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+Acumen Crash Course for New Managers
A Crash Course for New Managers from +Acumen
Welcome to the Course!
Workbook: A Starter Kit for New Managers
Join the New Managers Slack Group
LEARN TO LEAD: Seth Godin on Leadership
Introducing Seth Godin on Leadership
Leadership is Not Management (3:41)
See the end before you begin the journey (2:50)
Culture defeats everything (5:08)
Selling the dream (3:49)
Enrollment (6:42)
Don't forget rule 6 (2:28)
Authority vs. Responsibility (4:08)
Certain Failure (2:03)
It's Personal (3:54)
Bonus Insights from Seth #1 (2:18)
Bonus Insights from Seth #2 (2:47)
SUBMISSION 1: Your Leadership Vision
LEARN TO GIVE FEEDBACK: Kim Scott on Radical Candor
Introducing Kim Scott on Radical Candor
Introduction to Radical Candor (0:45)
A Story of Radical Candor (5:16)
What is Radical Candor? (And Why is it So Hard?) (3:12)
3 Traps to Avoid to Become a Better Boss and Coworker (2:39)
4 Ways to Create a Culture of Radical Candor (1:22)
How to Solicit Feedback (6:19)
How to Give Feedback (4:44)
How to Gauge Radical Candor (2:56)
How to Encourage Radical Candor (2:10)
Debunking a Myth About Radical Candor (2:07)
A Story of Obnoxious Aggression and Manipulative Insincerity (3:15)
A Story of Ruinous Empathy (3:57)
Adjusting Radical Candor for Different Individuals and Contexts (1:47)
How to Create a "Speak Truth to Power" Process (3:52)
Final Words of Advice from Kim (2:18)
SUBMISSION 2: YOUR FEEDBACK SCRIPT
LEARN TO HOLD TOUGH CONVERSATIONS: Sheila Heen on Difficult Conversations
Introducing Sheila Heen on Difficult Conversations
What is a Difficult Conversation? (0:42)
Why Do Difficult Conversations Matter? (0:34)
Shift from a Message Delivery Stance to a Learning Conversation (1:11)
Unpacking the 3 Layers of Any Difficult Conversation (2:54)
Assignment 1: Frame Your Own Difficult Conversation (2:21)
How to Negotiate with Your Internal Voice (1:42)
Case Study 1 (1:16)
Coaching in Action: Shifting from the "What Happened" Conversation (3:49)
How to Shift Away from Blame (4:52)
Case Study 2 (0:54)
Coaching in Action: How to Handle this Difficult Conversation (3:26)
Assignment 2: Map Your Joint Contribution System (1:43)
Dealing with Feelings (4:23)
Assignment 3: Dealing with the Feelings Layer (1:21)
Why Identity Matters in Difficult Conversations (1:54)
How to Grapple with Identity in Difficult Conversations (2:02)
Assignment 4: Prepare to Address the Identity Layer (1:19)
When Should You Have a Difficult Conversation? (4:03)
Assignment 5: Identify Your Purpose for the Conversation (0:39)
Start Conversations from a Third Story (3:32)
How to Listen in a Difficult Conversation (2:39)
How to Speak Up for Yourself in a Difficult Conversation (2:15)
Parting Words of Advice from Sheila (2:11)
Assignment 6: Prepare For Your Own Difficult Conversation (2:05)
SUBMISSION 3: Your Difficult Conversations Map
LEARN TO USE DATA FOR HIRING and PERFORMANCE ANALYSIS: Prasad Setty on Using Data to Inform People Decisions
Introduction from Prasad Setty (0:39)
Understanding the Intersection Between Human Resources and Data Science (2:33)
The Fundamentals of People Analytics (2:54)
The First Steps to Build a People Analytics Function within Your Organization (7:39)
How to Begin Complementing Human Decisions with Data (1:58)
Behind the Scenes: Google's Research on Building Great Teams (4:00)
Diagnostic Tools to Apply to Your Own Team (1:45)
Why Psychological Safety Matters for Teams (3:58)
Behind the Scenes: Google's Research on Effective Managers (4:31)
Applying People Analytics to Social Enterprises (1:25)
How to Use Data to Influence Real Behavior Change Amongst Employees and Peers (2:17)
How Managers Can Use Data to Drive Fair and Equitable Decisionmaking (0:59)
MANAGEMENT in ACTION: Learn from Alexandria Lafci of New Story Charity
Introducing Alexandria Lafci on Managing in a Social Startup
Apply Management Lessons to a Real Organization
How to Develop Team Culture
How to Think about Hiring
How to Think about Developing Employees
How to Think About Performance Management
Final Reflections
SUBMISSION 4: Share Your Final Reflections and Action Steps
Post-Course Survey
Apply Management Lessons to a Real Organization
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