Management April 2014

Becoming a better people manager

by Toronto Training and HR

April 2014

CONTENTS3-4 Introduction5-7 Pain points for new managers8-9 Management development10-11 Internal coaching12-15 Fostering self-esteem in others16-17 Organizational factors contributing to self-esteem18-23 Avoiding real and perceived misconduct24-27 Strategies for successful managers28-31 What must a planning task force do?32-34 Putting together a planning task force35-36 “Stop doing this and start doing that…please”37-38 How to develop a team culture39-41 Encouraging creativity42-46 Being a strong communicator47-48 An effective business report49-50 What does a good plan look like?51-53 What does a good strategy look like?54-55 Conclusion, summary and questions

Introduction

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 banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:

Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers

Pain points for new managers

Pain points for new managers 1 of 2

• Prioritization• Delegation• Addressing

performance issues• Managing former

peers• Decision making• Leadership style• Networking• Creating a vision and

leading change

Pain points for new managers 2 of 2

• Developing a broader perspective

• Influencing within a political culture

Management development

Management development

• Definition• Management

competences• Formal learning

interventions

Internal coaching

Internal coaching

• Senior leadership support

• Learning culture/positive focus

• Business need• Moderate amount of

structure• Multiple levels of

measurement• Confidentiality

Fostering self-esteem in others

Fostering self-esteem in others 1 of 3

• Reaffirm subordinates’ worth to the organization; offer praise and give constructive criticism

• Trust subordinates to perform a job well without having their progress monitored every minute, and without constant suggestions


• Make pay increases based on objective merit and not favouritism

• Design work so employees can experience success

• Offer enriched work which challenges the knowledge, skills and abilities of the individuals


• Employees should not be restricted by so many rules they feel like they have no discretion

• Provide high-quality ad relevant training programs

Organizational factors contributing to self-

esteem

Organizational factors contributing to self-esteem

• Supervisory support and respect

• Organization structure• Enriched work• Adequate resources • Co-worker support

Avoiding real and perceived misconduct

Avoiding real and perceived misconduct 1 of 5

• Avoid risky places and situations

• Be careful whom you associate with

• Socialize in groups• Always have a witness

when meeting ‘privately’ with an employee or customer of the opposite sex

• Be paranoid about what you post online


• Be friendly but not overly familiar

• Be generous with praise for exemplary performance, but be cautious about compliments of appearance or attire that may be misinterpreted

• Try to include spouses and significant others at office parties


• Avoid drugs and manage alcohol, instead of allowing it to manage you

• Don’t flirt, tease or try to be ‘sexy cute’

• Watch how you dress• Be cautious about

overnight travel with peers or employees of the opposite sex


• Be careful about working late with an employee of the opposite sex

• Rebuff any inappropriate advances immediately and firmly

• Cultivate one trusted confidante who will tell you the truth about what they’re saying about you ‘out there’


• If you feel you have to lie about any behaviour, don’t do it

• When considering any form of questionable or borderline behaviour, ask yourself how would this look to your spouse? Your mother? Your boss?

Strategies for successful managers

Strategies for successful managers 1 of 3

• Successful managers believe they are ultimately responsible for their team’s success and failures

• Successful managers lower their expectations of others

• Successful managers motivate others to think creatively

• Successful managers help others achieve their goals and dreams


• Successful managers challenge their assumptions

• Successful managers set written performance standards

• Successful managers accept no excuses for lousy performance

• Successful managers lead by example


• Successful managers motivate others to take action

• Successful managers create strong relationships with employees

What must a planning task force do?

What must a planning task force do? 1 of 3

• Appoint a leader and commit to working together unselfishly

• Know the purpose of the task force and management’s desired goal

• Understand fully the problem to be solved


• Assign duties to each individual task force member and establish realistic timelines

• Gather relevant data• Create a flexible

mindset and be receptive to feedback

• Be aware of internal/external limitations

• Keep the plan simple and transparent


• Statement of the final plan must be highly organized and well written

• The leader presents a final and comprehensive plan that incudes the problem, objective and strategy

Putting together a planning task force

Putting together a planning task force 1 of 2

• Seven people• At least three non-

managers• Each member should

be a good report writer• Designing a good plan

to solve a problem is somewhat like detective work

• Problem solving requires thinking out of the box and breaking new ground

Putting together a planning task force 2 of 2

• Make sure one member is designated as the leader, and has the authority to keep the team on task

• A successful task force is vigorous

“Stop doing this and start doing that…

please”

“Stop doing this and start doing that…please”

• Make your proposals timely

• Break the news gradually

• Don’t exaggerate the issue

• Tell the whole story• Accent the positive• Don’t ‘oversell’• Invite comments

How to develop a team culture

How to develop a team culture

• Emphasize team goals

• Link individual accomplishments to team goals

• Accent cooperation• Share the credit for

the success of the team

Encouraging creativity

Encouraging creativity 1 of 2

• Put yourself into the other person’s shoes

• Assume you know nothing about what solution is needed

• Actively try to understand what people are saying

• Ask dumb questions• Want to listen• Be open to

suggestions

Encouraging creativity 2 of 2

• Check out the conditions that caused the problem

• Involve everyone in the process while listening for a solution

• Provide quick feedback and acting on what you have heard

Being a strong communicator

Being a strong communicator 1 of 4

• Do you frequently have to explain your letters with follow-up correspondence or telephone calls?

• Do you favour short, direct words over multisyllabic ones…or do you believe your position dictates the use of gobbledygook?

• Are you dissatisfied with your correspondence until it says precisely what you want it to say?


• Do you state your ideas within a familiar context?

• Do you present your ideas and the facts to back them up in a logical sequence?

• Do you recognize listening as an active and not passive communication skill?

• Do you watch speakers for non-verbal clues to their meanings?


• Before answering a speaker, are you usually certain you have taken in his point of view?

• When giving instructions, do you frequently assume more knowledge on the part of your employee than he or she actually possesses?


• Do you break complicated procedures down to more easily understood sub-steps?

• Do you speak clearly, without slurring or mispronouncing words?

• Do you talk too fast or too slowly for comprehension?

An effective business report

An effective business report

• What is the report about and who wrote it?

• What does it contribute?

• What are its conclusions and recommendations?

• What are the implications for the company?

What does a good plan look like?

What does a good plan look like?

• Describe the problem• Explore the root

causes• Identify the goal• Explore several

strategies to reach the goal

• Select the best strategy to accomplish the goal

What does a good strategy look like?

What does a good strategy look like? 1 of 2

• Identify the actions needed to implement the chosen strategy

• Organize steps into logical and efficient sequences

• Work out logistics, resources and task assignments

What does a good strategy look like? 2 of 2

• Establish a measurement for determining strategy effectiveness and eventual success

• Set up process that can monitor progress and make corrections that deviate from strategy

Conclusion, summary and questions

Conclusion, summary and questions

ConclusionSummaryVideosQuestions

Management April 2014

Business

Transcript of Management April 2014