managing better in 2012 january 2012

Managing better in 2012

by Toronto Training and HR

January 2012

Contents

3-4 Introduction to Toronto Training and HR5-6 Definitions7-8 Management competencies9-11 Typical management behaviours12-14 Managers or leaders?15-18 Psychoanalysis and humanistic psychology19-20 Delegation21-25 Implementing employee engagement26-29 A year in the life of a new manager30-32 Problems and opportunities for improvement33-36 Tackling grief at work37-40 The happy manager41-43 Managing volunteers44-48 Managing in a complex system49-52 Identifying managers of tomorrow53-58 Training59-61 Redesigning jobs62-64 The learning organization65-66 Building trust67-68 Making your values valuable69-70 Attitudes71-74 Importance of diversity75-76 Perking up the workplace77-78 Management of an ageing workforce79-80 Portfolio management81-82 Winning an argument83-84 Managing rumours85-86 Importance of middle managers87-88 Ensuring a smooth handover89-90 Turning around complaints91-92 Workspace planning93-94 Smoother public speaking95-96 Preparing for a presentation97-98 Case study99-100 Conclusion 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 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

Definitions

DefinitionsWhat is management?What is management control?

Management competencies

Management competenciesManaging activities which are about getting things done and the actions required by the organizationManaging the analysis of information and resources to solve problems and reach decisions which involved thinkingManaging people and dealing with one’s own and other people’s feelingsManaging the vision, values and assumptions that underpin the organization

Typical management behaviours

Typical management behaviours 1 of 2

BEST MANAGERSOpen communicatorGood team leaderPositive personal qualitiesSupportiveCoach or mentorEven-handedProvide recognitionEffective delegatorValued my opinions

Typical management behaviours 2 of 2

WORST MANAGERSPoor team leaderPoor personal qualitiesPoor communicatorUnsupportivePoor delegatorUnbalanced feedbackLack of objectives or visionNot even-handedPoor coach or mentor

Managers or leaders?

Managers or leaders? 1 of 2

MANAGERSPlanning and budgetingOrganizing and staffingControlling and problem-solving

Managers or leaders? 1 of 2

LEADERSCreating a sense of directionCommunicating the visionEnergizing, inspiring and motivating

Psychoanalysis and humanistic psychology

Psychoanalysis and humanistic psychology 1 of

3The 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 trainingThe disapproval demonstrated by society of childhood sexualityThe difficulties for all of us to control anger and aggression in socially acceptable ways


3DEFENCE MECHANISMSFixationRationalizing thingsRegressionProjection


3Need to be open to experience and move away from defensivenessA desire to live each moment more fully and immediately, rather than to relate everything to the pastIndividuals increasingly trust themselves physically, emotionally and mentallyIndividuals take responsibility for themselves and their actions

Delegation

Delegation

RepeatRemindReinforceRecordReturn

Implementing employee

empowerment

Implementing employee empowerment 1 of 4

QUESTIONS TO ASKWhat 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?


QUESTIONS TO ASKWhat organizational characteristics facilitate employee empowerment?What can leaders do to facilitate employee empowerment?


STEPS TO TAKEArticulate a clear vision and goalsFoster personal mastery experiencesModelled exposureProvide supportCreate positive emotionsProvide information


STEPS TO TAKEProvide resources such as technical support,administrative support and ongoing trainingConnect to outcomesCreate confidence

A year in the life of a new manager

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?


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?


MILESTONES30 day, sense-making90 day, connecting180 day, contributing365 day, mastering

Problems and opportunities for

improvement

Problems and opportunities for improvement 1 of 2

QUESTIONS TO ASKWhat is our mission?Who is our customer?What do customers value?What are our results?What is our plan?

Problems and opportunities for improvement 2 of 2

WHAT CAN YOU DO?Survey your customers-involve your teamSurvey your team (internal customers)Disseminate the answers and refine the questioning processUse the findings to create, execute and maintain your plan-communicate the findings and act on feedback

Tackling grief at work

Tackling grief at work 1 of 3

DEFINITIONSGriefBereavementMourning


Societal views about griefHow do we deal with grief?Expressions of griefEffects of grief Role changesBusiness strategies


LearnImplementVoiceEngage

The happy manager

The happy manager 1 of 3WORKLIVESWork to your strengths Offer your help Relationships are the key Keep it real Look after yourself Inquisitiveness is worth it Value what you doEnjoy what you doSmile-it’s infectious

The happy manager 2 of 3RECOGNIZING HAPPINESSThe way we thinkThe things we do

The happy manager 3 of 3HAPPY PEOPLE ARE MORE LIKELY TO:Secure job interviews Show superior performance and productivity Be evaluated positively by their supervisors Handle managerial jobs better

Managing volunteers

Managing volunteers 1 of 2

Valuing the role of volunteersDefining rules and expectationsDeveloping volunteer management skillsReducing client and group riskCreating clear assignments

Managing volunteers 2 of 2

Reaching beyond the circleOrienting and training volunteersProviding supervisionMaking volunteers feel they belongRecognizing volunteer contributions

Managing in a complex system


1 of 4PROBLEMS FACEDUnintended consequencesMaking sense of a situation


2 of 4IMPROVED FORECASTING METHODSDrop certain forecasting toolsSimulate the behaviour of a systemUse predictive information-lagging, current and leading


3 of 4BETTER RISK MITIGATIONLimit or even eliminate the need for accurate predictionsUse decoupling and redundancyDraw on storytelling and counterfactualsTriangulate


4 of 4SMART TRADEOFF DECISIONSTake a real-options approachEnsure diversity of thought

Identifying managers of tomorrow

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 theirempathy and judgmentAre sought out by their peers for advice on many topics, not just technical ones


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 pictureDemonstrate relationship savvy by dealing successfully with a broad range ofpersonalities and perspectives


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

Training

Training 1 of 5

TRAINING NEEDS ANALYSISAt performance appraisal sessionsAs a result of changesAt the instigation of the individual who wants to improve and developAs part of the systematic process of induction and initial trainingAs part of a recovery program after poor performance has been highlighted

Training 2 of 5

A CHOICE OF METHODSActing upAction learningAudio-visual presentationsCase studiesCoaching and mentoringDelegation and empowermentDiscussionDistance learning

Training 3 of 5

A CHOICE OF METHODSE-learningExercisesGroup dynamicsJob rotationLearning contractsLearning opportunitiesLecturesOn the job

Training 4 of 5

A CHOICE OF METHODSProjectsRole playSecondmentsSimulationsSkills instructionTalksWebinars

Training 5 of 5

EVALUATING TRAININGReactionLearningJob behaviourOrganizationUltimate level

Redesigning jobs

Redesigning jobs 1 of 2

Job rotationJob enlargementJob enrichmentAutonomous work teamsLeadership modelsQuality movementFlexibility

Redesigning jobs 2 of 2

REVIEWING THE ORGANIZATIONPurposeActivitiesGroupingAuthorityConnecting

The learning organization

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 improvementCreate knowledge-based partnerships with people within and without the organization in order to share ideas and information so that a real understanding develops

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 approachesChange the role of managers so that they can function as facilitators rather than controllersEncourage experiments and risk-taking so that new possibilities emergeCreate structures and systems that allow people to extract learning

Building trust

Building trust To obtain instant co-operation, always use the word ‘because’Adjust your attitudeSpeak in positivesMake good eye contactGive feedback-both physical and spokenAvoid mixed messagesBe on the lookout for opportunities to say “Me, too”

Making your values valuable

Making your values valuable

SurvivalAuthenticityTensionInternalizationIndividualismTimingReinforcement

Attitudes

Attitudes

Characteristics of attitudesIntertwining of attitudes and motivationTechniques used to change attitudes

Importance of diversity

Importance of diversity 1 of 3

It can open up new opportunities through broadening the customer baseIt is part of the increasingly important ethical stand of organizationsIt 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


People want to work for fair employersOrganizations are required to abide by legislationBenchmarking against other organizations will show that diversity is increasingly considered in areas such as awarding contracts and supply chain issues


OVERCOMING STEREOTYPES AND PREJUDICEThe better we know ourselves the easier it is to see others accuratelyOne’s own character affects what one sees in othersThe accuracy of our perceptions depends on our sensitivity to the differences between people

Perking up the workplace

Perking up the workplace

Find a point of differenceGoing the extra mileMake sure you measureMatch benefits with goalsKeep employees energizedLook after your workforceCompetition rules, OK?Give power to your peopleSome individuals need a pushLink rewards to results

Management of an ageing workforce

Management of an ageing workforce

Rethink retirementTalk about itRethink the job specOffer a change of rolesBe flexibleReward performanceKeep on trainingWiden your netMake your workplace friendly

Portfolio management

Portfolio managementGive people a purposeReinforce the right behavioursGain the right skills and experienceManage conflictGood process, not bad bureaucracyRole modelling

Winning an argument

Winning an argumentLet them speak firstGive them creditStay calmBe preparedDon’t bamboozleStrike a matchReason with themGet emotionalFlatterUse your alliesBelieve

Managing rumours

Managing rumoursGet your radar in placeFill the vacuumFind the sourceConsider legal stepsDeny with convictionAccentuate the positiveUse the credibility testCall on friends

Importance of middle managers

Importance of middle managers

Middle managers turn “ideas” from the creative innovators into “projects” that can be completedMiddle managers coordinate the work of othersMiddle managers are primarily responsible for creating a culture in which the innovators can deliver their best work

Ensuring a smooth handover

Ensuring a smooth handover

Don’t rush itPrepare handover notesUpdate your job descriptionAccept the newbie may do things differentlyGive them a list of your contactsIntroduce them to the team……but don’t fill their head with gossipContinue to offer advice if askedTake a back seatLeave

Turning around complaints

Turning around complaintsLet them rantSay sorryAsk meaningful questionsBe honestEmpathizeDon’t pass them onJoin forcesStay calmDelve deeperBe thankful

Workspace planning

Workspace planningMeasure desk useSet targetsUse space sensiblyWork flexiblyStreamline storageClear clutterBreak-out zonesCreate brighter spacesInvolve employeesFurniture of the future

Smoother public speaking

Smoother public speakingResearch your audienceSend out three messagesBody languageVoice accounts for 38% of impactFirst impressions countConnect with the audienceWarm upKnow the subject matterBelieve in yourselfRehearse

Preparing for a presentation

Preparing for a presentation

Check in earlyMake friends with the stageTake a clockMicrophoneAudio visualConnect with the organizerPre-written introductionBe your own warm-up actLearn from the experience

Case study

Conclusion & questions

Conclusion & questions

SummaryVideosQuestions