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Hughes10e PPT Ch03
Hughes10e PPT Ch03
Chapter 3
Skills for
Developing Yourself
as a Leader
Copyright ©2022 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Chapter Outline
• Introduction
• Your first 90 days as a leader
• Learning from experience
• Building technical competence
• Building effective relationships with superiors
• Building effective relationships with peers
• Development planning
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Introduction
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Your First 90 Days as a Leader
The stresses and strains of the first 90 days as a leader are both real and
acute.
The first three months give leaders unique opportunities to make smooth
transitions, paint compelling pictures of the future, and drive
organizational change.
• But many leaders stumble during this critical time period.
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Figure 3.1: New Leader Onboarding Road Map
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Preparing for an Interview
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The First Day: Making a First Impression 1
The first meeting with the boss happens in the boss’s office and lasts an
hour.
• Key topics to address in the meeting
• Identifying the team’s key objectives, metrics, and important projects.
• Sharing plans for the day and the next several weeks.
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The First Day: Making a First Impression 2
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The First Two Weeks: Lay the Foundation 1
New leaders should meet people both inside and outside the team.
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The First Two Weeks: Lay the Foundation 2
One-on-one meetings with key team members should provide the leader
with answers to critical questions.
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The First Two Weeks: Lay the Foundation 3
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First Two Weeks 4
New leaders should make it clear that they want and appreciate their
peers’ help.
• Should schedule regular meetings with their peers to build
relationships and help new leaders stay ahead of potential conflicts.
New leaders should meet with their stars during the first two weeks on
the job.
• Stars can provide ideas for improving team performance and are likely
candidates for direct report positions should the new leader decide to
change the structure of the team.
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First Two Weeks 5
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First Two Months: Strategy, Structure, and Staffing 1
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First Two Months: Strategy, Structure, and Staffing 2
• Where the team has been and where it needs to go over the next one
to three years.
• What the team needs to accomplish and what changes will be needed
to make this happen.
• Their expectations for team members.
Once the proposed changes have been agreed to, new leaders need to
have one-on-one meetings with all team members affected by any
strategy, structure, and staffing decisions.
• New leaders should seek feedback from peers and recruiters.
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Third Month: Communicate and Drive Change 1
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Third Month: Communicate and Drive Change 2
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Learning From Experience
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Building Technical Competence 1
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Building Technical Competence 2
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Building Technical Competence 3
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Advantages of Having a Good Working Relationship with
Superiors
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Building Effective Relationships with Superiors 1
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Building Effective Relationships with Superiors 2
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Building Effective Relationships with Peers
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Development Planning
Peterson and Hicks believe that there are five interrelated phases to
developmental planning:
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Conducting a GAPS Analysis 1
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Conducting a GAPS Analysis 2
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Bridging the Gaps: Building a Development Plan 1
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Bridging the Gaps: Building a Development Plan 2
Reflecting on learning.
• Helps leaders analyze whether the final destination is still the right
one, if an alternative route might be better, and whether there is a
need for more resources or equipment.
• Involves periodically reviewing one's progress with one's boss.
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Summary
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