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Accelera le transizioni con un business 90 days coaching e un new manager assinilation process!
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SIRIUM CON SILVIA MAURI PRESENTANO
ON BOARDING ACCELERATOR
Esperienze e Soluzioni per Creare Valore
Focus
Visione Tenacia
90 DaysCoaching
New Manage
rAssimilation
Process
On Boardi
ng Accelerator
Perché un training?
I primi 90 giorni dopo una promozione, un’assunzione o un’ acquisizione
sono caratterizzatidalla vulnerabilità dell’ ”incoming”
Manager che deve ricostruire relazioni,
capire il suo nuovo ruolo, acquisire conoscenze
e credibilità .
Da uno studio della Harvard Business Review - marzo 2008, si evince che il 40% delle promozioni fallisce durante
i primi 18 mesi e che un Manager in un nuovo ruolo
raggiunge il suo Breakeven Point non prima dei 6 mesi.
Per una partenza fulminea serve un On-boarding Accelerator!
Promuovi te stessoAccelera il tuo apprendimento
Trova la strategia
Assicurati Early-Wins
Negozia il successo con il Tuo capo Crea coalizioni
Crea il tuo team
Mantieni il tuo equilibrio
Accelera tutti!
Allineati alla struttura
Lo scopo del 90 days coaching è quello di anticipare
il breakeven point dell’incoming Mgr!
New Manager Assimilation Process
"You never get a second chance to make a first impression"
Tecnica di feedback facilitato in grado di accrescere l’efficacia di un team accrescendo la quantità di informazioni condivise .Processo disegnato originariamente da General Electric e usato dalle principali Fortune 40, il cui scopo è comprimere il tempo che necessita per stabilire relazioni tra i subordinati e il loro “incoming Manager”.
Manager e Team in Aula
Facilitator spiega il processo
Agenda,ruoli,regole e risultati
Team DiscussionMgr lascia l’aula. 5/6 temi di discussione. Facilitator riporta
tutto su flipcharts
Full Group DiscussionMgr rientra e affronta le questioni sollevate oltre a scegliere
4/5 action items
Come funziona:
How to Build an A-Team from Day One12:51 PM Tuesday May 11, 2010
. ..Yet as time passes and managers move on to new assignments, they often look back and regret that they didn't develop their team faster and more aggressively. What's behind this seeming contradiction — and what can managers do to establish an A-team as quickly as possible?
Let's start by looking at a few of the dynamics facing a new manager, some of which are described by Michael Watkins in his book The First 90 Days: Critical Success Strategies for New Leaders at All Levels.One factor is that most new managers inherit an existing team and, in fairness, want to give incumbents the benefit of the doubt that they are right for the job. At the same time, most new managers realize that they need to learn about their new business or function, and that much of that learning will come from the existing team…. Given these dynamics, many managers are hesitant to move too quickly, wanting to gather more data before making any dramatic changes. Another delaying factor is that many new managers don't want to risk "breaking" a successful organization, especially when they are not completely knowledgeable about their new business or function, their customers' expectations, and the capabilities of the extended team as a whole. .. Based on these dynamics, many managers may not focus on upgrading their leadership team until it's too late — when it becomes clear that they cannot achieve their goals with the existing crew.So what can you as a manager do to overcome this natural hesitancy about building an A-team early on? Let me suggest two simple steps:First you can conduct an "assimilation" session with your team within a week or two of your appointment. This is a process that was pioneered at GE (and is still standard procedure there) and is now used by many premier organizations. The aim is to quickly clarify expectations between you and your team, and get some of the uncomfortable and difficult dynamics out on the table. A session like this can help you quickly get past some of the awkward dynamics described earlier and allow you and the team to assess each other much more openly.To make the early assessment and development even more effective, the second thing you can do is to challenge each of your managers early on with a short-term stretch assignment. Give them thirty or sixty days to get something important done that pushes them outside their comfort zone. Not only will this help you to make a difference with the business in your first few months, it also will give you invaluable data about the capabilities of your team
If building an A-team is one of the critical ingredients for success in a new assignment, why not get started on it right away?