Day 2 Presenta

3. Agenda
Morning Afternoon
The Art of Captaincy Emotions
Brian Clough Five Dysfunctions of a Team
Decision Making Project You
Management Myths
Confounding Conundrums
A Model for Managing
Buffering Bingo

4. Let me be really clear, I’m not an expert in what you do.
My job is not to tell you what to do.
I don’t know what you do. You do.
My job is provoke you into asking hard questions of
yourself, colleagues, bosses.
Self aware decisions and thought through strategies
outperform blind stumbling.

5. The art of captaincy
The influence of a leader is continuous & elusive
A good leader understand what makes people tick
Performance is a matter of confidence
2 key attributes – never give up & trust your intuition
Mike Brearley, former England Cricket Captain

6. Son, if you want a quiet life
don’t work with people
Brian Clough, Football Manager

7. Decision making
Attention
Intention
Commitment

8. Management is, above all, a
practice where art, science
and craft meet
Henry Mintzberg, Author & Professor of Management Studies

9. Management Myths

10. Management myths
Myth #1
The manager is a reflective systematic planner

11. Management myths
Fact #1
1. Managers work at an unrelenting pace
2. Activities are characterised by
– Brevity
– Variety
– Fragmentation
– Discontinuity
3. Strong orientation to action

12. Management myths
Myth #2
The manager relies on aggregated
information via a formal system

13. Management myths
Fact #2
1. Managers tend to favour informal
communications, especially oral.
2. Gossip, hearsay & speculation form a good part
of a manager’s information diet.
3. Real data lives in the heads of managers not in
reports.

14. Management myths
Myth #3
Managing is mostly about hierarchical
relationships between bosses & workers

15. Management myths
Fact #3
Managing is as much about lateral
relationships among colleagues and
associates as about up and down the
organisation

16. Management myths
Myth #4
Managers must maintain a tight control
of their activities & teams

17. Management myths
Fact #4
1. The manager is neither a conductor or a
puppet.
2. Control tends to be covert rather than overt.
3. Effective managers choose to deal with
constraints positively

18. Management myths
Myth #5
The Internet changed everything

19. Management myths
Fact #5
1. The Internet amplifies the nature of managerial work
that hasn’t changed for a long time
2. It enhances networks while weakening communities
3. It makes managers dysfunctional
– Too superficial
– Too disconnected
– Too conformist
4. Tend to act too quickly & less thoughtfully

20. What’s the most important
part of managing a band?
Don’t say too much
Miles Davis, Jazz musician, bandleader

21. Confusing Conundrums

22. Syndrome of superficiality Predicament of planning Divergence of decomposition Quandary of connecting
Dilemma of delegating Mysteries of measuring Obsession of order Confusion of control
Clutch of confidence Charade of change Ambiguity of acting Coping concurrently

23. Syndrome of superficiality
How do you get in deep when there is so much
pressure to get things done?

24. Predicament of planning
How do you plan, strategise and think ahead
when it’s such a hectic job?

25. Divergence of decomposition
How do you synthesise the whole when the world is
decomposed by analysis?

26. Quandary of connecting
How do you stay in the loop when managing by
its nature removes you from the very thing you
are managing?

27. Dilemma of delegating
How do you delegate when so much relevant
information is personal, oral and often privileged?

28. Mysteries of measuring
How do you manage when you can’t rely on
measuring what you want to manage?

29. Obsession of order
How do you bring order to the work of others
when managing itself is so disorderly?

30. Confusion of control
How do you maintain controlled chaos when one’s
own manager is imposing control on you?

31. Clutch of confidence
How do you maintain a sufficient level of confidence
without crossing over into arrogance and cockiness?

32. Charade of change
How do you manage change when there is a need
to maintain continuity?

33. Ambiguity of acting
How do you act decisively when the ground in
continually shifting from under you?

34. Coping concurrently
How do you manage and cope with all
the conundrums concurrently?

36. Confusing Conundrums
1. In your team choose one of the confusing conundrums.
2. Discuss the issues, predicaments and solutions to the
conundrum [10 min]
3. Present back to the other team
Orange team Green team
Myfanwy Carl
Lynwen Alison
Llyr Keith
Aled Ffion

37. A Model for Managing

38. Information
People
Action
Source: Mintzberg, H. (2009) Managing, Financial Times Prentice Hall

39. Source: Mintzberg, H. (2009) Managing, Financial Times Prentice Hall

40. Inside Outside
Information
People
Action
Source: Mintzberg, H. (2009) Managing, Financial Times Prentice Hall

41. Inside Outside
Information
People
Action

42. Information inside

43. Information (outside)

44. People (inside)

45. People (outside)

46. Buffering Bingo

47. Action (inside)

48. Action (outside)

49. A well rounded manager

50. A Model of Managing
1. Individually choose one of the
eight bubbles in the model
(i.e. one each)
2. Plan how you would go about
practically implementing the
concepts in your day to day
work [15 min]
3. Present back to the others.

51. Inside Outside
Information
People
Action

53. Emotions

54. 5 dysfunctions of a team
Remember teamwork begins by
building trust. And the only way to do
that is to overcome our need for
invulnerability.
Patrick Lecioni, author, consultant

55. 5 dysfunctions of a team
Source: Lencioni, P (2002), The Five Dysfunctions of a team, Jossey-Bass

56. 5 dysfunctions of a team
1. In your team choose one of the dysfunctions.
2. Discuss the how you would go about addressing and solving the
dysfunction in your day to day work [15 min]
3. Present back to the other team
Red team Blue team
Lynwen Ffion
Carl Myfanwy
Aled Llyr
Alison Keith

57. There are two things people
want more than sex and money
. . . Recognition and praise
Mary Kay Ash, founder Mary Kay Cosmetics

58. Project
You