"i still think if you're going to measure how good of a writer i am, from one to ten, i'm still like a three," he says. "Some people are born more talented than others and that's not me." The author has been working on his book for six months. It was published by Simon & Schuster this month.
The Learning Leader Show With Ryan Hawk
Text LEARNERS to 44222
For full show notes, go to www.LearningLeader.com
Episode #354: WELCOME TO MANAGEMENT Book Launch Party With Doug Meyer
This is the recording from the conversation I had with Co-Founder/President of Brixey & Meyer, Doug Meyer, in front of many of our friends, clients, and colleagues at the Dayton office of Brixey & Meyer.
In WELCOME TO MANAGEMENT, I provide practical, actionable advice to help new managers build and lead committed teams in the face of daunting, unanticipated challenges. He presents a three-part framework outlining best practices distilled from interviews with more than 350 of the most forward-thinking leaders in the world, as well as his own professional experience transitioning from individual producer to new leader.
Through compelling stories and data-backed case studies, the book helps high performers make the leap from individual contributor to manager with greater ease, grace, courage, and effectiveness.
Notes:
- The book writing process: How long did it take to write? What was the proposal writing process like? What led you to sell the book rights to McGraw-Hill?
- Curiosity? Always natural or a learned skill? -- For me, this was something I learned to do... As I learned more, I realized there was so much more to learn.
- The Cycle of Learning -- Operating Framework
- Consume/Learn - The intake engine (read, listen to podcasts, speak with mentors)
- Test - Experiment with what's been learned (You can't just be a learner, you have to be a doer) - "We learn who we are in practice, not in theory."
- Reflect - Analyze results, make adjustments
- Teach - Reinforce learning through sharing with others
- Mentors vs. coaches. Interesting comparison and need throughout life. We discussed the difference and importance of each...
- “Build the skills to do the job, not to get the job.” -- The act of putting your high potential employees in position to actually do the job, not just prepare for an interview.
- Developing self-awareness -- It's important to regularly hold a mirror up to ourselves and surround self with people who will be brutally honest and caring of you and your development.
- WELCOME TO MANAGEMENT will teach you
- Where the real work of leadership begins
- The greatest medicine for fear and how to put it into practice
- Why you need an “Operating Framework” and how to create one
- The 3 key elements to creating a performance culture
- The opportunity that many managers miss after they achieve success
- The seven keys to earning respect
- The quickest way to build trust is through vulnerability
- Managing a team you inherit -- The instant you sign for the job, those are YOUR players. Don't use terms like 'they' or 'them.' It is US and WE.
- The difference between leadership, management, coaching
- Leadership:
- The act of leading is about providing purpose, direction, aligning expectations, and inspiring the team.
- Management:
- Figuring out how to work within the current constraints of the system you are in... It is the administration and stewardship of resources.
- Coaching:
- The two types of coaching:
- Coaching for performance - The 'right now' actions... Behaviors.
- Coaching for development - Longer term
- Dustyn Kim is a fantastic model for humility, vulnerability, and intelligence -- That's what she's the type of leader that I committed to doing everything I could to help her be successful.
- Nobody is 'self-made.' We are are built from communities of people who care about us, help us, and show love and support.
