To grow yourself as a manager, you have to get out of your comfort zone, and that is why I really appreciated how Mark presented this course. He challenges you to think differently about your current managerial style, he pushes you outside of your boundaries, he is direct and pointed with his comments … and in my opinion this course does not have as much impact if it’s not presented that way.
Overview
A tech company wanted to meet the rapidly changing needs in the market by expanding its offerings through acquisitions.
I helped the company establish common work performance language and concepts across the globe while it launched its acquisitions strategy.
Situation
In order for the acquisition strategy to be successful, the company needed managers and employees to align and integrate their efforts. They wanted to ensure that all employees understood expectations of not only "what" needed to be done, but also "how" to get things done.
My role in this was creating a shared understanding among all 300+ managers of how to develop and communicate performance expectations with their direct reports, leverage the company's internal processes and tools to manage and communicate team performance, and reward good performance fairly and appropriately based on the company's "pay for performance" philosophy.
Action
I partnered with the internal client team to create a strategy for developing managerial capabilities that would help them execute the larger corporate strategy. That meant communicating the vision, identifying the managerial capabilities they needed to develop, and mapping out the execution.
My program focused on:
• Getting everyone on the same page regarding the company's performance management philosophy, tools, and practices. For some employees this was a refresh, with a focus on guiding them toward better habits and practices. For others, these were new concepts, so we focused on teaching and helping them gain proficiency. Same program, but built flexible enough to address a wide range of audience needs.
• Practicing using the concepts and tools together, so that all managers would understand how they applied to their particular roles and responsibilities within the company.
• Aligning the program with the rollout of changes to the company's performance management practices and the implementation of a new HR software platform.
• Delivering the program globally in three months to three continents and seven countries.
Result
Within three months, we established a common language for 300+ managers performance expectations across the globe.
We provided the company with a baseline measure understood and practiced by managers who attended the program, using its performance tools, processes, and philosophy.
View other case studies
Create Management Bench Strength
View Case Study
Retaining Talent in a Down Economy
View Case Study
Consolidation and Scaling
View Case Study
Hypergrowth
View Case Study
Manager Effectiveness: Do What Is Right, Do What Works, or Something Else?
View Case Study
Manager Effectiveness Coaching: What It Is and How It Helps Managers
View Case Study
Manager Effectiveness: How to Develop the Mindset of a Successful Manager
View Case Study