Managing better in 2012 January 2012
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One day open training event held in Toronto, Canada.
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Managing better in 2012 January 2012
- 1. Managing better in 2012 by Toronto Training and HR January 2012
- 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
- 3. Introduction Page 3
- 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
- 5. Definitions Page 5
- 6. Definitions What is management? What is management control? Page 6
- 7. Management competencies Page 7
- 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
- 9. Typical management behaviours Page 9
- 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
- 12. Managers or leaders? Page 12
- 13. Managers or leaders? 1 of 2 MANAGERS Planning and budgeting Organizing and staffing Controlling and problem-solving Page 13
- 14. Managers or leaders? 1 of 2 LEADERS Creating a sense of direction Communicating the vision Energizing, inspiring and motivating Page 14
- 15. Psychoanalysis and humanistic psychology Page 15
- 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
- 19. Delegation Page 19
- 20. Delegation Repeat Remind Reinforce Record Return Page 20
- 21. Implementing employee empowerment Page 21
- 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
- 26. A year in the life of a new manager Page 26
- 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
- 30. Problems and opportunities for improvement Page 30
- 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
- 33. Tackling grief at work Page 33
- 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
- 36. Tackling grief at work 3 of 3 Learn Implement Voice Engage Page 36
- 37. The happy manager Page 37
- 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
- 41. Managing volunteers Page 41
- 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
- 44. Managing in a complex system Page 44
- 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
- 49. Identifying managers of tomorrow Page 49
- 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
- 53. Training Page 53
- 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
- 59. Redesigning jobs Page 59
- 60. Redesigning jobs 1 of 2 Job rotation Job enlargement Job enrichment Autonomous work teams Leadership models Quality movement Flexibility Page 60
- 61. Redesigning jobs 2 of 2 REVIEWING THE ORGANIZATION Purpose Activities Grouping Authority Connecting Page 61
- 62. The learning organization Page 62
- 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
- 65. Building trust Page 65
- 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
- 67. Making your values valuable Page 67
- 68. Making your values valuable Survival Authenticity Tension Internalization Individualism Timing Reinforcement Page 68
- 69. Attitudes Page 69
- 70. Attitudes Characteristics of attitudes Intertwining of attitudes and motivation Techniques used to change attitudes Page 70
- 71. Importance of diversity Page 71
- 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
- 75. Perking up the workplace Page 75
- 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
- 77. Management of an ageing workforce Page 77
- 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
- 79. Portfolio management Page 79
- 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
- 81. Winning an argument Page 81
- 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
- 83. Managing rumours Page 83
- 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
- 85. Importance of middle managers Page 85
- 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
- 87. Ensuring a smooth handover Page 87
- 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
- 89. Turning around complaints Page 89
- 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
- 91. Workspace planning Page 91
- 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
- 93. Smoother public speaking Page 93
- 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
- 95. Preparing for a presentation Page 95
- 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
- 97. Case study Page 97
- 98. Case study Page 98
- 99. Conclusion & questions Page 99
- 100. Conclusion & questions Summary Videos Questions Page 100