2. 3-4 Introduction to Toronto Training and HR
5-6 Definitions
7-8 Management competencies
Contents 9-11
12-14
15-18
Typical management behaviours
Managers or leaders?
Psychoanalysis and humanistic psychology
19-20 Delegation
21-25 Implementing employee engagement
26-29 A year in the life of a new manager
30-32 Problems and opportunities for improvement
33-36 Tackling grief at work
37-40 The happy manager
41-43 Managing volunteers
44-48 Managing in a complex system
49-52 Identifying managers of tomorrow
53-58 Training
59-61 Redesigning jobs
62-64 The learning organization
65-66 Building trust
67-68 Making your values valuable
69-70 Attitudes
71-74 Importance of diversity
75-76 Perking up the workplace
77-78 Management of an ageing workforce
79-80 Portfolio management
81-82 Winning an argument
83-84 Managing rumours
85-86 Importance of middle managers
87-88 Ensuring a smooth handover
89-90 Turning around complaints
91-92 Workspace planning
93-94 Smoother public speaking
95-96 Preparing for a presentation
97-98 Case study
99-100 Conclusion and questions
4. Introduction to Toronto Training
and HR
• Toronto Training and HR is a specialist training and human
resources consultancy headed by Timothy Holden
• 10 years in banking
• 10 years in training and human resources
• Freelance practitioner since 2006
• The core services provided by Toronto Training and HR are:
- Training event design
- Training event delivery
- Reducing costs
- Saving time
- Improving employee engagement & morale
- Services for job seekers
Page 4
8. Management competencies
Managing activities which are about getting things
done and the actions required by the organization
Managing the analysis of information and
resources to solve problems and reach decisions
which involved thinking
Managing people and dealing with one‟s own and
other people‟s feelings
Managing the vision, values and assumptions that
underpin the organization
Page 8
10. Typical management behaviours
BEST MANAGERS
1 of 2
Open communicator
Good team leader
Positive personal qualities
Supportive
Coach or mentor
Even-handed
Provide recognition
Effective delegator
Valued my opinions
Page 10
11. Typical management behaviours
WORST MANAGERS
2 of 2
Poor team leader
Poor personal qualities
Poor communicator
Unsupportive
Poor delegator
Unbalanced feedback
Lack of objectives or vision
Not even-handed
Poor coach or mentor
Page 11
16. Psychoanalysis and humanistic
psychology 1 of 3
The early period of breast feeding with its implicit
intimacy between mother and child which leads to
anguish when the child is told to give it up
The anger felt by children over the external control
implicit on toilet training
The disapproval demonstrated by society of
childhood sexuality
The difficulties for all of us to control anger and
aggression in socially acceptable ways
Page 16
17. Psychoanalysis and humanistic
psychology 2 of 3
DEFENCE MECHANISMS
Fixation
Rationalizing things
Regression
Projection
Page 17
18. Psychoanalysis and humanistic
psychology 3 of 3
Need to be open to experience and move away from
defensiveness
A desire to live each moment more fully and
immediately, rather than to relate everything to the
past
Individuals increasingly trust themselves physically,
emotionally and mentally
Individuals take responsibility for themselves and
their actions
Page 18
22. Implementing employee
empowerment 1 of 4
QUESTIONS TO ASK
What do we mean when we say we want to
empower people?
What are the characteristics of an empowered
person?
Do we really need empowered people?
Do we really want empowered people?
How do people actually develop a sense of
empowerment?
Page 22
23. Implementing employee
empowerment 2 of 4
QUESTIONS TO ASK
What organizational characteristics facilitate
employee empowerment?
What can leaders do to facilitate employee
empowerment?
Page 23
24. Implementing employee
empowerment 3 of 4
STEPS TO TAKE
Articulate a clear vision and goals
Foster personal mastery experiences
Modelled exposure
Provide support
Create positive emotions
Provide information
Page 24
25. Implementing employee
empowerment 4 of 4
STEPS TO TAKE
Provide resources such as technical support,
administrative support and ongoing training
Connect to outcomes
Create confidence
Page 25
27. A year in the life of a new manager
1 of 3
Does my organization provide New Managers with
the formal and informal “know-how” they need in
the critical areas of:
–Business orientation
–Expectations alignment
–Political connection
–Cultural adaptation
What are the “enablers” that facilitate a successful
first year on the job and “blockers” that prevent a
smooth transition?
Page 27
28. A year in the life of a new manager
2 of 3
What are the “enablers” that facilitate a successful
first year on the job and “blockers” that prevent a
smooth transition?
What are the differences in experience between
top and bottom performing new managers?
What is my organization doing well to support new
managers?
What can my organization do better to meet the
needs of new managers?
Page 28
29. A year in the life of a new manager
3 of 3
MILESTONES
30 day, sense-making
90 day, connecting
180 day, contributing
365 day, mastering
Page 29
31. Problems and opportunities for
improvement 1 of 2
QUESTIONS TO ASK
What is our mission?
Who is our customer?
What do customers value?
What are our results?
What is our plan?
Page 31
32. Problems and opportunities for
improvement 2 of 2
WHAT CAN YOU DO?
Survey your customers-involve your team
Survey your team (internal customers)
Disseminate the answers and refine the
questioning process
Use the findings to create, execute and maintain
your plan-communicate the findings and act on
feedback
Page 32
34. Tackling grief at work 1 of 3
DEFINITIONS
Grief
Bereavement
Mourning
Page 34
35. Tackling grief at work 2 of 3
Societal views about grief
How do we deal with grief?
Expressions of grief
Effects of grief
Role changes
Business strategies
Page 35
38. The happy manager 1 of 3
WORKLIVES
Work to your strengths
Offer your help
Relationships are the key
Keep it real
Look after yourself
Inquisitiveness is worth it
Value what you do
Enjoy what you do
Smile-it‟s infectious
Page 38
39. The happy manager 2 of 3
RECOGNIZING HAPPINESS
The way we think
The things we do
Page 39
40. The happy manager 3 of 3
HAPPY PEOPLE ARE MORE LIKELY TO:
Secure job interviews
Show superior performance and productivity
Be evaluated positively by their supervisors
Handle managerial jobs better
Page 40
42. Managing volunteers 1 of 2
Valuing the role of volunteers
Defining rules and expectations
Developing volunteer management skills
Reducing client and group risk
Creating clear assignments
Page 42
43. Managing volunteers 2 of 2
Reaching beyond the circle
Orienting and training volunteers
Providing supervision
Making volunteers feel they belong
Recognizing volunteer contributions
Page 43
45. Managing in a complex system
1 of 4
PROBLEMS FACED
Unintended consequences
Making sense of a situation
Page 45
46. Managing in a complex system
2 of 4
IMPROVED FORECASTING METHODS
Drop certain forecasting tools
Simulate the behaviour of a system
Use predictive information-lagging, current and
leading
Page 46
47. Managing in a complex system
3 of 4
BETTER RISK MITIGATION
Limit or even eliminate the need for accurate
predictions
Use decoupling and redundancy
Draw on storytelling and counterfactuals
Triangulate
Page 47
48. Managing in a complex system
4 of 4
SMART TRADEOFF DECISIONS
Take a real-options approach
Ensure diversity of thought
Page 48
50. Identifying managers of tomorrow
1 of 3
Emerge naturally as team leaders, gaining the
regard and respect of their peers, not just for their
technical knowledge but also for their
empathy and judgment
Are sought out by their peers for advice on many
topics, not just technical ones
Page 50
51. Identifying managers of tomorrow
2 of 3
Evidence an organizational perspective and an
understanding of how the company works, how
their units contribute to company success, and
how their jobs, and those of others around them,
fit into the big picture
Demonstrate relationship savvy by dealing
successfully with a broad range of
personalities and perspectives
Page 51
52. Identifying managers of tomorrow
3 of 3
Aspire to a leadership position, not only because
they will make more money but also because they
find a realistic profile of the manager job to be
appealing
Page 52
54. Training 1 of 5
TRAINING NEEDS ANALYSIS
At performance appraisal sessions
As a result of changes
At the instigation of the individual who wants to
improve and develop
As part of the systematic process of induction and
initial training
As part of a recovery program after poor
performance has been highlighted
Page 54
55. Training 2 of 5
A CHOICE OF METHODS
Acting up
Action learning
Audio-visual presentations
Case studies
Coaching and mentoring
Delegation and empowerment
Discussion
Distance learning
Page 55
56. Training 3 of 5
A CHOICE OF METHODS
E-learning
Exercises
Group dynamics
Job rotation
Learning contracts
Learning opportunities
Lectures
On the job
Page 56
57. Training 4 of 5
A CHOICE OF METHODS
Projects
Role play
Secondments
Simulations
Skills instruction
Talks
Webinars
Page 57
58. Training 5 of 5
EVALUATING TRAINING
Reaction
Learning
Job behaviour
Organization
Ultimate level
Page 58
63. The learning organization 1 of 2
MANAGERS SHOULD:
Transform the individual and organization‟s image
of learning with the aim of encouraging lifelong
learning and a desire for continuous improvement
Create knowledge-based partnerships with people
within and without the organization in order to
share ideas and information so that a real
understanding develops
Page 63
64. The learning organization 2 of 2
MANAGERS SHOULD:
Develop and expand team learning activities in
order to encourage people to share questions,
information, ideas, solutions and approaches
Change the role of managers so that they can
function as facilitators rather than controllers
Encourage experiments and risk-taking so that
new possibilities emerge
Create structures and systems that allow people to
extract learning
Page 64
66. Building trust
To obtain instant co-operation, always use the
word „because‟
Adjust your attitude
Speak in positives
Make good eye contact
Give feedback-both physical and spoken
Avoid mixed messages
Be on the lookout for opportunities to say “Me,
too”
Page 66
72. Importance of diversity 1 of 3
It can open up new opportunities through
broadening the customer base
It is part of the increasingly important ethical
stand of organizations
It ensures that selection, training and retention of
people from the entire labour market occurs rather
than part of it only, so that the organization can
attract the best talent
Page 72
73. Importance of diversity 2 of 3
People want to work for fair employers
Organizations are required to abide by legislation
Benchmarking against other organizations will
show that diversity is increasingly considered in
areas such as awarding contracts and supply chain
issues
Page 73
74. Importance of diversity 3 of 3
OVERCOMING STEREOTYPES AND PREJUDICE
The better we know ourselves the easier it is to
see others accurately
One‟s own character affects what one sees in
others
The accuracy of our perceptions depends on our
sensitivity to the differences between people
Page 74
76. Perking up the workplace
Find a point of difference
Going the extra mile
Make sure you measure
Match benefits with goals
Keep employees energized
Look after your workforce
Competition rules, OK?
Give power to your people
Some individuals need a push
Link rewards to results
Page 76
78. Management of an ageing
workforce
Rethink retirement
Talk about it
Rethink the job spec
Offer a change of roles
Be flexible
Reward performance
Keep on training
Widen your net
Make your workplace friendly
Page 78
80. Portfolio management
Give people a purpose
Reinforce the right behaviours
Gain the right skills and experience
Manage conflict
Good process, not bad bureaucracy
Role modelling
Page 80
82. Winning an argument
Let them speak first
Give them credit
Stay calm
Be prepared
Don‟t bamboozle
Strike a match
Reason with them
Get emotional
Flatter
Use your allies
Believe
Page 82
84. Managing rumours
Get your radar in place
Fill the vacuum
Find the source
Consider legal steps
Deny with conviction
Accentuate the positive
Use the credibility test
Call on friends
Page 84
86. Importance of middle managers
Middle managers turn “ideas” from the creative
innovators into “projects” that can be completed
Middle managers coordinate the work of others
Middle managers are primarily responsible for
creating a culture in which the innovators can
deliver their best work
Page 86
88. Ensuring a smooth handover
Don‟t rush it
Prepare handover notes
Update your job description
Accept the newbie may do things differently
Give them a list of your contacts
Introduce them to the team…
…but don‟t fill their head with gossip
Continue to offer advice if asked
Take a back seat
Leave
Page 88
90. Turning around complaints
Let them rant
Say sorry
Ask meaningful questions
Be honest
Empathize
Don‟t pass them on
Join forces
Stay calm
Delve deeper
Be thankful
Page 90
92. Workspace planning
Measure desk use
Set targets
Use space sensibly
Work flexibly
Streamline storage
Clear clutter
Break-out zones
Create brighter spaces
Involve employees
Furniture of the future
Page 92
94. Smoother public speaking
Research your audience
Send out three messages
Body language
Voice accounts for 38% of impact
First impressions count
Connect with the audience
Warm up
Know the subject matter
Believe in yourself
Rehearse
Page 94
96. Preparing for a presentation
Check in early
Make friends with the stage
Take a clock
Microphone
Audio visual
Connect with the organizer
Pre-written introduction
Be your own warm-up act
Learn from the experience
Page 96