Being an effective manager entails a steep learning curve that is often times unanticipated by those newly promoted to management roles. A robust manager onboarding plan can help reduce time to proficiency and get managers acclimated to their new role quicker and easier. Consider your current manager onboarding process. How much of it prepares managers to be proficient in their role? Consider the following onboarding workplays to help onboard your next newly promoted manager.
Play #1. Start development before a promotion.
Once a team member shares their interest in leadership and you detect potential in their abilities, begin the process of developing their leadership skills. Create opportunities where they can learn and stretch themselves. Development ideas don’t always involve a fee. It could be as simple as allowing them to shadow a leader at an event, running a meeting, participating in the interview process, assisting with the budget, etc. These example development activities give an employee the opportunity to get more exposure to the leadership role and kick off their preparation period for a future promotion.
Play #2. Include peer mentors.
Newly promoted managers should be paired up with peer mentors who can share smart insight on everyday management situations. These mentors can be selected internally and externally. Just ensure there is a diverse mix of subject matter experts that can share relevant best practices and strengthen their network.
Play #3. Engage the manager’s manager.
It is common place for a manager’s manager to think that their newly promoted manager is able to hit the ground running with minimal supervision. Unfortunately, even the most experienced managers need some type of nurturing by their direct supervisor. Some may need a lot, others may need a little but everyone needs some level of guidance on a consistent basis.
Share suggestions on how much face time managers should have with their management team. Don’t let them leave discussion initiation solely to the newly promoted manager. The reality is some managers will not seek help even when they are floundering. So, have them stay in close contact with the newly promoted manager to help them navigate the managerial terrain.
Play #4. Pace the delivery of knowledge.
Many onboarding programs cram a lot of knowledge (i.e. HR information, compliance training, etc.) in a short span of time. Information is stuffed into a program without any consideration that the employee needs time to process and figure out how it all connects to their role. Keep in mind that most of the information shared will not be used immediately. It is a good idea to share the information but also provide refresher materials on a shared location that can be easily referenced, when needed.
Play #5. Invest in formal training.
A newly promoted manager is most open to learning when they are first promoted. If you start developing managers as soon as they start, you have the best opportunity to develop a foundation of good habits and skill. In turn, they will be more inclined to pass those good habits to others who need it on their team and throughout the organization.
Play #6. Leverage a coach.
A coach has the ability to guide managers through a series of exercises and brave discussions to help them address work and team challenges from a different perspective. While some companies reserve this path only for executives, coaching can be very effective and cost effective for newly promoted managers too.
To drive coaching costs down, many organizations have internal volunteer coaching pools that have proven to be development effective. Another way to reduce the cost of traditional executive coaching is through the use of email coaching to facilitate manager coaching guidance.
Play #7. Integrate team building.
Create opportunities in your onboarding process to allow newly promoted managers to get to know their new teams. Informal social events are great starts to create team rapport. But you also want to include more structured team building events that focus on having team dialogue about team needs, issues, and concerns.
Play #8. Get feedback.
Give newly promoted managers the opportunity to give feedback on the effectiveness of the program. They will have great insight on if and how the program should be improved.
Have you used any of these practices to onboard a newly promoted manager? What ideas do you have to better onboard newly promoted managers? Comment below and share your ideas.
