Dr. CK Bray - Your First 90 Days Managing People

• This audiobook serves as a handbook for new managers during their first 90 days.
• It offers advice, strategies, and real-world examples.
• It stresses building trust, fostering relationships, defining management style, setting clear goals, and adapting to change.
• Effective management requires continuous improvement, self-awareness, and a focus on people, processes, and product.
• The guide emphasizes learning from both successes and failures.
• A mentor plays a vital role in development.

The Transition to Management

• A promotion to management involves excitement and intimidation.
• Managers can significantly impact employees' lives.
• Helping team members develop new skills brings great reward.
• Motivation shifts from individual success to the success and development of others.
• The transition requires new leadership skills and can feel "overwhelming and lonely".

The Three Ps of Effective Management

• Success as a new manager is built on managing "people, processes, and product."
• These concepts are inspired by Marcus Lemonis.

People

• Businesses are based on relationships, and relationships are based on people.
• Managers need to "have the best people in the right roles."
• Managers should develop team members, leverage strengths, and trust employees.
• When people feel trusted, appreciated, and supported, "Everyone wins".

Processes

• Processes are essential for consistency, quality, and efficiency.
• "Well-designed processes enhance employees' ability to reach peak performance."
• Processes increase retention and employee well-being.
• Processes need continuous assessment and alteration based on changing conditions.

Product

• The product or service must bring value to clients and the organization.
• It must reflect the quality of the people and processes behind it.
• "As an effective manager, ensure your product meets customer needs and trends."

Day-to-Day Managerial Responsibilities

• Managers communicate information at all levels.
• Managers attend lots of meetings.
• Managers set goals. Goal setting increases employee connections with their team and organization.
• Managers create and implement strategies.
• Managers hire, train, and develop employees.
• A "rewarding aspect of managing others is watching an individual's skills, capabilities, and performance develop."
• Managers monitor progress and deliverables.
• Managers provide evaluation and feedback. Positive and developmental feedback should be shared often, at least once a week, in short bursts to create a trusting environment.
• Managers may have to terminate employment.

The Five Qualities of a Good Manager

• These qualities help managers create a "reward state" in employees' brains.

Strong Communication

• Managers need to communicate clearly, listen actively, and be receptive to feedback.
• Skilled managers "understand that the success of their team relies on clear communication."

Active Listening Skills

• Listening builds trust, increases comprehension, and broadens understanding.
• It is demonstrated by engaging with the person and connecting with what they are saying with focused attention and eye contact.
• Active listening builds trust and employee wellbeing.

Demonstrating Confidence

• Confident managers inspire trust and provide employees with a sense of security.
• The manager knows their skills and uses them to benefit the company.

Supporting Team Members and Direct Reports

• Managers should play an active and encouraging role in employees' work.
• Fostering a collaborative workplace and holding frequent one-on-one meetings are essential.
• Effective managers open dialogue and produce maximum output.

Ability to Manage Through Change

• Managers must navigate uncertainty and keep the team focused on productivity.
• Managers should help the team accept and embrace change.
• Constant change robs managers of certainty, but negative thoughts can become roadblocks.

Common Mistakes New Managers Make

• Not setting clear goals. It makes desired outcomes 30 times less likely to occur.
• Micromanaging stifles creativity and productivity.
• Being unreceptive to feedback harms the working relationship.
• Being too friendly or seeking to be liked requires managers to maintain a professional boundary with direct reports.

Building Trust and Rapport

• Strategies include:
• Being authentic (self-aware and genuine).
• Keeping your word.
• Praising in public and criticizing in private. Consistent recognition strongly influences trust and praise creates an energy of excellence.
• Creating attainable challenges that stretch individuals but are achievable.
• Providing autonomy signals trust in employees.

Managing Up (Working with Your Boss)

• Strategies include:
• Understanding their goals and how they operate.
• Meeting deadlines.
• Coming prepared to meetings.
• Keeping them informed.
• Being considerate of their time.
• Staying open to their point of view.
• Figure out their trigger points and motivators.

Team Strengths and Weaknesses

• A key responsibility is assessing team and individual strengths and weaknesses to maximize potential and performance.
• Managers also need to be aware of their own biases.

Strategic Planning

• A strategic plan with actionable goals leads to success.
• Setting effective goals that are specific, measurable, achievable, relevant, and time-bound (SMART) is crucial.
• Align individual and team goals with organizational goals.
• Understand company financials.
• Analyze internal and external business factors.
• Brainstorm.

Managing Time and Stress

• Prioritize tasks.
• Stay organized.
• Lead productive meetings.
• Delegate effectively.
• Become comfortable saying no.
• Allow time for rest, rejuvenation, and recovery.

Continuous Learning and Development

• Lifelong learning is essential for a fulfilling life and career.
• Curiosity and lifelong learning is the skill of finding ways to improve constantly.

Key Quotes

• "The role of a manager is fundamental to any organization. Managers are central to ensuring that people and processes are efficient and effective."
• "Effective management is a learned skill. You can learn how to be a great leader if you are willing to practice the skills and techniques you learn."
• "A manager succeeds when their employees succeed."
• "Building relationships with other managers is key to your success. Solid relationships and alliances with other managers help you achieve your goals."
• "A mantra that will serve you well is I am either winning or learning."
• "The key to a fulfilling life and career is to never stop learning."

Target Audience

• New managers within their first 90 days in a leadership role.
• Individual contributors aspiring to management positions are also relevant.

Overall Recommendation

• Provides a comprehensive and practical guide for new managers.
• Offers valuable insights and actionable strategies.
• Emphasizes continuous learning, building relationships, and adapting to change.
• It is a valuable resource for aspiring and current leaders.

FAQ: The First 90 Days

• The first 90 days are critical because they set the tone for your leadership.
• They help establish initial relationships, habits, and behaviors.
• It's important to implement the three P's, "people, processes and product," in order to establish yourself for the long run.

FAQ: The Three "Ps" of Effective Management

• These are People, Processes, and Product.
  • People: Surrounding yourself with good people and developing team members by placing them in roles that build on their strengths by prioritizing relationships and trust.
  • Processes: Having efficient, repeatable, and scalable processes in place ensures consistency and quality and provides a framework for employees to work productively.
  • Product: Ensuring the team delivers the right products and services that bring value to the clients and the organization by understanding the product deeply.

FAQ: Five Key Qualities of a Good Manager

• These are:
  • Strong Communication: Clearly conveying information and actively listening to feedback.
  • Active Listening Skills: Engaging with others, understanding their perspectives, and making them feel heard.
  • Demonstrating Confidence: Exhibiting a strong belief in your leadership abilities and providing employees with a sense of security.
  • Supporting Team Members and Direct Reports: Playing an active and encouraging role in their work, offering frequent feedback, and fostering collaboration.
  • Ability to Manage Through Change: Helping the team accept and embrace change, focusing on productivity and performance despite uncertainty.

FAQ: Common Mistakes and How to Avoid Them

• Not Setting Clear Goals: Ensure goals are specific, measurable, achievable, relevant, and time-bound (SMART).
• Micromanaging: Trust employees, delegate effectively, and avoid excessive control over minute details.
• Being Unreceptive to Feedback: Listen openly to constructive criticism and reflect on what is shared.
• Being Too Friendly: Maintain a level of professionalism and recognize that relationships change as roles evolve.

FAQ: Fostering Trust with Direct Reports

• Key strategies include:
  • Being Authentic: Exhibiting self-awareness, genuineness, and openness about strengths and weaknesses.
  • Keeping Your Word: Honoring commitments and being reliable.
  • Praising in Public, Criticizing in Private: Recognizing achievements publicly and providing developmental feedback privately.
  • Creating Attainable Challenges: Assigning projects that stretch individuals but are also achievable.
  • Providing Autonomy: Allowing team members to work independently and make their own decisions.

FAQ: Building Relationships with Your Boss and Other Managers

• To build a strong relationship with your boss:
  • Understand their working style, communication preferences, and goals.
  • Come prepared to meetings with updates and possible solutions.
  • Keep them informed of progress, concerns, and seek assistance when needed.
  • Be considerate of their time and stay open to their point of view.
• To create alliances with other managers:
  • Focus on collaboration and helping them achieve their goals.
  • Build a network of well-informed colleagues through common interests and projects.

FAQ: Setting Goals and Creating a Strategic Plan

• To set effective goals:
  • Align individual and team goals with organizational goals.
  • Set specific, well-defined, and measurable goals.
  • Break down goals into manageable chunks with deadlines.
  • Focus on small, daily actions that compound over time.
• To create a strategic plan:
  • Review global and company-wide strategic plans.
  • Analyze external and internal business factors.
  • Determine your area of focus.
  • Brainstorm ideas and involve team members and other leaders in the process.
  • Present the plan to your boss, be open to feedback, and track progress regularly.

FAQ: Managing Time and Stress

• For effective time management:
  • Stay organized by creating a to-do list and prioritizing tasks.
  • Lead productive meetings with clear agendas and time constraints.
  • Delegate tasks to leverage team members' strengths.
  • Become comfortable saying "no" to new requests when necessary.
  • Schedule time for rejuvenation and recovery.
• To deal with stress:
  • Take a moment to process before reacting to stressful situations.
  • Address what is most urgent.
  • Delegate tasks appropriately.
  • Seek advice or a second opinion from trusted colleagues.
  • Practice resilience through activities that help you manage and thrive during difficult times.