Moving into Management

Facilitated by:Neil Johnstone

Housekeeping

Aim

The course provides those who have

recently become managers with the

opportunity to explore this transition and

provides them with some tools and

techniques that will help them become

effective managers.

Outcomes

By the end of the course participants will have:

• Explored some of the issues involved in making the

transition from staff to manager

• Examined what is expected of people with

management role and responsibilities

• Identified qualities and actions which make an

effective manager

• Received guidelines for approaching key areas of

concern for new managers – e.g. managing people

• Time Keeping

• Confidentiality

• There’s no such thing as a silly question

• Experiment and take risks – see

possibilities not limits

• Respect – space and values for others

• Participation – involvement/contribution

• Bit of fun!

Working Together

Introductions

3 Routes to Management

• External – new to the organisation and the team I manage

• Internally appointed – but from a different team

• Promoted within the team I am now managing

Tips for Successful StartInduction

Terms and conditions

Role and responsibility

Policies and procedures

People – up, down, across

Meetings and Networks

Learning about the team

Personnel files

Know their job

Arrange initial 1-1’s

Walk the job

Listen

Your space

Worst position

Oldest furniture equipment

Be accessible

Avoid trappings

Train or catch a coach

Training – general/specific

Get a mentor – structure it

Get some coaching – goals

Choose carefully

Dictionary definitions

Management: The process of dealing with or

controlling things or people.

Manager: A person responsible for controlling

or administering an organization or group of

staff.

Managing: Having executive control or

authority.

Source: Oxford English Dictionary

Generic expectations of managers

• Day-to-day people management

• Managing operational costs

• Providing technical expertise

• Allocating work and rosters

• Monitoring work and checking quality

• Dealing with customers/clients

• Measuring operational performance

• Developing their people.

Source: CIPD

Scaling – 4 steps1.Frame the questions

2.On a scale from 1 – 10, where... 1 is rubbish

and 10 is brilliant how good a manager are

you? Where would you put yourself?

3.So you’re at ‘X’ - so what is it you do currently

that has got you to ‘X’? What are you doing

well, what are you good at…?

4.What small step could you take that would get

you further up the scale?

Based on the work of Paul Z Jackson and Mark McKergow.

Five way management

Managing

Self

Managing Upwards

Managing Downwards

Managing

Outwards

Managing

Across

Benefits

• Challenges belief that effective

management is managing downwards

• Helps us see the whole picture

• Helps us apportion our time and effort

more effectively

• Helps us develop our management and

personal development strategy and

needs

Five Way Management

• What is my job?

• Who are the key people in each section to

help me do that?

• Where do I focus my effort and time - %?

• Where should I focus my effort and time:

– More

– Less

– Keep doing

Action Centred Leadership

John Adair

Management Framework

1. Define objectives

2. Plan

3. Brief

4. Monitor/Support

5. Evaluate

…. For the Task, Team & Individual

Management styles

DirectingHighly committed

and/or very confident

but lack ability.

Need direction and

control –

targets/structure.

EmpoweringWell developed. High

levels of commitment

and capability.

Little need for

support and

direction.

NurturingLack ability and

commitment/confidence

. Need both support

and direction.

SupportingVery capable yet

lacking

commitment/confidence

. Need lots of

support to build

confidence.

Commitment /

Confidence Support

Competence/Capability

Direction LOW

LOW HIGH

HIGH

Feedback•Define the

conduct/behaviour and

explain the...Define

•Impact of what they have

done and why his/her

conduct is

acceptable/unacceptable

Impact

•Seek agreement on any

change required

•Specify the required

behaviour and explain...

Seek/Specify

•The consequences of

repeating the behaviour Consequences

Photo © Markus Bormann

Key points• Avoid delay

• Speak from the ‘I’

• Be sensitive

• Be clear

• Avoid overload

• Describe don’t judge

• Focus on behaviour

• Be positive

• Avoid comparisons

• There should be no need to apologise!

Motivation is . . .

“Getting people to

do

willingly and well

things which

need to be done.”Photo licensed to Worth

Training

Abraham H Maslow (1908-1970)

Physiological: hunger, thirst, sleep

Safety: security, shelter, protection

Self

RealisationGrowth/accomplishment

Frederick Hertzberg (1923 -2000)

Two questions

• What factors lead you to experience

extreme dissatisfaction with your job?

• What factors lead you to experience

extreme satisfaction with your job?

Douglas McGregor (1960)Theory X - People:

dislike work

must be forced or bribed

would rather be directed than accept responsibility

are motivated mainly by money

are motivated by anxiety about security

have little creativity –until getting round management rules!

Theory Y – People:

need work for growth want to be interested

in their work will direct themselves

towards accepted targets

will seek and accept responsibility

impose more effective and severe discipline on themselves

have vast amounts of creativity

McClelland’s – 3 Needs Theory

Achieve

InfluenceAffiliate

You can’t

motivate

people…

It’s

intrinsic.

10 Top Tips for First-Time Managers

Work with people

Expect difficulties

Walk the job

Identify goals

Let people help you

Let staff have freedom – and support

Be the behaviour you want to see

Encourage leadership in others

Organise 1-1’s, team meetings, briefings

Keep learning

Next StepsPublications The Pleasure and the Pain

Debra Alcock Tyler, DSC £14.95

Speed Reads ….

Motivating Staff, Chrissie Wright £6.95

Delegation, Brian Rothwell £6.95

Training Support and Supervision 2 July/13 October 2015

Communicate to Influence 9 September 2015

DSC In House Training Service

DSC Coaching Get some 1-1 coaching and explore current barriers & Mentoring and potential strategies for improvement

The end

Thank youPhoto - © godfer