DID YOU KNOW THAT THE FAILURE RATE FOR NEW MANAGERS IS *46%!?
Wouldn’t it be nice to have a comprehensive program to reduce this failure rate and make
yours and your new manager’s job easier?
Well such a program is here! The First Time Managers Program.
Conveniently delivered on site or via scheduled webinar!
Why was the First Time Managers Program Created?
As a former manager in human resources, witnessing the promotion of unqualified people to management was heartbreaking. And the failure rate was proving costly. As an executive coach, I can see these failures manifest when there is a lack of solid leadership training.
New managers rarely have the training they need, and certainly don’t have any of the experience an executive possesses. Indeed, most new managers are promoted primarily because they are doing a good job in their current position. That doesn’t necessarily make them management material.
The executive staff are the people who get the resources such as training, off-site retreats, and coaching. Of course, it is a good idea to put resources behind the executive staff because, after all, they are carrying a lot of risks for the success of the organization.
But think about this. New managers are the people who could one day fill the shoes of an executive in your organization. I dare say that any executive you speak with wishes he or she had more “care and feeding” about how to manage and lead as they started up and continued to climb the ladder into the executive suite.
That’s why I’ve created a coaching program specifically designed for managers with zero to three years’ experience. This program is affordable, so the organization can not only justify, but recoup the investment, and reap benefits the company will profit from for years to come.
Schedule an Appointment
How does the First Time Managers Program Work?
The new manager takes the TriMetrix HD Assessment, and receives a report consisting of:
Behavioral research suggests that the most effective people are those who understand themselves, both their strengths and weaknesses, so they can develop strategies to meet the demands of their environment. This report measures the four dimensions of normal behavior: dominance, influence, steadiness, and compliance.
TriMetrix HD tells how the new manager will perform.
Knowledge of an individual’s driving forces helps tell us why a person behaves a certain way. 12 Driving Forces ™ measures an individual’s top four of driving forces to tell a story of how a person derives meaning from life and work.
TriMetrix HD illuminates what drives this individual’s behavior – the why behind their actions.
An individual’s hierarchy of competencies, including his/her leadership score, is key to their success. Knowing what they are is essential to reaching one’s goals. This report is designed to assist managing and developing a career. For many jobs, personal skills are as important as technical skills in producing superior performance.
TriMetrix HD describes what this individual “has done” in 25 research-based competencies related to the business environment.
Acumen Capacity Index:
The Acumen Indicators section is designed to help individuals truly understand themselves and how they analyze and interpret their experiences. A person’s acumen, keenness, and depth of perception or discernment is directly related to performance.
TriMetrix ACI explores both how a person’s judgment impacts interaction with the external world, and his or her own self-perception.
In addition, the assessment reports contain self-coaching strategies that will guide the new manager beyond the coaching initiatives of this program.
Schedule an Appointment
Online assessment administration
3 months or 12 hours of coaching (Bonus: 1 extra hour at no charge in the first session!)
Unlimited access to the coach via phone and email during the coaching program
The Program is Designed To:
- Increase clarity, focus, and direction
- Create a specific strategy and a plan to reach goals
- Build or enhance necessary skills
- Create a supportive environment to achieve success
- Deal with barriers that block goal achievement
Coaching Topics Include, but Are Not Limited To:
- Leadership myths and magic
- Understanding roles and responsibilities
- Critical/strategic thinking
- Handling relationships (former peers and supervisor)
- Understanding your team’s history
- Understanding performance management
- Problem analysis and decision making (including making hard decisions)
- Creating a culture of accountability
- Motivating your team
- Evaluating your team
- Continuous learning and trends
Why am I Qualified to Coach?
- Ten years of coaching executives from a variety of industries across the United States and from Israel, Chile, South America, Japan, Germany, China, and Sweden.
- Certifications include: Registered Corporate Coach (RCC), Leaders Coaching Leaders Coach (LCL) and Facilitator, Certified Professional Driving Forces Analyst (CPDFA); (CPBA); (DISC Certified); Certified TriMetrix HD Analyst (CPHDA), and Certified Professional Emotional Quotient Analyst (CPEQA)
- Formal education includes a Masters of Arts in Industrial Organizational Psychology and a Bachelor of Science in Psychology
- Six years as a Human Resource Manager
One complimentary extra hour of coaching in the first session, for a total of 14 hours of coaching.
Diane’s eBook, How to Give Dull, Boring Meetings a Swift Kick in the Agenda. This book provides the new manager with insights on:
- How to manage different behavioral styles in meetings
- How to determine if a meeting is necessary
- Types of meetings
- How to have more effective meetings
- Ways to make meetings fun!
A complimentary “check-in” call 3 months after our final session to help ensure the new manager is still on track. This brings the total number of coaching hours to 15!!
Let's get started to give your managers the leadership foundation they need to make it all the way to the Executive Suite!
The consummate leader is strong, stalwart, unbending, needs no help, and [OK insert sound of a needle scratching across a record here]. The leader above is a dinosaur if indeed such a leader ever did exist. A true leader is the opposite.
A popular leadership training exercise is to have participants list the qualities of their favorite leader or boss and the qualities of their worst. This exercise is revealing to say the least. Today, leaders are more enlightened. Not! Recently, I had a coaching client whose manager kept a jar on his desk with a phrase printed on it. The phrase read, “Employee Ashes.” While many people might brush this off or even find it humorous, the sight of this jar with its message was having an adverse effect on my client. In addition, the manager had a management style befitting the phrase on his beloved jar. In fact, this jar and her boss’ management style evoked such feelings in my client that she and I were working to find her a new job as quickly as possible.
A quote attributed to Ralph Nadar, consumer advocate, lawyer, and author, states: “I start with the premise, that the function of leadership is to produce more leaders, not more followers.” The leadership in small to mid-sized organizations often fail to see a need for leadership development. Considering two facts should make it obvious that leadership development is essential to the survival of such organizations. A White Paper by Center for Creative Leadership echoes this idea.
Fact One: An organization is either growing or dying
Fact Two: Leadership will be needed to guide growth, sustain growth, and take growth into the future.
Let’s take a deeper look at fact one. Organizations must grow in some capacity, either more customers or more revenue. The leadership that brings the company to one level, may not necessarily have the skills to either sustain that level or take the company to the next level.
Leadership has certainly become a hot topic. Employee engagement is another hot topic. Some people might want to add to both of these…“or the lack thereof.” Some of you may be asking, “What has this got to do with the price of tea in China?” The topics of and solutions to both good leadership and positive employee engagement are joined at the hip and here’s how.
Poor leadership can lead to poor employee engagement. On the other hand, employees want to be more autonomous and want to be and recognized as leaders in organizations. So, is achieving effective leadership and employee engagement a wash? Not at all, in fact, one hand washes the other and here’s how.
“It’s lonely at the top” is a metaphor we often hear. Top echelon leaders need all the help they can get. Some leaders fear that giving everyone leadership status will cause utter chaos. However, we cannot expect our leaders to be all things to all people. In fact, one source suggests that organizations could use a good restructuring in that the pyramidal organization puts too much pressure on the few at the top. Ideas and accountability for an organization’s success needs to be spread throughout a company.
Bogino Executive Coaching, Bogino Assessments, Bogino DISC Certification, Bogino Team building, Bogino Training, Bogino Speaking
First Things First: How do you build leaders for the future? First realize that middle managers do have the capacity and are in the position to be leaders. Now, provide the training, the coaching, and mentoring they need to carry them through to their next step on the organizational ladder. IN short, middle managers need role models. Performing these vital tasks lays a solid foundation for the future.
Awash in Fear
When in my early thirties, I took swimming lessons. One day I decided I wanted to dive off the diving board. I would sit on the end of the board, thinking courage would show up, give me a nudge, and I would just gently fall into the pool. It didn’t happen. Building up more courage, I would walk to the end of the board, but again courage was off doing something courageous elsewhere. Several times, I built up even more courage and would take off running to the end of the board, stop right at the edge, and my courage ran the other way. Courage drowned in a pool of fear and that fear engulfed my brain, body, and heart. Finally, after what seemed like an eternity, I jumped – and obviously lived to tell about it. This scenario will not fit everyone’s idea of what courage is and isn’t, but it’s my story and I’m stickin’ to it.
Many organizations implement leadership development programs. Often times these are part of a succession plan. This is one face of leadership. This is the “younger” face of leadership if you will. This is the face belonging to those who are ambitious and want to climb the corporate ladder, but who still need skill building training, activities, and additional experience. These programs often consist of topics such as:
- Handling Difficult Situations
- Coaching/Counseling and Mentoring
- Disciplinary Challenges
- Legal Issues Such as Sexual Harassment and Discrimination
- Leaderships Skills
- Performance Management
- Project Management
- Motivating Employees
- Budget and Finance
OK, right off the bat, I’m in trouble for linking kissing and the workplace. But I’m pretty certain that blowing up HR is frowned upon as well. Lately there have been cries to dismember HR in some way, by splitting it up, blowing it up, redesigning it, or doing away with it altogether. In fact, in a report by Deloitte, there is a gap “between what business leaders want and the capabilities of HR to deliver.” The report goes on to state that even HR gives its teams a grade of C-. Business leaders rate HR with a D I would relate the relationship between HR and leadership as that of teenagers and their parents. Here’s why.
When HR or as it was called then, personnel, was first created, it more or less had the behaviors of a child – more play than substance. Personnel at that time was more about planning parties, making everyone happy, and staying in the background. A recent article on hronline.com suggests that changes in the personnel department began with the entrance of women (you knew it would be our fault) in the workforce during WWI. Because of this, a new level of people management became necessary along with more regimented training and better organization.
The 1930s brought a dip in employment, but when WW II broke out, history repeated itself with women filing back into the workforce. Now personnel began shedding its training wheels as the previous work to better employee management was beginning to pay off. After WW II, serious changes began to evolve in the workplace. This is when discrimination began to rear its ugly head or at least began to be noticed and reported. Later health and safety landed on personnel’s desk. In the 1980s organiztions began to see people as valuable assets and the term Human Resources now launched the department into the tween years. Now leadership wants HR to grow up and take some business responsibility and HR wants to be appreciated for its to date accomplishments. As with any family disputes, there is no doubt blame, responsibility, and changes that need to be made on both sides.