spending 15 minutes to just say, hey, I really appreciate what you've done here. Find the giving the weekly gratitude now gives me a really nice feeling at the end of the week and hopefully the recipients enjoy as well. I know that sending them has actually opened a lot of doors in terms of relationships and work streams that have emerged from actually sending that gratitude note. So I think it's a very positive thing to do. Also make it public, instead of making those gratitude notes in the form of one-to-one emails. Well, how about in a blog, in my teams bi-weekly blog post to our user community or work. We have a section where we say, these are the people who have made our lives easier over the last couple weeks. These are the people that we appreciate. And that's very positive because those blogs read widely and that means that that person's contribution is more widely praised, it's more widely publicized and that obviously is good for them. Keep a Frank's diary. So if you are the recipient of a gratitude note or thank you of a bit of price. Well, don't just fall away with all your other emails. Put it in a special folder and keep a log of the times that you are. Thank that you are appreciated. If you feeling low, dip into that folder, have a quick read and realize that the, some of the stuff you've done, that's great and some of the people that you've helped. And you can also do mental exercises to train yourself to be somebody who is more capable of saying thanks, more capable of expressing gratitude, and somebody that thinks more about praising others have looked at the Japanese Nikon reflection exercises. That's an exercise that involves reflecting on three particular questions. And it helps to grow feelings of appreciation and thanks for others. It also allows people to work out how much they give versus how much they take in personal relationships. And there are many other mental exercises that you can do. Do you feel that your organization has a thanking culture? Do you think that people will praise good contributions or do they just take and expect everybody to be amazing all the time? 16. 7a - Mastering Performance Evaluations: The performance evaluation regularly cited as one of the least enjoyable tasks that a manager has to perform, especially if you've got a big team. But that's also really dangerous. The performance evaluation may not be light, but it's super important and it can make or break the future of your team in many KM is the yearly evaluation process is admin heavy, takes a long time, uses poor quality or badly designed IT systems. And then on top of that, many managers don't perform the process efficiently, which doubles down on all the other problems. Well, in fact, there's a lot of manager can do to make their yearly performance evaluation process much easier and significantly more valuable to the employee and the company. So he can five top tips from 20 years of conducting performance evaluations and stick around to the end because I'll throw in a bonus tip at the end. The first tip for effective performance reviews is no surprises. This is a tip for the manager. The main goal for a manager for performance evaluation is to make sure that the annual review at the end of the earth doesn't contain any surprises for anybody. The last thing you want is for your employee to be surprised or shocked or baffled by the rating and comments that you've given them. This is how people get upset and it's how motivation gets damaged. And there's almost always comes from a situation where a manager and an employee haven't been communicating well throughout the year. As a manager, make sure you've got regular one-to-ones in the calendar with every report and make selected one-to-ones focus on career, current performance, the truck, the employees on how the employee needs to develop what type of root in there heading for towards the end of the day, you might even give an indicative rating, say halfway through the quarter way through the this where the employee knows exactly where they stand there, all stages of the process and everybody arrives at the end of the year review, nice and comfortable with the comments and ratings that have been assigned. So as a manager, use this constant communication to set the expectations and prepare the employee for the conversation to follow the next tip, This one's for the employee. Be honest and objective. Be as honest and objective as you can with your own self-appraisal. Everybody wants to be great. Everybody wants to get a top rating, but do you really deserve it? Are you really outstanding? Are you really top of the tree? Identifying development areas isn't something to be embarrassed about or ashamed of, quite the opposite in fact. So as an employee, always take a really honest look at your performance delivery behaviors and think could you have done better, is what you contributed aligned to the rating you've given yourself. Really? Are you really a five out of five? I make sure every rating is fully justified with evidence and data. As I said, everybody wants to be top of the tree. Does the data backup is another tip. This one's for the manager, explained the process. It's vital for every employee to understand the nuances and details of the entire performance management process. Sometimes people think it's just the manager taking a look at their employees performance and making a coal, assigning their own writing and then that's it. Well, in reality, the evaluation process has multiple steps, including 360 degree feedback from clients, from peers, as well as a convoluted process where a manager is writing has got to be approved by senior leadership. This is because generally, ratings need to fit into some sort of company distribution curve and be normalized or corrected accordingly. So as a manager, there can be occasions where you assign a rating and then have to change it based on the direction from the senior calibration process. And that can be a really difficult thing to do. I make sure my teams know the whole process, warts and all. And while I can't tell them if they had been the subject of a ratings correction. It's always better to be honest and at least make them aware that these steps do exist in the process. So watch your team through the whole evaluation process, explain the complexity, the reasoning behind the calibration and normalization, as well as what the rating counts for in terms of potential reward and compensation. And the next step, this one's for managers as well. George, the vibe of the meeting, remember the performance evaluation is supposed to be a productive process that reward employees for their good work they've done as well as giving them actionable feedback and development points that they can act on and improve. Its not supposed to be a meeting where anyone emerges feeling stressed, upset, demoralized, or emotional. And I've seen that loads of times where people storm out of a performance meeting and they go straight on the knee, find a new job website. So as a manager, it's up to you to judge tone of the meeting minute by minute. If somebody's getting upset, it's up to you to pull a vibe back around to be more collaborative or help them understand and recognize why some of the messages you've given them might be difficult. Ultimately, it's about recognition. And as a manager, you've got to ensure that an employee feels valued, appreciated, and supported, even if they may not have had a great year. And sometimes that's the case. Employees don't have brilliant years all the time. And sometimes messages might be tough even for high-performing employees. So make sure as a manager that you're situationally aware enough of the tone and vibe of the evaluation meeting to manage it minute by minute. Of course, the chances of this happening or a lot less if you've taken the earlier tip of ensuring that nobody gets any surprises, but it can still happen. And the bonus tip, as promised, this one's for the manager and the employee. Keep a log from the start of the whole process is super time-consuming and difficult to try and remember all of the highs and lows of people's delivery and conduct at the end of the year. That's one of the reasons that process takes a long time and it's stressful. So one of the most useful tips for managers and employees alike is to start logging all of the wins and losses from the start of the year. I tend to do this on a monthly basis for each employee, simply logging any good achievements or feedback, as well as any areas that they might need to work on. Then when it comes to the end of your process, it's just a simple task of pulling up the log for each person and referring to all of the debts and the evidence. Easy. This sounds simple and indeed is, but many managers don't do it. And in my 20 years of experience, It's one of the most important and useful tips for taking the hassle out of the process and making it less stressful. If you've got all the information you need in front of you without having to dredge through a year of emails. Brilliant. It also goes without saying that it's super useful for the employee as well, because they'll always need to do a self-review. And having their own wins and development areas to hand is extremely handy. That's just some of the ways you can make them much maligned performance evaluation goes super smooth, done well, it's one of the most critical and useful aspects of a manager's rule, done badly, it can really harm you and your team. 17. 7b - Welcoming New Starters: So you've got a new person starting in your Fantastic. Well, here's what you need to do to make sure they get off to a really, really good start with you, your team, and your company. The hiring process takes a lot of effort to get new people into your team. Hiring is one hell of a process. It takes ages and I've seen it too many times where a hiring manager pulled out all the stops to get a great candidate. And then when they arrive, the manager acts like they don't care as soon as they sign the contract. It's like they're not interested. That reflects really badly on a manager for x really badly on a team and accompany. And it can really hamstring the productivity and motivation of the new person. And it works can actually cause them to reconsider their decision to join you. So it's up to the hiring manager to make those first couple of weeks and absolute breeds for that new starter. They need to be enabled, energized, empowered. So here are six top tips that are hiring manager can do to engage that new starter and hang around to the end because there'll be a bonus seventh tip as well. Let's get stuck into it. The first step is make sure that they are welcomed. I once arrived at a new job to be greeted with the question, who are you? Do you want something? It wasn't a great style. Make sure that any new starter has somebody to report to, somebody that they can sign in with an all meat to be introduced to the office, to be shown where to go or that it's ready to process their arrival and show them where they need to be. And make sure whoever that person is actually knows who they are and what they're there for. That first five-minutes introduction to accompany is really important. There's nothing worse than somebody wandering into a big office and just walking around, not knowing where to go and not being met by anybody. Next tip is, be ready. Now this seems obvious, but you'd be amazed by how often a manager is not ready for the arrival of a new employee. Sometimes they don't even know that there's going to be somebody turning up that day. Usually the hiring manager will have to perform some sort of onboarding tasks like approving access, e-mail IT systems, things like that. Well, make sure all of this has been done well in advance so that they can get to their desk, log on, and start working. I want sign an empty desk for a whole week because my new manager hadn't bothered to complete the requisite tasks to get my IT equipment setup. I was just sat there for a week reading books, reading papers, but not really being very productive. It wasn't a deal breaker, but it's certainly didn't leave me with a positive impression at the start. The next tip is go easy on them at the star. So all managers like to run their team in a certain way. That might be tough. People start a certain time or covert certain hours, or do certain types of roles, or do certain tasks that are important, but be prepared to relax whatever rules that you have to facilitate a new starter. When somebody joins a new company or new job, there'll be dealing with an awful lot of other stuff before they even start outside of work. It might involve a relocation to a new country or a new city. So make sure you don't overburden them with rules and regulations and red tape right at the start. Let them find their feet. And so all of the other stuff out because I have a lot of other stuff to deal with. And the more you can facilitate that, the better introductions. This is a simple one. Take time via email or in person and make sure everybody knows who you are new starter is and what their therefore, that includes the team, stakeholders management, and anyone else that you think they'll interact with. Now this is simple but essential and it doesn't always happen. I've seen people get introduced to teams where their team mates there. Who's this guy? I'd like to get the new starter actually to compose an introduction blog on our social platform in their own words and appoint people out them so they can express themselves in their own words. Ensure a bit about their background. What the heck does it do, that kind of thing? It allows them to put their point forward, get a one-to-one meeting in the calendar. It's critical that managers have got one-to-one meetings with their employees and you'd be amazed how many managers don't bother. So get yours in the calendar with your new starter as soon as possible. You might even want to make it a higher cadence for the first couple of months, maybe weekly or bi-weekly, so that you can give them really close support because they'll probably need that close support at the star. And then as they find the feet, then you can spread out the cadence a little bit. Implement a buddy system. Many companies provide a degree of assistance for each new person that joins, that might be a partner in HR or in another team, someone to look after them. I find it useful to assign an official buddy from my teams to stay close to the new hire and help them with anything they need. Be that first of contact for any issues. This is fairly standard practice, but it does work quite well. And it's something that I've always found useful when starting a new job myself to have a buddy for someone to help me out, but do be careful to choose the right person for this rule. Some of your team may not be famed for their interpersonal skills. It just happens. So try and pick somebody that's good at that sort of thing, That's good at building relationships, good at Getting to Know strange is getting to know new people. Or maybe somebody that's got similar job skills so that they can build that rapport and build that relationship over a common aspect of the tasks they're going to be performing. So again, the buddy system going right at the start because that's generally when a lot of issues can frequently happen with onboarding and access and getting to know people. You want that NEW started to be guided as smoothly as possible at the star. And it's always a good idea to have somebody on hand to assist and remove as much friction as possible from the new starter experience. And here's your bonus tip. Have a clear work plan. Your new starter will arrive full of energy, full of enthusiasm, and ready to get stuck in and show what they're made of. So make sure that they actually have something to do. As soon as you can. Show them what your plan is for the new employee. What responsibilities do you want them to have? What projects will there be working on? Who are the stakeholders that they need to build quality relationships with? What will their day-to-day tasks. B, it's vital that your new starter feels a sense of worth and direction from the very start. Make sure you take the time out to lay out your plans for them and show how you envisage. There'll be able to contribute to the team, to the company, to the business, the value there'll be able to bring, make them feel like they really wanted. I've seen it before when a new starter literally has nothing to do and has to go scratching around for basic work to fill that time. That's really not good and it can be incredibly demoralizing and started a new role and had nothing to do for two months. It was very frustrating. So follow those steps and you'll have a really good chance of ensuring that your new hire feels welcome and is ready to get stuck into making your team better. Welcoming new people on board is a really important aspect of being a leader, of being a people manager. And it's absolutely vital to get it right. 18. 7e - Get The Basics Right Every Time: This is an aspect that doesn't often get mentioned in new manager guns, but in my experience is right up there to give your team a platform to perform. And that's the aspect of doing the basics correctly. Every time as a team leader, your team is going to have to comply with some policies and procedures. And some of those are going to be pretty dull, boring, inconvenient, and downright irritating. But they'll have to be done. They might have to be done every week. Um, I have to be done every month. That might even have to be done every day. I'm talking about things like time sheets and absences and mandatory training and compliance and risk activities, status reports, that kind of thing, other administrative tasks. Many of these are fundamentally important and related to managing costs, managing risk for your company. Everybody will have to do them and nobody will enjoy it. But some people won't do them in on time, and some people won't do them at all. And then those naughty lists, those emails, tracing paper, local go out. And they'll often copy and senior management. And as a new manager, you must make sure that your team is never, ever on these lists. Making your mission to ensure that your team performance these admin tasks on time every time. Because if you or your team repeatedly appears on these naughty lists, then it will get noticed and the repeat offenders will get best. Reputation is somebody that lacks care and attention. Worst can end up in very hot water with senior management. And in fact, I've seen people lose their jobs for this kind of thing. But if you as a manager can ensure that your team always nails these tasks and is never on the naughty list. Thank you. Build a reputation as a team that's all over these admin responsibilities and that you can be relied on to get things don't. Trust me, this may seem insignificant, but if you and your team are on top of the admin, then it will get noticed on your reputation will be boosted accordingly. And as a new manager, this might mean that you have to repeatedly chase your own team and hammer home the message time after time. But it's vital. If you're confident your team is on top of things, then it's one less worry for use a team later. So near the admin, let other people beyond those naughty lists while you and your team keeps his 100% record, time after time after time. 19. 9a - You Got This!: I'm thrilled that you've made the jump to be a new team leader. You might be happy about it or you might not be. You may be super confident or you might be terrified. But remember, the important thing is that you are now responsible, responsible for the delivery of a team, responsible for the career development and reward of your high-performance, responsible for coaching and assisting those that aren't doing so well on. You're responsible for their emotional well-being, stress management, and their mental health. Being a people manager is a really tough job. And as such now everybody is able to do it. But it's also the most rewarding and satisfying role that you can get in a corporation. Just wait until you've taken somebody who might be struggling and you've worked out their problems and you've coached them into rising above the issues to be from a high-performing leader in their own right. It's an amazing failing. Don't be fooled by the inspirational leaders you might see on TV or YouTube or in the media. Most weren't born as these inspirational leaders. The majority of them spent time studying, crafting their skills, making mistakes, developing learning, focusing on people, and focusing on what gets the best from teams while still delivering for the companies that they work for. And as a new team leader, if you can spend the time to develop the skills referred to in this course, then you'll be well on your way to success. So good luck and don't hesitate to reach out to me for any questions or further advice on your leadership journey. You can check the link in my bio or you can have a look for the productivity as YouTube channel and give me a call anytime. Thanks for watching.