Management EssentialsSkills development for leaders and managers in the Schools of Arts and Humanities and the Humanities and Social Sciences

Day 2

Personal and Professional DevelopmentHuman Resources Division

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Jessie Monck, PPD, jcm56@cam.ac.uk

Programme Content

• Role of the manager

• Management styles

• Feedback skills

• Handling challenging conversations

• Summary and next steps

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Day 2

Day 1

End of day 1: reflect and build

• Put START/STOP/CONTINUE into practice

• Reflect on your own management style and preferences

• Monitor how and when you give (and receive) feedback

• Observe other managers around you:

• What do they do effectively?

• What could be done differently?

• Where can you build on relationships that will support your development in these areas?

• Any other observations or reflections to bring to day 2

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Giving corrective feedback using CEDAR

1. Clarify: “This is what I expect to see…” (the expected standard

of performance or behaviour)

2. Explain: “This is what I actually see…” (observed performance

or behaviour)

3. Discuss: to understand and clarify differences

between 1 and 2, and identify possible solutions

4. Agree and record plans for improvement

5. Review progress and evaluate changesCEDAR

Managing challenging conversations

Personal and Professional DevelopmentHuman Resources Division

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Challenging conversations: Why act now?

• mislead employee by giving impression there’s no problem

• deny employee a chance to improve or put things right

• damage productivity and efficiency of department

• allow problem to get worse

• lower morale amongst team members Adapted from ACAS

If you do not act now then you could:

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Conversely, consider the benefits if you do act now

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3-step process

1. Prepare 2. Discuss 3. Action

Preparation: questions to consider before

• Background to situation?

• Key problem? Is my view the same as others’?

• Any more information needed? Any assumptions?

• Desirable outcome?

• Possible options?

• Support needed to make any changes?

• Who can I speak to for support?

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Preparation: are there relevant University Policies & Procedures that may be helpful?

For example:

• Capability

• Disciplinary

• Sickness Absence

• Dignity at Work

• Mediation

• Occupational Health

• …

• HR website http://www.admin.cam.ac.uk/offices/hr/

Many of these include practical guidance and support

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Key stages for meeting/conversation

1 •Introduction – set the right tone

2 •State what the issues are and give evidence

3 •Discuss – explore to understand

4 •Agree a way forward

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During the meeting/conversation

• Approach it positively and calmly

• Be sensitive; individual may not know there is a problem

• Be constructive, anticipate/pre-empt reactions

• Give feedback using CEDAR: specific, factual, give examples

• Ask open questions to enable individual to self-review and identify possible future actions

• Listen to the individual and take what they say on board

• Be aware of own responses/feelings/emotions

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Use assertive behaviour: verbal and non-verbal

• Even, warm tone of voice• Communicate clearly and

concisely• Ask open questions & listen• Respond to questions• Apologise if in error• Show you’re keen to find a

solution• Don’t take it personally• Stay calm & professional

• Open position• Calm gestures• Watch personal space• Both sit down• Don’t appear hurried

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Using assertive behaviour

Handling emotions

• Remain calm but show your concern

• Give the employee time to express themselves

• Actively listen to the employee with understanding

• Acknowledge emotions and show empathy as appropriate

• Clarify your understanding of their thoughts/feelings/wishes

• Try to be comfortable with silence

• Adjourn conversation if they are growing more agitated

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Concluding the discussion

• Check for understanding

• Manage expectations, don’t promise what you can’t give

• Record agreed actions and plan a progress review meeting

• Ask for feedback about the process

• Sum up, conclude and refer to next steps

Your chance to practise

1. Read all 3

2. Prepare

3. Practise

4. Review

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If informal on-going management doesn’t work…

• Seek guidance and support from others, including HR

• Use appropriate University procedures to resolve. These:

are about problem-solving

are supportive not punitive

gradually increase in formality

allow a seamless progression from informal to formal

are still part of the working relationship

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Further development

• PPD website http://www.admin.cam.ac.uk/offices/hr/ppd/

• Courses – e.g. Managing Staff Performance

• Online courses – e.g. Communication skills, Communicating Assertively, Staff Review and Development, Roles and Responsibilities

• Reflective practice sessions – Counselling Service

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Summary and action planning

• Identify your key learning from the programme

• What can you:

• Start to do more of?

• Stop doing (or do less of)?

• Continue to do?

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Think it, ink it, do it, review it