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A “Lucky Seven” Set of Tips for the Freshly Minted Leader

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done.

Employee Engagement Starts with Questions

This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?

Now what?

How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”?

Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:

  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.

And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Set clear performance expectations with your new boss.

This boss is now your first leadership mentor. He or she must connect you with resources for acquiring and honing leadership skills. The two of you must also set out a realistic development schedule for you in your new role, with a frank assessment of the hurdles you face (staff disgruntlement, small budget, aggressive goals, and so forth.)

Ask for help often.

Be honest about what you need to learn, and ask for help in getting the training and mentoring you need. Seek other mentors among new leaders in other departments to benefit from the successes and failures of their own transition into management. (They may also benefit from your perspective, too, in refreshing their own leadership mindset!)

Be patient with yourself.

You gain leadership skill over time. Expect to make mistakes. Plan ahead for those moments, and have support in place to get you over those hurdles.

Understand and accept that old relationships will change.

If you now manage old colleagues, you will have to reset those relationships. Some of your old peers will make the transition smoothly, others may struggle with it. Have frank discussions about what the issues are, but keep control over your emotions and maintain control over decision-making and direction. You are the boss, and “cutting some slack” to old friends for poor performance does not help you build an image of an even-handed, fair leader.

Conversing our way to a new relationship.

Conversing our way to a new relationship.

Communicate clearly.

Define “need to know” broadly. You were only recently promoted, so you understand better than more senior managers what a frontline worker needs to work effectively. Act on that insight to keep your team fully informed of project goals, priorities, and deadlines. Effective communication builds trust with your team (you are working to make their professional lives better) and  establishes your credibility. Take time to explain to your team how their own assignments and projects fit into the company’s larger goals. And make communication a two-way street, just as you liked it as an individual contributor. Seek questions and feedback from others every day. The longer you serve as a manager rather than a doer, the more you will need this feedback loop, so make it a leadership habit from Day One.

Be decisive.

A great leader makes decisions, even when you and your team don’t have the chance to gather all the right information. Your job is to marshal your team’s energy and resources to achieve goals, and you must keep everyone forward-thinking and action oriented. This does not mean you stint on truth-seeking and idea exploration, but if a decision point arrives, accept your authority and responsibility and make one.

Develop your people.

You had the good fortune to win a promotion. Part of your job as a leader is now to help your subordinates achieve that same goal (if they seek it.) Actively plan with each employee about their personal goals within the organization. Connect each person with the resources the company offers to help meet those goals. Encourage them to foster relationships with other managers in areas that interest them. If you get the reputation as a strong developer of employees, people will want to work with you, and clamor to join your group.

I could have broken these “lucky seven” elements of building a transformational leadership mindset into ten or even twelve, and added another ten, but my intent is simply to get you to accept that leadership “perfection” is a distant goal, and there are a lot of things you can do right from the start that can raise your effectiveness, while still leaving you the freedom to fail, ask for help and learn. As long as you value your employees and their contribution, accept personal responsibility for successes and failure, demand similar behavior from your team, and have a bias towards action, you will steadily develop yourself into an effective leader.

If you are a newly promoted manager, and have a few thoughts to share with other folks in similar positions, leave a comment about it under this article. Everyone benefits from sharing experiences, as it accelerates our mutual understanding of how leadership mindsets develop!

Enjoy your leadership journey!

Note: While I wrote this to help launch new managers more productively into their new roles, I bet you know a few seasoned managers that didn’t get the help they needed to launch their own leadership career the right way. Share this short list with them to help them kick-start the process of resetting and rebuilding their leadership mindset the right way.

 

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  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Workplace Zombies that Drag Down Productivity – Beware!

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Four Leadership Tips to Make November More Productive

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Bovo Tighe Boosts Productivity by Raising Employee Engagement – Team by Team

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Aberdeen Research Finds Connection Between Employee Engagement and Customer Satisfaction

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

The ROI of Team Engagement – How to Measure?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

How Well Do You Grow Future Leaders?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Challenge Negative Mindsets When Pursuing New Ideas

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

A Fresh Start on Performance Reviews: Alere Sets a Great Example

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Generation Xers are Today’s Leaders – Invest in Them

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

How Can Your Words Build or Break Trust With Co-Workers?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

The Lemonade of Employee Turnover

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Google Survey Connects Workplace Flexibility to Morale – No Surprise There!

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Employee Engagement is a Two-Way Street

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

You Will Not Engage Every Employee – Nor Should You

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Make August Your Personal Rejuvenation Month

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

The Unbiased Opinion is a Myth. Discard It.

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Time to Act Civilly at Work? Professor Porath Says It Pays Off.

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

When Motivating Employees, Do Words Get In the Way?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

How to Sell Senior Executives on the Value of Talent Development

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Temporary Project Teams Need Scaffolding to Work Well

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

To Manage or To Lead – That is the Question

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Break Conversational Habits to Break Out of Ruts

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Schedule that “Thirdly Review”!

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Make Spring Fever a Productive Force at Work

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Change Happens Inside Out – Driven By Middle Managers

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Hiring Outsiders Costs Money. Save it by Investing in Human Development.

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

How Quickly Does Your Culture Sub-Optimize New Talent?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

How Do You Fix a Jerk at Work?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Valentines Day Marks the Halfway Point in Q1 – How Are Your Leadership Resolutions Fairing?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

More Grist for the “Why Are Employees Not Engaged” Chat Mill

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Dave Tighe Joins Writers on LinkedIn as Employee Engagement Expert

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Leadership Tips for Kicking Off 2015

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

In 2015 Employee Engagement Will Look Like It Did in 2014…and 2013…

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Employee Engagement Must Address Professional and Personal Performance Factors

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

January Leadership Advice Deluge has Begun! Resist the Urge to Read It All.

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

McKinsey Offers Evidence: Senior Executives Still Struggle With Leadership Habits

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Happy Holidays from Bovo-Tighe!

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

2014 is Done – Time to Kick-Start January

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Sweat the Small Stuff Says Rory Sutherland in a TED Talk – This is What Bovo-Tighe Does for You

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Happy Thanksgiving from Bovo-Tighe

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Just Twenty Working Days ‘Till Christmas – What Can You Get Done???

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Defend Human Development Investments Strategically

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Be Great to Work With

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Leaders Must Still Manage. You Don’t Get Off That Hook!

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

It Takes Time to Change Employee Habits – And Lots of Support.

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Employee Recognition – Easy to Say, Hard (it seems) to Do

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Misguided Advice from Monster about Aspiring to a Leadership Role

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Honda Waigaya and Outward Bound – Lessons in Patient Leadership

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Master the Art of Questioning (and Listening) to Better Raise Productivity

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Kick-Start Your Team’s Productivity Push for Autumn

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Leaders Master the Art of Questioning to Raise Employee Engagement

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Halogen Software Offers Sample Comments for Performance Reviews. We Disapprove!

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Asking Silly Questions Makes You Smarter

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Employee Engagement is Personal, So Personalize Your Approach

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Maslow’s Hierarchy and Employee Engagement – Make the Connections!

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

The Case of the Market Basket CEO – Leaders Who Care Get Strong Employee Support

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Leaders: Spend More Time Leading People and Less Time Doing Stuff

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Take Steps to Run Better Meetings – Walk While You Talk

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Confident Leaders Keep Arrogance at Bay With a Dose of Humility

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Employee Engagement is Really Simple – But Does Take Energy and Focus

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Great Leaders See Themselves as Others See Them – And Engage Better

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Sayonara June! Hola July! Time for Mid-Year Resolutions.

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Leaven Your Positive Leadership Outlook With Real-World Negativity – Pursue the Truth!

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Reset Your Leadership Mindset for the Next Six Months

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Great Leaders Make Life Better for Their Followers

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Defend No Process – Defend the Mission Against Old Processes

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

How to Maintain Workplace Productivity During the Summer Vacation Season

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

A More Productive Mindset for Work in Six Steps

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

A Great Set of Productivity Tips – Read This Instead of Facebook at Lunch Today

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Honor the Last Full Measure of Devotion on Memorial Day

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

As a leader, you will get angry – How you handle that anger is critical to team productivity

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Middle Managers Can All Lead – If You Show Them How

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Never Assume: Pursuit of Truth Makes Decision-Making Better

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

The Last Mile of Employee Engagement is the Hardest to Travel

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

We Love the Energizing Month of May

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Transformational Leadership Skill Spring Shape-Up

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Still Pushing Employees to the Brink: A bad habit from the Great Recession.

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Toyota Agrees: Machines Don’t Innovate – People Do.

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Leadership Development Gaps Expose a Lack of Strategic Commitment

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

“Overnight” Organizational Change Takes Great Long-Term Leadership

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Does Your Online Presence Promote You?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Leaders Don’t Pick Winners: Develop All of Your Team Members

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

May the Wind be at Your Back this St. Patrick’s Day

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Leadership Lessons for the Ides of March

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Our Foundations of Excellence Refresher

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Great Conversations Build Employee Engagement

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

i4cp Research Isolates Six Key Employee Engagement Factors

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Tap Untapped Talent You Have Already Hired

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Each Great Leader is Unique, But They All Engage

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Bovo-Tighe Supports Shell in Launch of New Gulf Platform

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Annual Performance Reviews Should be the Icing not the Cake

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Resources We Rely On for New Ideas about Employee Engagement

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Machines Don’t Innovate: People Do.

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Hide From Your Manager to Get More Done!

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Leadership Quotes to Get Your Mind Set for February

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Leadership Development Does Not Have to Cost an Arm and a Leg

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Brooke Bovo at TTI Winter Conference: Love Your Clients, Not Your Expertise

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Why Does Leadership Development Fail to Create Great Leaders?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

New Year Resolution: Make a Habit of Your Productive Mindset

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

OSHA Discloses Most Common Workplace Hazards – The List Remains the Same

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Leadership Lessons from Scrooge and the Grinch

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Merry Christmas from Bovo-Tighe

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

McKinsey Highlights Slow Adoption Rate for Intra-Company Social Networks

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Holiday Employee Gifts that Cost Little More Than a Bit of Your Time

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Books to Inspire Great Leaders Include Goodwin’s “Team of Rivals”

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

A Culture of Agility Requires a Commitment to the Pursuit of Truth

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Lean Manufacturing Demands Fully Engaged Employees

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Happy Thanksgiving from Bovo-Tighe

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Rob Markey of Bain and Co.: Employee Engagement Rocks!

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Flexible Job Schedules Can Win Employee Loyalty

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Employee Engagement a Strategic HR Imperative for 2014

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Maintaining Work-Life Balance During the Holidays

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

The Paradox of Employee Engagement: It Works Yet Few Companies Try

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Remember Veterans on Veterans Day with a Heartfelt Thank You

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Defuse the Gunpowder Barrel with Sustained Employee Engagement

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Happy Halloween from Bovo-Tighe!

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Minga Foundation Ups Productivity by Raising Awareness of Personal Motivators

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

How Pessimists Keep Optimists in the Black

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Gallup Employee Engagement Results Not Budging

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Stop Being Nice at Work? Not So Fast!

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Aberdeen Report Finds Competitive Advantage for Companies that Improve Hiring Processes

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Three Leadership Tasks That Unleash Team Productivity

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

What Prevents Teamwork From Adding Value?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

How Can You Make a Vacation From Work Truly Stress-Free?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Time Off is Restorative – Organizations that Don’t Encourage It Lose Out

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Have Employees Track Their Own Successes to Raise Engagement

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

A Quick Cost/Benefit Analysis of Employee Training and Development

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Bovo-Tighe Participates in 2013 CLO Forum

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Labor Day in the U.S.: A Connection to Employee Engagement

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Great Employee Engagement Starts by Asking a Lot of Questions

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Leadership Inspiration for a Hot Day in August

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Employee Engagement Remains Elusive: You Are the Problem and the Solution

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

More Thoughts on the Great Value of Middle Management Leadership Training

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Working from Home Does Raise Employee Engagement, if Done the Right Way

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Define leadership more broadly. Anyone can lead, at any level.

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Engaged Employees Accumulate Business Acumen

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Engaged Employees Honor the Pursuit of Truth – And You Should Value That Trait

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Bovo-Tighe Presents Dole Case Study at HR Star Conference

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Build a Corporate Culture that Embraces Change

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Happy Independence Day

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Celebrating Failure? You Bet! How Else Can You Learn New Stuff?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

CEOs Must Foster Culture Based on People – Not Process

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Gallup Confirms the American Worker Remains Unengaged

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Bovo-Tighe Senior Consultant Steve Eddy Honored at the University of Nebraska

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Is it possible to be overworked and underutilized?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Create Great Leaders in Your Organization

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Retain Talent by Fostering Professional and Personal Growth

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Leadership Starts with Engagement

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Take the Time to Say Thank You to Those Who Died Defending Us

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

When Should You Micromanage Employees?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Leadership in Public Management

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Time to Rehire Yourself?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Of Lollipops and Leadership

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

HubSpot and Netflix Offer Insights on Building Productive Organizational Cultures

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Why We Love May at Bovo-Tighe

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Are Millennials Really Different About Job-Hopping?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Bovo-Tighe and Harvard Business School Are On the Same Page

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Lessons on Leadership from Britain’s Royal Navy

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Raise the Meaning Quotient for Employees to Raise Productivity

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Employees Can Only Manage Their Time if the Organization Lets Them

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Social Media Collaboration is Shaking Up How Employees Engage with Each Other

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Goal Alignment Takes Work and Communication that Counts

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Our Philosophy about the Pursuit of Truth Includes Your Health

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Three Key Drivers of Employee Engagement

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

March Madness is a Leadership Moment

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

May the road rise to meet you on this St. Patrick’s Day.

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

QBQ works well with the Bovo-Tighe Foundations of Excellence philosophy

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Leadership Tales from Top People – Courtesy of LinkedIn

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Marissa Mayer Should Focus on Employee Engagement

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Accelerative Learning Article Now Posted on eZineArticles.com

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Drop Your Information Filters to Boost Engagement with Fellow Employees

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

More Thoughts on How to Engage Employees

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Challenging “Accepted Wisdom” Unlocks Creativity and Productivity

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Quotes that make you think – Are you open to the truths you need to hear?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Passion at Work: Nurturing it Starts the First Day of Employment

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Stephen Covey: A Truly Inspirational Force for Innovation in Human Development

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Summer Thoughts on the Pursuit of Truth

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Employee Dissatisfaction Still the Norm in 2012 – Therein Lies Opportunity!

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Exploring 8 Rules for Creating Passionate Corporate Cultures (Round Three)

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Stop Hating Meetings: Fix Them Yourself!

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

New Bovo-Tighe Article on eZineArticles.com about Better Meeting Practices

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Employees are Consumers of Corporate Culture: They won’t “buy in” until you earn their trust!

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

101 Steps Towards Better Leadership

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Transformational vs. Transactional Leadership: A Worthy Distinction

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

The Cure for Bad Meetings: Pay Attention and Contribute!

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Caring for Your Employees Unlocks Great Productivity

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Leadership Behavior Can Stifle Productivity – Even Unintentionally

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Leadership: Its Trappings Lead Good People Astray

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Information Underload: Bad for Employee Engagement

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Zen and the Pursuit of Truth at Work

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Client News: Shell Sets Record for Deepest Oil and Gas Well

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

How Kingsford Charcoal Taught DuPont a Thing or Two about Employee Engagement

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Bovo-Tighe Client Newsletter – November 2011

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Workplace Time Wasters: Facebook vs. the Two-Martini Lunch

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Dumb Things Bosses Do

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Dumb Things Bosses Do

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Bovo-Tighe Client Newsletter October 2011

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Steve Jobs: A Born Visionary Who Learned to be a Leader

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Old United “Speech” Ad Still Resonates Strongly in the Digital Age

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Power Breeds Overconfidence in Leaders

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Do You Know All the Facets of Employee Engagement?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Coaching for Senior Executives Must Come Up From Subordinates

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Bovo-Tighe’s September Client Newsletter – 2011

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Bovo-Tighe Client Newsletter – Summer 2011

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Presenting at the National Property Management Association Annual Education Seminar

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Bovo-Tighe connects with the HR community at the HR Star Conference

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Book Review: How to be Happy, Dammit!

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Bovo-Tighe Client Newsletter June 2011

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

One-Foot-Out-the-Door Disease is Bad for Productivity

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

How best to make leadership training truly work? Never stop!

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Bovo-Tighe shares a snap-shot of its ongoing work on Alaska’s North Slope

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Leadership: It all starts with you

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Bovo-Tighe Newsletter May 2011

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Bovo-Tighe at the Offshore Technology Conference

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

We applaud our client, the Elizabeth Glaser Pediatric AIDS Foundation, on their Webby Award

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Technoserve extends its initiatives in Africa by leveraging Bovo-Tighe expertise.

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Irrational Decision-Making: Embrace the Human Factor!

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Performance Management Needs to Recover its Mojo

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

A standing ovation for an active client, Technoserve, which helps poor communities thrive worldwide!

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Bovo-Tighe’s March 2011 Client Newsletter

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

The Bombardier Case Study: Successful Commitment to Employee Engagement

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Talent Management: All agree we need it. Few act on it.

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

On Performance Reviews: The Urge to be Better-than-Worst Raises Productivity

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Influence Competence: Effective Employee Engagement Skills Under a New Name

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Talent Management: How It Helps With Crisis Management

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Employee Engagement: Have you thought about ice cream?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Tasked with Corporate Training? Seek Outside Help

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Corporate Communications: Keep an Equal Balance Between Ethics and Achievement

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Changing Corporate Mindsets is the Critical Path to Cultural Change: Now We Have Research to Prove It!

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Bovo-Tighe explores Kazakh Psychologies of Achievement

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Corporate Cultures: Bottom-up change is best.

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Are people truly your company’s best asset? Can you prove it?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Compensation Plans vs Employee Emotion

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Pay-For-Performance versus Full Engagement

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

On Leadership: Would you work for yourself?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Employee Engagement is simply the Foundation for Excellence

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Why doesn’t employee training work better?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Change Management: The entire organization needs to participate

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Fostering Innovation: HR Must Lead the Way

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

About that left brain-right brain split: It doesn’t happen.

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

With Leadership Development: Are We Smarter that Fifth-Graders?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Bovo-Tighe’s January 2011 Client Newsletter

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Corporate Flu Epidemics: What Sort of Infectious Attitudes Do You Spread Around?

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Bovo-Tighe December Newsletter

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Change employee behavior by changing their bad habits.

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Be the first on your block to re-engage your employees.

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Performance Reviews done well require great communication.

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

No One Was Ever Motivated by a Meeting

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

No One Ever Improved by Having Their “Performance Reviewed Annually”

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Meetings That Rock!

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Corporate Mission Statements die on Plaques

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

Inhibit Intellectual Growth and Innovation in Your Company

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

How to incorrectly use ‘Management By Objectives’

I congratulate you on your recent promotion into management! You have been a solid and innovative contributor to the organization throughout your time with it, and the offer to move up into a leadership role represents a reward for a job well done. [caption id="attachment_951" align="alignright" width="210"]Employee Engagement Starts with Questions This new front-line manager seems to have a lot of questions. Who is going to help her find the answers?[/caption] Now what? How do you make this critical transition from follower to leader? How do you shift from managing tasks and projects to managing a team of people? How do you remove yourself from “doing” and get better at “directing”? Although it seems like some people have a natural ability to lead, everyone struggles with this shift in mindset and behavior:
  • Your job relationship shift from peer-to-peer to leader-follower with old colleagues.
  • Your relationships with other managers shift from follower to peer.
  • Your relationships with senior managers remains one of follower, but with heightened expectations for performance.
And they seemingly have to happen overnight! My recommendation: Toss that “overnight” mindset out the window or over the cube wall. You must give yourself the time and space to learn how to lead people, and the organization must help you work through this big transition if it wants you to succeed and continue to contribute at a high level. Here are some of the key aspects of this transition that you can control to help you run up the leadership learning curve as a first-time manager:

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