Online Training 2016 - SUCCESSFUL LEADER-MANAGER TRANSITIONS: How to Improve Productivity, Lower Costs, and Make Transitions More Effective - By AtoZ Compliance

Key Take Away
Accelerate the process by which a new manager and his/her direct reports coordinate their efforts and develop effective business practices by having a greater understanding of each other’s expectations.
Overview
In today’s competitive environment, more than ever, it’s important that each member of work group or department understand his/her roles and undergo productivity training courses to shoulder their responsibilities better. When a manager is moved to a new position developing the work group into an effective team to accomplish business goals without significant downtime is an even greater challenge where leadership skills come into play.
The new manager is in a period of intense action and learning and it is an ideal time to do relationship building training for effective business practices. If the new assignment is a big promotion or change he/she may feel overwhelmed. During this transition period a manager is grappling with the new situation, trying to understand the tasks and problems while assessing the organization and its requirements.
Why Should You Attend
The introduction of a new manager can create “down-time” in productivity while he/she is learning the job. Add to this situation one where the new manager incorrectly assesses the business issues, and that manager can unknowingly get the organization moving in the wrong direction or make no progress at all.
From the time a change in managers is announced, a series of events typically occurs. For the departing manager, emphasis shifts away from relationships and toward tasks that must be performed before leaving. As a result, communication may be strained, important decisions made quickly or even delayed until the new manager assumes their position.
Employees may feel anxious about what will happen to them as well as to the department. In cases where employees are relieved to be rid of an unwanted boss, they may create unrealistic expectations of what the new manager will be like.
To facilitate the process by which a new manager coordinates his/her efforts and develops effective work practices quickly, a transition process can be held for the new manager. Such a process gives all parties an opportunity to clarify roles and responsibilities and get to know each other.
Areas Covered In This Webinar
Develop a greater understanding of each other’s expectations for building and maintaining effective working relationships
Clarify individual roles and responsibilities for interfacing with each other in the work group.
Identify and discuss critical work group or departmental business issues
Establish a common understanding and action plan for addressing identified work group issues and concerns
The transition process is designed to enable new managers and their direct reports to exchange information and establish relationships early, and assist all concerned to understand their objectives as a work group. Further, it is designed to accelerate the process by which the new manager and his/her direct reports coordinate their efforts and develop effective business practices.
Although a transition meeting can be useful for any new manager and his/her direct reports, it is especially appropriate when:
The incoming manager is unknown
Breaks in organization continuity are unacceptable
There is little time for sorting and identifying problems
The incoming manager has a reputation
The departing manager has a hard act to follow
There are significant style differences between the departing manager and the new manager
To be most effective, the process should be facilitated by someone outside the group. The facilitator will play a significant role in the design of the process in conjunction with the new manager.
Learning Objectives
Accelerate the process by which a new manager and his/her direct reports coordinate their efforts and develop effective business practices
Develop a greater understanding of each other’s expectations for building and maintaining effective working relationships
Clarify individual roles and responsibilities for interfacing with each other in the group
Identify and discuss critical group and individual business unit, region or departmental business issues
Establish a common group understanding and action plan for addressing group issues and concerns
Who Will Benefit
Business Unit Leaders
HR/OD Professionals
Mid to Senior Level Leaders
Anyone interested in learning about managing leader transition
Speakers Profile
Richard Buckles
Dick Buckles is CEO of Bianetics, LLC, a San Antonio, TX based firm that consults to such companies as Chevron, Chevroil-Kazakhstan, Fluor, Johnson & Johnson, Hewlett-Packard, the University of California, and others. Prior to owning his own firm, Dick was a senior manager with world class companies such as Edison International, WellPoint, Amoco, ARCO, and Hughes Aircraft Company. He is the author of numerous articles on organizational effectiveness and change and has taught MBA and graduate courses in Quality Management, Organizational Behavior, Human Resources Management, and Psychology at California State University, UCLA, The University of La Verne, and the National Graduate School of Quality Management.
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