develop better people managers
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Develop Better People Managers: WebcastBritt Andreatta, PhD | 11/09/2016
Today’s agenda
• Britt Andreatta, PhD• Introduction• The Power of Managers• Core Skills of Effective
Managers• Best Practices in Manager
Training• Q&A
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Britt Andreatta, PhDCEO, Andreatta ConsultingAuthor and Former CLO, Lynda.com
Building Better People Managers
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Britt Andreatta, PhDPhD in Education, Leadership & Organizations
Expertise in the “neuroscience of success” creating actionable solutions for talent professionals
Current author and former chief learning officer for Lynda.com, a LinkedIn company
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Britt Andreatta, PhD
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Chapter 1: The Power of Managers
Heather’s Story7
Chris’s Story
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Managers Enhance Engagement
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Engagement Drivers
Managers Drive Retention
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Managers Cultivate Potential
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Disengaged employees cost an organization approximately $3,400 for every $10,000 of salary (Gallup).
Engaged employees are 127% more likely to be A performers than C performers (McLean & Company).
Highly engaged organizations have the potential to decrease employee turnover by 87% (Human Capital Institute).
The ROI of Engagement
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The Co$t of Poor Managers: Disengagement
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Headcount Percent disengaged (nat’l avg of 18%)
Median salary
Percent cost of disengagementCost per disengaged employeeTotal cost of disengagement
500
90
$75,000/year
34%
$25,500/year
$2,295,000/year
The Co$t of Poor Managers: Attrition
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Entry Level Employee
Technical/Leader Level
Employee
Salary + Benefits $50,000 $125,000SHRM Estimation X 50% X 250%
Cost to replace employee $25,000 $312,500
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Chapter 2: Core Skills of Effective Managers
Assessing Their Team
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Coaching to Potential
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SkillCoaching
ClarityCoaching
Evolved from athletic coaching
Coach’s expertise is in the skill that they teach to others
Intentionally directive
Evolved from life coaching
Coach’s expertise is in the clarity process—facilitate the client in accessing their own answers
Intentionally non-directive
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SkillCoaching
ClarityCoaching
Directions:WhatHowWhy
When
Questions:Goals
RealitiesOptions
Will
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GROW Model
Delegating for Growth23
Delegating for Growth
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Intentionally delegate to grow competence and confidence
Give higher and higher levels of autonomy
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8 Levels of AutonomyLevel 8
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Autonomy
Mastery Purpose
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Connecting People to Purpose
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Connecting People to Purpose
Creating Psychological Safety
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…‘‘is a sense of confidence that the team will not embarrass, reject or punish someone for speaking up—it is a shared belief held by members of a team that the team is safe for interpersonal risk-taking. It describes a team climate characterized by trust and mutual respect in which people are comfortable being themselves.’’ Amy Edmondson, Harvard Business School
Psychological Safety…‘‘is a sense of confidence that the team
will not embarrass, reject or punish someone for speaking up—it is a shared belief held by members of a team that the team is safe for interpersonal risk-taking. It describes a team
climate characterized by trust and mutual respect in which people are comfortable
being themselves.’’ Amy Edmondson, Harvard Business School
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Chapter 3: Best Practices in Manager Training
Align with Organizational Growth
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Young AGE OF ORG Mature
Smal
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SIZE
OF
ORG
La
rge
Greiner Curve
Young AGE OF ORG Mature
Smal
l
SIZE
OF
ORG
La
rge
Phase 1 Creativity
Phase 2 Direction
Phase 3 Delegation
Phase 4 Coordination +
Monitoring
Phase 5 Collaboration
Phase 6 Alliances
EvolutionT
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Transformation
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© Britt Andreatta
Phases of Growth
Young AGE OF ORG Mature
Smal
l
SIZE
OF
ORG
La
rge
Phase 1 Creativity
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© Britt Andreatta
Phase 1: Creativity
Young AGE OF ORG Mature
Smal
l
SIZE
OF
ORG
La
rge
Phase 1 Creativity
Phase 2 Direction
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T
© Britt Andreatta
Phase 2: Direction
Young AGE OF ORG Mature
Smal
l
SIZE
OF
ORG
La
rge
Phase 1 Creativity
Phase 2 Direction
Phase 3 Delegation
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T
T
© Britt Andreatta
Phase 3: Delegation
Young AGE OF ORG Mature
Smal
l
SIZE
OF
ORG
La
rge
Phase 1 Creativity
Phase 2 Direction
Phase 3 Delegation
Phase 4 Coordination +
Monitoring
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T
T
T
© Britt Andreatta
Phase 4: Coordination + Monitoring
Young AGE OF ORG Mature
Smal
l
SIZE
OF
ORG
La
rge
Phase 1 Creativity
Phase 2 Direction
Phase 3 Delegation
Phase 4 Coordination +
Monitoring
Phase 5 Collaboration
T
T
T
T
T
© Britt Andreatta
Phase 5: Collaboration
Young AGE OF ORG Mature
Smal
l
SIZE
OF
ORG
La
rge
Phase 1 Creativity
Phase 2 Direction
Phase 3 Delegation
Phase 4 Coordination +
Monitoring
Phase 5 Collaboration
Phase 6 Alliances
T
T
T
T
T
T
© Britt Andreatta
Phase 6: Alliances
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Create a CohesiveLearning Journey
CONTENT
Flip the Classroom
Before:Learn
During:Application + Discussion
After:Extend Learning
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Phase I Playlist
Provide On-Demand Learning
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Announcing LinkedIn Learning!
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Do you have promo
image for LinkedIn
Learning? Let’s put it
here!
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Build Habits Through Practice
Neuroscience of Learning
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How the central nervous system and peripheral nervous system work together to create and retain new knowledge and skills.Practice builds neural pathways.
Learn More On LinkedIn Learning
Organizational Learning & DevelopmentManagement Fundamentals Delegating Tasks to Your Team
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Book: Wired to Grow: Harness the Power of Brain Science to Master Any Skill
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Questions & Answers
Follow us
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