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9 Cards in this Set

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What to do before you start as a leader

* Learn about the organization via website, reports, press, etc.


* Set up interviews with people inside the organization via social networks


* During interview, seek answers to five questions:


o 1. Why is the organization looking for anoutside hire for the position?


o 2. What can make the function or team to be ledmore effective?


o 3. What is currently working in the function orteam to be led?


o 4. What is currently not working in the functionto be led?


o 5. What about the function is keepinginterviewers awake at night?


* Once hired: get info about what needs to be done in the first two weeks, copies of presentations and budget info, set up access cards, email, phone, and set up one hour meetings with boss and entire team for the first day

Two critical tasks for the first day as a leader

1. Meet the boss (~1 hr meeting)


* identify key team objectives, understand bosses view of team strengths/weaknesses, work through meeting schedules and communication styles, share plans for the day and the next several weeks


* arrange follow up meeting


2. Meet the new team


* share background, values, attributes, work habits, family info, and plans for the next few weeks



6 things to do in the first two weeks as a leader

1. Meet with people inside and outside of the team


* key objectives: learn as much as possible and develop relationships


2. One-on-one meetings with key members and direct reports


* key members' current work, objectives, "stars", people issues, what can team do better, and advice for the new leader


3. One-on-one meetings with peers


* peer's objectives, what team does well and could do better, team members, how to communicate with boss, how issues get raised


4. Socialize with peers outside of work, but not with direct reports


5. If team is large, meet with stars in the first two weeks (full of ideas!)


6. Meet with individuals who were once part of the team (gain insights to history of the team)


KEY INFO: what organization sees as critical roles on theteam and if there were any internal candidates for team leader position (they may want you to fail)

6 things to do in the first two months as a leader

1. Gather benchmark info from other orgs.


2. Meet with external customers and suppliers


3. Meet with former team leader


4. Articulate changes, new vision/direction, expectations of team members


5. Utilize strategy-structure-staffing sequence


* clarify roles


6. Seek feedback from peers and recruiters

2 key things to do in the third month as a leader

1. Meet with entire team


* share what was learned from info gathering process, vision of future, new team structure, expectations, rational for team changes (tie changes to attributes from the first day)


2. Meet off-site with direct reports (1 - 2 days long)


* Get agreement on critical attributes and values of what is expected of team members


* Create team scorecard


* Establish operating rhythm (meeting schedule should be sent out on one year calendar)


* Establish task forces to work on key initiatives

5 ways to learn from experience

1. Creating opportunities to get feedback


2. Take a 10% stretch


3. Learning from others


4. Keep a journal of daily leadership events


* Writing can make you more objective, can re-read earlier entries to evolve thinking, repository of ideas for presentations/speeches


5. Have a development plan

5 phases of development planning

o 1. Identifying development needs (GAPS analysis)


o 2. Consist of analyzing these data to identifyand prioritize development needs (gaps-of-GAPS)


o 3. The prioritized development needs in turn areused to create a focused and achievable development plan


o 4. Periodically review the plan, reflecting onlearning and modifying/ updating the plan as needed (AOR model is keycomponent)


o 5. Transferring learning to new environments

GAPS Analysis components

1. Goals


2. Abilities


3. Perceptions


4. Standards


* Use of gaps-of-GAPS to prioritize needs

7 tips for creating a development plan

1. Career objectives (from goals quadrant of gaps) and development objects (from gaps-of-GAPS)


2. Criteria for success


3. Identify on-the-job action steps


4. Whom to involve and when to reassess (feedback)


5. Stretch assignments: broaden knowledge and skills


6. Resources: read books etc. to gain knowledge about development need


7. Reflect with a partner (AOR model)