{"id":19161,"date":"2019-07-15T14:14:26","date_gmt":"2019-07-15T11:14:26","guid":{"rendered":"https:\/\/www.ibtdi.com\/?p=19161"},"modified":"2019-07-15T07:18:55","modified_gmt":"2019-07-15T04:18:55","slug":"5-ways-to-train-new-managers","status":"publish","type":"post","link":"https:\/\/www.ibtdi.com\/en\/5-ways-to-train-new-managers\/","title":{"rendered":"Build Better Leaders: 5 Ways to Train New Managers"},"content":{"rendered":"

\"\u00d9\u0086\u00d8\u00aa\u00d9\u008a\u00d8\u00ac\u00d8\u00a9<\/p>\n

\n

Leaders are an integral part of any organization. They shape the entire workplace and serve as stewards of company culture. When <\/span><\/strong><\/p>\n

new leaders join an organization, they have a significant opportunity to influence those around them. They bring fresh ideas and different perspectives, and they have <\/span><\/strong><\/p>\n

creative energy. At the same time, they may face challenges because their ideas and creativity differ from the policies of the organization they have joined <\/span><\/strong><\/p>\n

\u0625\u0644\u064a\u0647\u0627 \u062d\u062f\u064a\u062b\u0627.<\/span><\/strong><\/p>\n

The search for a new leader to join a company\u2019s team is extensive. If you\u2019re looking for a new leader for your organization, take a look at <\/span><\/p>\n

the following points, which may help you in your task of training a new leader.<\/span><\/p>\n

.<\/p>\n

Preparing New Leaders:<\/strong><\/span><\/h2>\n

\n

Onboarding is a crucial factor in the success of any new employee joining an organization. It gives employees the tools they need to contribute, feel included, and achieve<\/span><\/p>\n

\u0646\u062c\u0627\u062d\u0647\u0645 \u0627\u0644\u062e\u0627\u0635.<\/span><\/p>\n

It also affects employee retention: when employees are hired on a strong foundation, their roles are clearly defined, and they feel confident in their work, they are expected to <\/span><\/p>\n

stay with the company longer.<\/span><\/p>\n

\u00a0\u0648\u0645\u0646 \u0627\u0644\u0636\u0631\u0648\u0631\u064a \u0623\u0646 \u062a\u0643\u0648\u0646 \u0639\u0645\u0644\u064a\u0629 \u0627\u0644\u062a\u062e\u0637\u064a\u0637 \u0644\u0644\u0642\u0627\u062f\u0629 \u0627\u0644\u062c\u062f\u062f \u0644\u0647\u0627 \u0623\u0648\u0644\u0648\u064a\u0629 \u0648\u0623\u0647\u0645\u064a\u0629\u060c \u0644\u0623\u0646 \u0627\u0644\u0648\u0642\u062a \u0627\u0644\u0636\u0627\u0626\u0639 \u0627\u0644\u0630\u064a \u064a\u0642\u0636\u064a\u0647 \u0641\u064a \u0627\u0643\u062a\u0634\u0627\u0641 \u0627\u0644\u0645\u062c\u0647\u0648\u0644 \u062f\u0627\u062e\u0644 \u0627\u0644\u0634\u0631\u0643\u0629 \u0623\u0648\u0644\u0649 \u0628\u0647 \u0623\u0646 <\/span><\/p>\n

development. The effort they devote to finding their way is wasted\u2014especially for a new leader.<\/span><\/p>\n

General onboarding programs do not address in depth the people expected to lead the company\u2019s strategies and organization, who need to shape <\/span><\/p>\n

\u0639\u0644\u0627\u0642\u0627\u062a \u0633\u0631\u064a\u0639\u0629.<\/span><\/p>\n

To tailor the onboarding process for new leaders, the Asana team designed a rough prototype. By adapting onboarding programs to meet the needs identified, they found <\/span><\/p>\n

creative ways to identify the day-to-day information new leaders need to learn so they can integrate into the team.<\/span><\/p>\n

\n

Here are four ways to help leaders succeed from day one:<\/span><\/p>\n

\n

\n<\/blockquote>\n

Getting Ready to Welcome the New Leader:<\/strong><\/span><\/h2>\n

If we\u2019ve learned one fundamental thing about onboarding, it\u2019s that it takes a team effort. When new leaders step into their roles, it\u2019s essential to provide those leading the onboarding process<\/span><\/p>\n

with clear information about the responsibilities and roles of the people they\u2019ll be onboarding. Everyone should take part in onboarding; it shouldn\u2019t be limited<\/span><\/p>\n

to specific individuals.<\/span><\/p>\n

Everyone is on the same path, preparing to welcome the new leader and clarify their responsibilities and duties. Once the new leader is appointed, management should bring them together with <\/span><\/p>\n

their fellow managers and employees to develop a plan that meets their needs. Managers and advisors immediately arrange the meetings and in-person conversations that <\/span><\/p>\n

the new leader needs. This ensures that they meet the right people and build relationships at an appropriate pace, supporting their preparation for the role.<\/span><\/p>\n

Finally, as the new leader is prepared and onboarded, a team coordinator remains available to provide administrative support during the new leaders\u2019 first 90 working days. This is<\/span><\/p>\n

extremely important to ensure that new leaders are in the right place at the right time and to help them better understand the company\u2019s assessment tools and practices.<\/span><\/p>\n

This image shows a schedule that helps plan and prepare training for each leader and support their onboarding at the company.<\/span><\/p>\n

.<\/p>\n

Focus on Face-to-Face Interaction:<\/strong><\/span><\/h2>\n

Credibility is critical to the success of Leaders<\/a> new leaders\u2014it helps them earn their colleagues\u2019 respect and trust and succeed in their roles. Because credibility is so important, <\/span><\/p>\n

onboarding should help new leaders build it quickly. To make credibility easier to attain, focus on a high-touch <\/span><\/p>\n

onboarding process and hold one-on-one sessions with new leaders.<\/span><\/p>\n

During these sessions, company employees can answer new leaders\u2019 questions right away, and the company team can make structural changes to the onboarding process <\/span><\/p>\n

if needed. By focusing on each new leader individually rather than working with them as a large group, you can help them gain more <\/span><\/p>\n

An effective way to provide them with the knowledge they need to succeed in their new role.<\/span><\/p>\n

\n

Another approach is to assign someone to support their cultural onboarding. This person is not the leader\u2019s manager or advisor, but their role is to provide answers<\/span><\/p>\n

to the new leader\u2019s questions about the work, how things get done, and the company culture.<\/span><\/p>\n

For example, a new leader may not know that the company pauses its work for a week twice a year to plan. This is called <\/span><\/p>\n

\u0639\u0644\u064a\u0647 \u0641\u064a \u0628\u0639\u0636 \u0627\u0644\u0634\u0631\u0643\u0627\u062a “\u0623\u0633\u0628\u0648\u0639 \u062e\u0627\u0631\u0637\u0629 \u0627\u0644\u0637\u0631\u064a\u0642”\u060c \u0648\u0627\u0644\u0630\u064a \u064a\u0644\u0639\u0628 \u062f\u0648\u0631 \u0643\u0628\u064a\u0631 \u0641\u064a \u062a\u062d\u0642\u064a\u0642 \u0648\u062a\u0646\u0641\u064a\u0630 \u0627\u0644\u0645\u0647\u0627\u0645 \u0648\u0627\u0644\u062a\u0631\u0643\u064a\u0632 \u0639\u0644\u0649 \u0623\u0647\u062f\u0627\u0641 \u0627\u0644\u0634\u0631\u0643\u0629.\u0648\u0634\u0631\u062d \u0645\u062b\u0644 \u062a\u0644\u0643 <\/span><\/p>\n

is the responsibility of the cultural onboarding guide who supports the new leader.<\/span><\/p>\n

We take these steps because managers are naturally responsible for inspiring and guiding others. Leaders, in turn, sustain this cycle by supporting employees, <\/span><\/p>\n

which is why it\u2019s important to set leaders up for success: it enables them to pass that success on to others.<\/span><\/p>\n

.<\/p>\n

Review and Verify:<\/strong><\/span><\/h2>\n

Part of the new leader onboarding program involves collecting feedback and results to continually ensure the process runs smoothly for every new leader. Reviews and <\/span><\/p>\n

follow-ups take place within the first 30 days and again within the first 60 days, helping ensure an effective onboarding process and a positive experience.<\/span><\/p>\n

This process offers many benefits. For example, the experience may reveal that the first leader to go through onboarding and join an established team needs more in-depth onboarding <\/span><\/p>\n

with cross-functional teams to achieve the goal.<\/span><\/p>\n

Ongoing reviews of the onboarding process not only allow us to adjust it along the way, but also give us ideas for how to keep improving it. <\/span><\/p>\n

the onboarding process and sharing knowledge across the company.<\/span><\/p>\n

\n

\n

\n<\/blockquote>\n

Explore Key Issues in Depth:<\/strong><\/span><\/h2>\n

While general onboarding provides a helpful overview of many things a new employee needs to know, we found that new leaders need a <\/span><\/p>\n

deeper understanding of their areas of responsibility so they can get up to speed faster and make fewer mistakes along the way. To achieve this, onboarding should go into greater <\/span><\/p>\n

depth on topics related to the company\u2019s operations and development, as well as how work gets done in general.<\/span><\/p>\n

Providing this additional training as part of any new leader onboarding program helps new leaders feel equipped to integrate and support their teams more quickly.<\/span><\/p>\n

.<\/p>\n

Assessing Each New Leader Individually:<\/strong><\/span><\/h2>\n

\n

Preparing new leaders for success isn\u2019t a one-size-fits-all process, so it\u2019s essential to check each new leader\u2019s progress individually to assess how effective <\/span><\/p>\n

their work experience is.<\/span><\/p>\n

To do this, we activate a 90-day, 360-degree results cycle for each new leader. If any issues arise, a 90-day feedback cycle<\/span><\/p>\n

is a great way to identify them early and work with new leaders to resolve them.<\/span><\/p>\n

.<\/p>\n

\u0645\u0644\u062e\u0635 \u0645\u0627 \u0633\u0628\u0642:<\/strong><\/span><\/h2>\n

Hiring a new leader isn\u2019t the same as hiring an employee for a fixed role, so it\u2019s important to orient the new leader and the team at the same time on responsibilities, policies, <\/span><\/p>\n

and strategies. Ultimately, you\u2019ll have a unique set of values, culture, and ways of working, all working together as a cohesive group.<\/span><\/p>\n

\n

\n<\/blockquote>\n

You should also allow leaders to share the different approaches they\u2019ve used in the past to succeed as leaders elsewhere, which will boost their confidence <\/span><\/p>\n

and accelerate the integration process. Helping new leaders adapt is essential to their success at the company, and this takes place during onboarding.<\/span><\/p>","protected":false},"excerpt":{"rendered":"

\u0627\u0644\u0642\u0627\u062f\u0629 \u0647\u0645 \u062c\u0632\u0621 \u0644\u0627 \u064a\u062a\u062c\u0632\u0623 \u0645\u0646 \u0623\u064a \u0645\u0646\u0638\u0645\u0629\u060c \u0641\u0647\u0645 \u064a\u062d\u062f\u062f\u0648\u0646 \u0646\u0645\u0637 \u0645\u0643\u0627\u0646 \u0627\u0644\u0639\u0645\u0644 \u0628\u0627\u0644\u0643\u0627\u0645\u0644\u060c \u0648\u064a\u0639\u0645\u0644\u0648\u0646 \u0643\u0645\u0631\u0627\u0642\u0628\u064a\u0646 \u0644\u062b\u0642\u0627\u0641\u0629 \u0627\u0644\u0634\u0631\u0643\u0629. \u0641\u0639\u0646\u062f\u0645\u0627 \u064a\u0646\u0636\u0645 \u0627\u0644\u0642\u0627\u062f\u0629 \u0627\u0644\u062c\u062f\u062f \u0644\u0644\u0645\u0646\u0638\u0645\u0629\u060c \u062a\u0643\u0648\u0646 \u0644\u062f\u064a\u0647\u0645 \u0641\u0631\u0635\u0629 [\u2026]<\/span><\/p>\n","protected":false},"author":3,"featured_media":19162,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_ibtdi_aa_focus_keyword":"","_ibtdi_aa_secondary_keywords":"","_ibtdi_aa_audience":"","_ibtdi_aa_tone":"","_ibtdi_aa_summary":"","_ibtdi_aa_reviewer_name":"","_ibtdi_aa_reviewer_bio":"","_ibtdi_aa_reviewer_url":"","_ibtdi_aa_reviewed_date":"","_ibtdi_aa_service_id":"","_ibtdi_aa_related_ids":"","_ibtdi_aa_human_reviewed":"","_ibtdi_aa_disable":"","_ibtdi_aa_disable_links":"","_ibtdi_aa_sources":"","_ibtdi_aa_update_notes":"","footnotes":""},"categories":[491],"tags":[12801,1878,19169,19170,2055],"class_list":["post-19161","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-491","tag-12801","tag-1878","tag-19169","tag-19170","tag-2055"],"_links":{"self":[{"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/posts\/19161","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/comments?post=19161"}],"version-history":[{"count":0,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/posts\/19161\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/media\/19162"}],"wp:attachment":[{"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/media?parent=19161"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/categories?post=19161"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/tags?post=19161"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}