scenario base process map
Take these scenario base question and draft a process map diagram. You can add a third scenario base question of you own,
Prepared scenario Questions
Prepared scenario Questions.
Scenario 1
Congratulations, you’ve been promoted! All your late nights, big ideas and hard work have finally paid off, and your manager has entrusted you with the responsibility of leading a team As exciting as this time may be, many first-time leaders fail to consider the fact that they are now a step above their former peers, and may be directly in charge of people who were once at their same level.
1. What one of the 1st things I want to address?
a. Help people ease into the transition by having one on one meetings with the new team members. Lay out the vision for the team and seek input from each person.
b. Celebrate promotion with peers at happy hour. Then lay out the vision for the team and seek input from your peers.
2. Returning to work the next day, your best friend/coworker John says “Let’s Lets go to lunch and celebrate your promotion. You promotion. On the Border has $2 beers.
a. I can go, but I have to be conscious of the time.
b. I can go, but no drinking is allowed for either of us.
3. While eating lunch with John, he mentions “you just got the job and your changing already” How should you respond to John?
a. I would not acknowledge the statement and change the conversation.
b. I have new roles and responsibility to consider. Let’s set some clear expectation.
Scenario 2
Many people fear being promoted and worry about how they would handle peers when they become subordinates. This is a fallacy. They were peers before, and if you are to succeed, they need to stay as that. They need to understand your role has changed, so recruit them in helping you transition.
1. Sandy takes two hour lunch just about every day. Sandy takes two- hour lunch just about every day. The company only pays you for an hour lunch. How should you handle Sandy’s lunch abuse?
a. No one has said anything about it before, so why start now. I use to do it sometimes too.
b. Have a one-on-one with Sandy concerning here extended lunches or ask for assistance on handling the issue at hand from senior management.
2. Communication is a great tool to use. How do you set boundaries and authority in your new role?
a. Be available, empathize and listen intently to what is in your former peer’s hearts. Let them know you have their back and that your relationship matters.
b. Send out a team email and letting them know your expectation and relaying that now favoritism will be allowed and everyone is going to be treated the same.
Transitionto Leadership
Overview
This course will help you focus on renegotiating your relationship with former peers. You will learn how to help transition your relationship with former peers to managing your peers.
Learning Objectives
· Renegotiate your relationship
Your relationships with former peers will be inevitably altered; this is a loss for everyone, but it comes with the change in positional leadership. The sooner you recognize you can’t continue to have the same kind of relationships you had before you were promoted, the better leader you will be.
1. What are some steps you can take to renegotiate friendships? Select at least two that you can implement. List your selection and explain why in the space below.
a. Eliminate hallway gossip and venting sessions with employees.
b. Meet with former peers and be open about the change in your relationship. Discuss how your relationship will be different now that you are responsible for their productivity and performance appraisal.
c. Address the team member’s questions and concerns.
d. Communicate that you care about the individual and are committed to their success.
e. Set expectations. Acknowledge the team member’s expertise and the importance of their role on the team. Your job as the leader is to guide the team member and support their ability to exercise their expertise, not to replace them as the expert.
f. Be friendly, not friends.
2. What do you think are some common mistakes made by new managers? Select the ones you think should be addressed and justify your selection.
a. Wanting to stay pals with your former peers and not establishing your credibility as a manager.
b. Asserting your new authority too harshly and coming down too hard on former peers.
c. Not giving a former peer honest feedback because you don’t like conflict, and then surprising him/her at a performance review.
3. What are some steps you can take to deal with any resentment from people who didn’t get the job you are now in? Select the ones you would use to addressed resentment and justify your selection.
a. In your 1-on-1 conversations with your old colleagues, you bring the subject up. Get to the kernel of their resentment and, where possible/appropriate, instigate action that can improve their chances of promotion the next time.
b. Be interested and seem to be interested in their careers.
c. One thing you will have to give up is being liked by everyone however with luck in time this will be replaced by respect.
d. If former peers’ sense that you feel you’re better than they are the relationships may be irreparably damaged. Come across as slightly self-depreciating to bridge the gap in your status.
4. What friendship qualities can you keep? Select the ones you would keep and justify your selection.
a. You want what’s best for them. Most friends want success for each other. This is vital for managing your team well. You should want the best for everyone you mentor and grow in your company.
b. You have empathy for them. If they’re going through a tough time, you care, listen, are willing to help, and can give them sound advice. A promotion shouldn’t make you cold and apathetic to your teammates.
c. You’re honest with them. Honesty is the cornerstone of any successful friendship. Most successful business relationships are founded on this principle as well. A good friend speaks the truth, even if it isn’t popular or easy to hear, because they care more about the person’s well-being than their own comfort.
d. You trust them. Good friends trust each other. Good manager and employee relationships are built on trust as well.
Form question
If you were already close friends and your new promotions is making things awkward, here are a few steps you can take to keep your friends without sabotaging your career. Select the steps you would take and explain your selection(s).
e. Explain the potential for discrimination lawsuits and why you need to avoid the appearance of favoritism among your team. Most good friends will understand this dilemma. Reassure them that you won’t penalize them for being your friend by taking away advancement opportunities to avoid appearing biased. Tell them you’ll have to set their friendship aside and give the promotion or next big job to the most qualified person when making these decisions.
f. If you have trouble keeping your emotions out of your managerial decisions, ask an unbiased party to make the final call. It’s okay to admit when you’re emotionally compromised. It’s much better to allow someone else to make these decisions so you can be fair to your entire team.
g. Try to keep your work interactions professional. Don’t let others see any specific familiarity they don’t also enjoy. When you do things as friends outside of work, don’t discuss work. Try to keep these two things separate. Your employee friend is not the appropriate person to vent to about your company or the stress you’re under from your job.
Forum Question
If you were already close friends and your new promotions is making things awkward, here are a few steps you can take to keep your friends without sabotaging your career. Select the steps you would take and explain your selection(s).
h. Explain the potential for discrimination lawsuits and why you need to avoid the appearance of favoritism among your team. Most good friends will understand this dilemma. Reassure them that you won’t penalize them for being your friend by taking away advancement opportunities to avoid appearing biased. Tell them you’ll have to set their friendship aside and give the promotion or next big job to the most qualified person when making these decisions.
i. If you have trouble keeping your emotions out of your managerial decisions, ask an unbiased party to make the final call. It’s okay to admit when you’re emotionally compromised. It’s much better to allow someone else to make these decisions so you can be fair to your entire team.
j. Try to keep your work interactions professional. Don’t let others see any specific familiarity they don’t also enjoy. When you do things as friends outside of work, don’t discuss work. Try to keep these two things separate. Your employee friend is not the appropriate person to vent to about your company or the stress you’re under from your job.
Tips on Renegotiating Friendships
1. Don’t treat them differently but do tread lightly. You’re being viewed under a magnifying glass now.
2. Stays friendly but understand that your relationship has changed. You can’t be a “buddy” and a supervisor at the same time. Your new responsibilities and authority do set you apart from the other employees. But you can still treat everyone with warmth and respect.
3. Don’t stop having lunch with your friends but don’t go out with them exclusively or it will be perceived a favoritism by the other employees.
4. Don’t abdicate your responsibilities and accountability as a supervisor in an effort to maintain your close friendships.
Chapter Quiz 1. Surviving the First Month Assessment
1. Your goal as a new boss should be to form what type of relationship with your employees? ______ “B”
a. A somewhat distant professional relationship.
b. A positive and professional relationship
c. Close friend
d. A lifelong mentor relationship
2. A useful communication tip with your team is, “When in doubt, ______.” “A”
a. Reach out
b. Work late
c. Call a team meeting
d. Assume they heard you correctly
3. The main elements of effective feedback include ______. “A”
a. Be specific, positive, deliver the right amount, own the feedback.
b. Just be candid and positive and feedback will be effective.
c. Provide written example of performance issues, clarify standards, and set new expectations.
d. Be redundant to ensure they hear you, be positive, and impersonal.
Chapter Quiz 2. Connecting with the Team
1. Great rapport is about comfortable, positive interactions that _____. “C”
a. Happen outside of the workplace.
b. Are solely for individual team members, and not for managers.
c. Support the production of quality work.
d. All of these answers
2. New managers sometimes face resentment. If so, they should _______. “A”
a. Be proactive, meet privately, state your observation, and share your expectations.
b. Be proactive, speak publicly correct their behavior so that others can learn from you.
c. Immediately reprimand the employee privately, warn them of future consequences for any bad attitude.
d. None of these answers
.
Chapter Quiz 3. Using Authority Successfully
1. You can correctly establish your authority by _______. “B”
a. Quickly call out bad behavior, model the way and monitor closely.
b. Start small, co-opting employees, and provide autonomy “being authentic and establishing rapport”.
c. Write up the first infraction you see and discuss it with the team.
d. Start small, resist input from the team and carefully follow their progress.
2. As a leader, you’ll likely need a lieutenant, a reliable collaborator and go-to person. What role should this lieutenant fill? _______ “D”
a. They can help you keep in the loop by sitting in a meeting or you when needed and taking great notes
b. They can initiate followership in tough situations
c. They can serve as a conduit for feedback from the team.
d. All of these answers.
Chapter Quiz 4. Managing Change
1. The most important part of diversity is creating a diversity __________. “A”
a. Of ideas
b. Accountability statement
c. Long-term goal
d. None of these answers
2. What does it mean that “leaders model the way?” __________.”D”
a. They are brave and have tough conversations.
b. They admit their mistakes.
c. They try to achieve all stated goals.
d. None of these answers.
Prepared scenario Questions
Prepared scenario Questions.
Scenario 1
Congratulations, you’ve been promoted! All your late nights, big ideas and hard work have finally paid off, and your manager has entrusted you with the responsibility of leading a team As exciting as this time may be, many first-time leaders fail to consider the fact that they are now a step above their former peers, and may be directly in charge of people who were once at their same level.
1. What one of the 1st thingsthing I want to address?
a. Help people ease into the transition by having one on one meetings with the new team members. Lay out the vision for the team and seek input from each person.
b. Celebrate promotion with peers at happy hour. Then lay out the vision for the team and seek input from your peers.
2. Returning to work the next day, your best friend/coworker John says “Let’sLets go to lunch and celebrate your promotion.you promotion. On the Border has $2 beers.
a. I can go, but I have to be conscious of the time.
b. I can go, but no drinking is allowed for either of us.
3. While eating lunch with John, he mentions “you just got the job and your changing already” How should you respond to John?
a. I would not acknowledge the statement and change the conversation.
b. I have new roles and responsibility to consider. Let’s set some clear expectation.
Scenario 2
Many people fear being promoted and worry about how they would handle peers when they become subordinates. This is a fallacy. They were peers before, and if you are to succeed, they need to stay as that. They need to understand your role has changed, so recruit them in helping you transition.
1. Sandy takes two hour lunch just about every day. Sandy takes two- hour lunch just about every day. The company only pays you for an hour lunch. How should you handle Sandy’s lunch abuse?
a. No one has said anything about it before, so why start now. I use to do it sometimes too.
b. Have a one-on-one with Sandy concerning here extended lunches or ask for assistance on handling the issue at hand from senior management.
2. Communication is a great tool to use. How do you set boundaries and authority in your new role?
a. Be available, empathize and listen intently to what is in your former peer’s hearts. Let them know you have their back and that your relationship matters.
b. Send out a team email and letting them know your expectation and relaying that now favoritism will be allowed and everyone is going to be treated the same.