{"id":10611,"date":"2022-11-18T19:31:33","date_gmt":"2022-11-18T19:31:33","guid":{"rendered":"https:\/\/managementcen1.wpengine.com\/?page_id=10611"},"modified":"2024-10-01T21:19:15","modified_gmt":"2024-10-01T21:19:15","slug":"managing-managers-2","status":"publish","type":"page","link":"https:\/\/www.managementcenter.org\/managing-managers-2\/","title":{"rendered":"Managing Managers"},"content":{"rendered":"\n
In this section, you\u2019ll find tools to help you manage managers, define role expectations, and build relationships with staff through skip-level meetings.<\/h6>\n\n\n
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Where to Start<\/h2>\n \n \n
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Managing Managers Toolkit<\/a><\/h4>\n\n
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This toolkit contains an overview of the tools in your management toolbelt and a checklist of the skills, behaviors, and practices to spot for when managing managers.<\/p>\n <\/div>\n <\/i>5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n\n \n

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Six Tips for Managing Managers<\/a><\/h4>\n\n
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Management is both a technical and a relational skill. As the manager of a manager, you\u2019re paying attention to the outcomes they lead their team to achieve and how they relate to their staff in the process. Here are six tips for managing managers.<\/p>\n <\/div>\n <\/i>5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n\n \n

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The Most Important Things a New Manager Should Know<\/a><\/h4>\n\n
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Here are five of the most important things a new manager should keep in mind.<\/p>\n <\/div>\n <\/i>4 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n\n \n <\/div>\n<\/div>\n\n\n\n

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Additional Resources<\/h3>\n\n\n
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Six Tips for Managing Managers<\/a><\/h4>\n\n
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Management is both a technical and a relational skill. As the manager of a manager, you\u2019re paying attention to the outcomes they lead their team to achieve and how they relate to their staff in the process. Here are six tips for managing managers.<\/p>\n <\/div>\n <\/i>5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Managing Managers Toolkit<\/a><\/h4>\n\n
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This toolkit contains an overview of the tools in your management toolbelt and a checklist of the skills, behaviors, and practices to spot for when managing managers.<\/p>\n <\/div>\n <\/i>5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Manager Expectations Sample<\/a><\/h4>\n\n
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Whether you\u2019re a senior leader or a middle manager, you can use this tool to get aligned with your team about management expectations and responsibilities.\u00a0<\/p>\n <\/div>\n <\/i>10 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Making the Most of Managers’ Meetings<\/a><\/h4>\n\n
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Tap into the collective power of your managers with effective managers\u2019 meetings! Here are 5 tips for running them effectively.<\/p>\n <\/div>\n <\/i>3 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Article \/ publication<\/dd><\/dd>\n <\/dl>\n\n<\/span>\n <\/figure>\n<\/div>\n
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The Most Important Things a New Manager Should Know<\/a><\/h4>\n\n
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Here are five of the most important things a new manager should keep in mind.<\/p>\n <\/div>\n <\/i>4 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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3 Steps to Help Someone Learn a New Skill<\/a><\/h4>\n\n
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Investing in people improves staff retention and gets better results. Help your staff develop a new skill in 3 steps.<\/p>\n <\/div>\n <\/i>3 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Managing in a Unionized Workplace<\/a><\/h4>\n\n
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What\u2019s different about managing in a unionized workplace? This article overviews what changes and what stays the same.<\/p>\n <\/div>\n <\/i>3.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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How to Manage Skip-Level Relationships<\/a><\/h4>\n\n
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Interacting with your direct reports\u2019 direct reports\u2014with care, attention, and consistency\u2014has significant benefits. Here are three specific tips for navigating skip-level relationships successfully.<\/p>\n <\/div>\n <\/i>6 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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How to Use Skip-Level Meetings Effectively<\/a><\/h4>\n\n
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Skip-level meetings are one-on-one meetings that managers hold with the staff that their direct reports manage. They\u2019re helpful for building relationships, gaining insight into your team and organization, and getting feedback about the managers that you manage.<\/p>\n <\/div>\n <\/i>7 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Introducing Skip-Level Meetings Sample Emails<\/a><\/h4>\n\n
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Send your managers and staff members these sample emails to get started with skip-level meetings today.<\/p>\n <\/div>\n <\/i>1.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Announcing Unionization to Managers Toolkit<\/a><\/h4>\n\n
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Preparing for a unionization process? Use this resource to prepare to announce staff unionization to managers at your organization<\/p>\n <\/div>\n <\/i>6 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Preparing Managers for Bargaining Toolkit<\/a><\/h4>\n\n
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Use this resource to help prepare your managers for bargaining at the beginning of a unionization process.<\/p>\n <\/div>\n <\/i>3.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Engaging Managers During Bargaining Toolkit<\/a><\/h4>\n\n
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Use this resource to help support your managers through bargaining a first contract.<\/p>\n <\/div>\n <\/i>6.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Project Plan: Unionization Phases One and Two<\/a><\/h4>\n\n
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Preparing for a unionization process? Use this sample project plan to get ready for the first two phases of unionization: recognition and preparing for bargaining.<\/p>\n <\/div>\n <\/i>4.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n

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Caja de herramientas para la gerencia de gerentes<\/a><\/h4>\n\n
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Esta caja de herramientas contiene una panor\u00e1mica de las herramientas de su cintur\u00f3n de gesti\u00f3n y una lista de comprobaci\u00f3n de las habilidades, comportamientos y pr\u00e1cticas que hay que buscar en la administraci\u00f3n de los gerentes.<\/p>\n <\/div>\n <\/i>6.5 min read <\/span>\n <\/div>\n<\/div>\n<\/article>\n <\/div>\n