More Yoda, Less Superman

Being a high performer got you this far. To bring out the strengths of the people on your team requires a new skill — to build a new muscle. To be an effective people manager, you have to shift your orientation from having the right answers to asking the right questions. That's what the people manager workshop is all about. You'll come away from the day with a new appreciation for the power of simple, real-time feedback that invites self-reflection, and how to set the healthy boundaries people need to grow. 

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Thank you so much for the workshop yesterday! My favorite part is that we now have a common language to hold each other accountable for making improvements to our culture and for how we give feedback and accelerate performance concerns!
— Leia Rollag, Director of Operations, IFTTT
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This was a valuable and inspiring experience. I felt as if the material were tailored exactly to my situation, and I came away feeling more excited about being a manager than I’ve ever felt in this role.
— Adam Lord, Sr. Software Engineer @Tivix
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I feel like I now have the tools and framework to be an amazing manager!
This workshop formed a community of people and resources to support me throughout my career as a manager.
— Jordan McIntosh, Member Experience Lead @Stride Health
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Refound provides an excellent set of tools that helped me break down my management style and identify the areas where I was failing my team, as well as the things I was already doing well! It’s the perfect way to learn what you don’t know you don’t know about managing people as a new team lead.
— Ethan Carlson, CEO @Updraft Ventures


Interested in hosting a workshop where you live? Let us know.

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More About This Workshop

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People Managers Too Often Step into Their Roles Without Training or Support

It’s incredibly common: increasingly, companies prefer to promote from within, leaning on current members whose culture fit and technical skills are well established to take on leadership positions. That’s a beautiful thing; but it’s also a potential minefield. 

How do we as new managers earn credibility with reports who were peers just yesterday? How do we let go of the drive to perform stellar individual work — the kind that earned us the promotion — enough to make space to have our teams step up and surpass her? How do we deliver high-quality feedback in a way that accelerates our reports’ growth? And where are we going to find the space and time to grapple with these questions and continue to hone the craft? 


Reset Your Mindset

What is the role and what are the goals of a People Manager? During the first half of the Workshop, we dig in to our current assumptions about People Management, Leadership and Authority. Through a combination of group and independent exercises, we make the space to distill what our goals really are as People Managers. Once the goals are clear, the way you'll think about the role will be completely transformed.

The essence of the mindset shift is this: most high achievers who are promoted into People Manager roles are used to having the right answers, but this ends up holding their team back. They need to start asking the right questions, and in doing so will make space for their reports to come up with their own solutions. We call this concept More Yoda, Less Superman.

Introduce — and Practice — New Methods

Once we understand that a manager's most important job is to foster remarkable growth in direct reports — not to review work product or set strategy — we set share the tactics that can help accomplish this: holding High-Growth One-on-Ones using The Accountability Dial. It’s a tried and true method to incite employees to hold themselves accountable. 


You Will Learn:

• How to let go of old models of authority that result in over-managing or under-managing people in order to find your personal authority style for maximum effectiveness.

• How to inhabit your own unique version of authority by leveraging your default archetype and managing its drawbacks. 

• How to inventory and quantify the cost of micromanagement, not only in the productivity and growth in their reports but also in the organization and in themselves. 

• How to initiate constructive feedback early, follow-up in a timely way, and deepen conversations in recurring one-on-ones that stay focused on how people show up at work.

• How to use The Accountability Dial — with reports, with peers, and up the org chart — to ensure feedback is personally relevant, professionally respectful, and goal-oriented.