Managing...getting things done through other people

1. Jump start your Business Managers Orientation (Phase 2) 2009 Service on Sight Research & Consultancy Inc

2. MANAGEMENT Getting things done through people

6. Module 1: Planning Diagnosis What is your current situation? Where are you now?

7. Module 1: Planning Objectives Where do you want to go?

9. Module 1: Planning (Objectives) BUSINESS OPERATING EXPENSES MONTHLY A. Secretary and or Messenger's Salary B. Representation Expense C. OTHER OPERATIONAL EXPENSES  Transportation / or Car Expense  Office Supplies  Utilities D. Others Subtotal

10. Module 1: Planning (Objectives) PERSONAL EXPENSES MONTHLY A. Home / Family Expenses  Food  Clothing  Rent  Utilities B. Recreation C. Others Subtotal

11. SAVINGS AND ACCUMULATIONS A. Savings B. Investment C. Others Subtotal

12. BUSINESS OPERATING EXPENSES PERSONAL EXPENSES SAVINGS AND ACCUMULATIONS MONTHLY TARGET INCOME

14. Module 1: Planning Methodology How do I get there? What must I do to make sure I get to my destination?

36. Concept of Situational Leadership

37. Situational Leadership “There is nothing so UNEQUAL as the EQUAL treatment of UNEQUALS”.

39. Leadership Skill: Flexibility able to use different leadership styles

45. There are four leadership styles, but there is NO ONE BEST leadership style.

46. Leadership Styles Chart Supportive Behavior Directive Behavior High Supportive & Low Directive Behavior S3: SUPPORTING High Supportive & High Directive Behavior S2: COACHING High Directive & Low Supportive Behavior S1: DIRECTING Low Directive & Low Supportive Behavior S4: DELEGATING

47. Leadership Skill: DIAGNOSIS determining which leadership style to use

49. Performance is a result of COMPETENCE & COMMITMENT

52. The Four Development Levels High Competence High Commitment D4 High Competence Variable Commitment D3 Some Competence Low Commitment D2 Low Competence High Commitment D1 Developed Developing

53. Styles Appropriate for Devt Levels Development Level Appropriate Leadership Style D1: Low Competence, High Commitment S1, DIRECTING Structure, control, Supervise D2: Some Competence, Low Commitment S2, COACHING Direct, support D3: High Competence, Variable Commitment S3, SUPPORTING Praise, listen, facilitate D4: High Competence, High Commitment S4, DELEGATING Turn over responsibility for day-to-day decision-making

55. Development Levels High Supportive & Low Directive Behavior Low Supportive & Low Directive Behavior High Supportive & High Directive Behavior High Supportive & Low Directive Behavior S3 S2 S1 S4 Delegating Supporting Coaching Directing Supportive Behavior Directive Behavior Low High Developed Developing D4 D3 D2 D1 Moderate High Low

57. CONTRACTING Reaching an agreement with the person performing the task

58. “ Situational Leadership is not something you do to people BUT something you do with people.”

59. Leadership Style Game Plan 1. START ASK How will I know the job is being done (measure)? What area of responsibility or goal do I want to influence? What constitutes good performance on this goal (standard)? then… ONE MINUTE GOAL SETTING (need agreement with person performing the task) Area of Responsibility/Goal Performance Standards/Measures

60. Leadership Style Game Plan 2. DIAGNOSE then… DEVELOPMENT LEVEL (need agreement with person performing the task) Competence Commitment High Competence High Commitment D4 High Competence Variable Commitment D3 Some Competence Low Commitment D2 Low Competence High Commitment D1 Developed Developing

61. Leadership Style Game Plan 3. MATCH then… APPROPRIATE LEADERSHIP STYLE (need agreement with person performing the task) D4 Delegating S4 D3 Supporting S3 D2 Coaching S2 D1 Directing S1

62. Leadership Style Game Plan 4. DELIVER APPROPRIATE LEADERSHIP STYLE (need agreement with person performing the task) Good Performance Progress Made Proceed to More Support & Direction Directing-S1 to Coaching-S2 Or Coaching-S2 to Supporting-S3 or Eventually less support Supporting-S3 to Delegating-S4 Proceed with Success- Set New Goals Poor Performance Temporary Setback Go back to More Support Delegating-S4 to Supporting-S3 or More Direction Eventually less support If necessary, return to start – review, clarify, and agree on the goal(s) Supporting-S3 to Coaching-S2 or Coaching-S2 to Directing-S1