Are you ready to lead ?

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Are you ready to lead ?

  1. 1. Facilitator: Dean Egan
  2. 2. INTRODUCTIONThe information provided in this training program isintended to be used as a guide for managers;in their efforts to build human and social capital,through, managing diversity, emotional intelligence,positive reinforcement, building trust, teamwork,managing conflict, communicating, empowerment,and leadership.
  3. 3. OBJECTIVES Understanding the evolution of management and how these changes have directly contributed to the increased demand for people-centered managers. Understanding the important aspects of creating a positive working environment, that encourages employees to participate in the achievement of organizational goals and objectives.
  4. 4. OBJECTIVES Understanding the direct effects or influences positive or negative, a manager can have on their employees. Understanding the “big picture” and how a manager can contribute to the overall success of the company by meeting the individual needs of his or hers employees. To gain knowledge in the following areas: Organizational Effectiveness; Cultural Diversity, and the Power of Emotional Intelligence.
  5. 5. Program Overview Effective Managers Get Results With and Through Others Organizational Effectiveness Effective Communications Leveraging Your Knowledge Customer Service Best Practices The Selling Process The Sales Presentation
  6. 6. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERS Definition of Management The Cycle of Continuous Improvement What Makes Effective Managers? The Effective Manager’s Skill Profile The 21st - Century Manager Four Basic Management Functions What is Your Managerial Type? What is Your Leadership Style? Seven People-Centered Practices
  7. 7. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERSDuring the past several years, there have been many attemptsto define what managers do and how they directly affectproductivity and the overall success of a company.In today’s business world, managers must be people-centeredand possess skills that focus on meeting the needs of theircustomers and their employees. At the same time, themanager, must effectively use all resources available to them,in achieving the companies’ goals and objectives.
  8. 8. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERSDefinition of Management: is the process ofworking with and through others to achieveorganizational objectives in an efficient andethical manner.
  9. 9. The Cycle of Continuous Improvement People Products Processes Productivity
  10. 10. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERS The Cycle of Continuous ImprovementPeople Skill development Motivation Teamwork Personal development and learning Readiness to change and adapt Increased personal responsibility for organizational outcomes Greater self-management Decrease stress
  11. 11. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERS The Cycle of Continuous Improvement Products Better quality goods and services Greater customer satisfaction Job creation
  12. 12. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERS The Cycle of Continuous Improvement Processes  Technological advancements  Faster product development and production cycle times  System flexibility  Leaner and more effective administration  Improved communications and information flow  Organizational learning  Participation and ethical decision-making
  13. 13. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERS The Cycle of Continuous ImprovementProductivity Reduced waste Reduced re-work More efficient and of materials, human, financial and informational resources
  14. 14. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERSWhat Makes Effective Managers?In general, effective managers are those who possess certainimportant skills and are able to use those skills in a numberof managerial roles. No manager is to use any particular skillconstantly or to play a particular role all of the time.However, these skills and abilities must be available whenthey are needed. These skills fall into three general categories:technical, conceptual, and interpersonal.
  15. 15. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERSTechnical SkillsA technical skill is a specific skill neededto accomplish a specialized activity. First-line managersneed the technical skills relevant to the activities theymanage.
  16. 16. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERSConceptual SkillsConceptual skill is the ability to think inabstract terms. Conceptual skill allows a manager to seethe “big picture”, and understand how the various partsof an organization or idea can fit together.
  17. 17. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERSInterpersonal SkillsAn interpersonal skill is the ability to deal effectivelywith other people, both inside and outside anorganization.
  18. 18. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERSThe Effective Manager’s Skill Profile Is able to clarify goals and objectives. Encourages participation, communication, and suggestions from their employees. Plans and organizes to ensure a smooth workflow. Possesses technical and administrative expertise. Delegates work through team building, coaching, and support. Provides honest and constructive feedback.
  19. 19. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERSThe Effective Manager’s Skill Profile Keeps things moving forward - in the effort to meet organizational goals and objectives. Controls details but not in a overbearing. Apply reasonable pressure for goals accomplishment. Empowers and delegates tasks and duties to others while maintaining goal clarity and commitment. Recognizes and rewards good performance with positive reinforcement.
  20. 20. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERSThe 21st - Century ManagerToday’s workplace is undergoing significant andpermanent changes. Organizations in every industry areredesigning processes, in the effort to achieve greaterspeed, efficiency, and flexibility.This evolution has created the new participative typemanager. The managerial shift was necessary for a 21stCentury workplace environment to encourage employeeparticipation.
  21. 21. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERSThe 21st - Century Manager Their primary role is to be a facilitator, team member, teacher, advocate, sponsor, coach, and partner. They must desire a life-long of learning, and becoming a generalist with multiple specialties. Determines compensation based on skills and results. An advocate for a multicultural and multilingual working environment.
  22. 22. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERSThe 21st - Century Manager Maintain technical and interpersonal knowledge. They view people as a primary resource. Acknowledges ethical considerations and differences. Possesses a cooperative nature that creates win-win solutions.
  23. 23. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERSFour Basic Management FunctionsAt any given time, managers may engage in a number offunctions simultaneously. However, each function tendsto lead to the next function. Leading & Planning Organizing Controlling Motivating
  24. 24. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERSPlanning: establishing organizational goals and deciding how toaccomplish them.Organizing: the grouping of resources and activities toaccomplish some end result in an efficient and effectivemanner.Leading and Motivating: is the process of providing reasons forpeople to work in the best interests of an organization.Controlling: is the process of evaluating and regulating ongoingactivities to ensure that goals are achieved.
  25. 25. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERSWhat is Your Managerial Type?This section will help you determine your managerialType or style. Knowing your primary style, gives you acompetitive edge, and helps you when handling allTypes of interactions with customers and employees.
  26. 26. What is Your Managerial Type? The Director The The Delegator Mentor The Supporter
  27. 27. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERSThe Director defines goals, roles and allows the employeeto take the lead. The Director will help develop a plan,show the employee how to implement the plan, and giveexamples of how the plan will work.The Mentor will encourage employee participation andwill actively listen to employee ideas, provide alternativesand give ideas on problem solving.
  28. 28. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERSThe Supporter will encourage employees to take the leadin all phases of action. The supporter will ask questions,and act as a sounding board to the employee.The Delegator expects the employee to take completecontrol and responsibility. Managers who are delegatorswill allow the employee to work independently and usetheir own judgment.
  29. 29. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERSWhat is Your Leadership Style?This section will help you determine your leadershipstyle. Leadership has been defined; as the ability toinfluence others. A leader has power and can use it toaffect the behavior of others. Leadership is differentfrom management in that a leader strives for voluntarycooperation, whereas a manager may have to dependon coercion to change employee behavior.
  30. 30. What is Your Leadership Style? Authoritarian Leader Democratic Laissez-Faire Leader Leader
  31. 31. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERSThe Authoritarian Leader is one who holds all authority andresponsibilities, with communication usually moving from topto bottom.The Laissez-Faire Leader is one who gives authority toemployees and allows subordinates to work as they choosewith a minimum of interference; communication flowshorizontally among group members.The Democratic Leader is one who holds final responsibility butalso delegates authority to others, who help to determine workassignments; communication is active upward and downward.
  32. 32. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERSSeven People-Centered PracticesHow important are people? For better or for worse, as amanager you are responsible for the success of the team.
  33. 33. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERS Job security (to eliminate fear of layoffs). Careful hiring practices (ensuring a good fit with job requirements and company culture). Empower your employees (through delegation and teamwork). Generous pay for performance.
  34. 34. EFFECTIVE MANGERS GET RESULTS WITH AND THROUGH OTHERS Continued training. (training should be on-going) Less emphasis on status and focus on building the “we” feeling. Trust building through sharing of information.
  35. 35. ORGANIZATIONAL EFFECTIVENESS  Organizational Resources  Establishing the Right Plan  What is Total Quality Management?  Principals of TQM  Managing Total Quality (TQM)
  36. 36. ORGANIZATIONAL EFFECTIVENESSOrganizational ResourcesEffective Managers coordinate and leverage allorganizational resources to achieve the goals of theorganization. Management Organizational Goals Human Financial Informational MaterialResources Resources Resources Resources
  37. 37. ORGANIZATIONAL EFFECTIVENESSHuman ResourcesPerhaps the most important resource of anyorganization are its human resources - people. Infact, some firms live by the philosophy that theiremployees are their most important assets.Financial ResourcesFinancial resources are the funds an organizationuses to meet its obligations to investors andcreditors.
  38. 38. ORGANIZATIONAL EFFECTIVENESSInformation ResourcesMany organizations have increasingly recognized thevalue of information.Materials ResourcesMaterial resources are the tangible, physical resourcesan organization uses.
  39. 39. ORGANIZATIONAL EFFECTIVENESSEstablishing the Right Plan to Accomplish Goals andObjectivesA goal is an end result that an organization is expected toachieve over a one-to ten-year period. An objective is aspecific statement detailing what the organization intendsto accomplish over a shorter period of time.
  40. 40. Establishing the Right Plan Strategic Plans Tactical Plans Broad guide for major policy setting; Smaller-scale plan to implement strategic Designed to achieve long-term goals; Set by plan; May be updated periodically; Easier to board of directors and top management change than strategic plans Types of Plans Operational Plans Contingency Plans Designed to implement tactical plans; Plan is Outline of alternative courses of action if one year or less; Deals with how to other plans are disrupted or non-effective; accomplish specific objectives Used in conjunction with strategic, tactical, and operational plans
  41. 41. ORGANIZATIONAL EFFECTIVENESSStrategic Plan: is an organization’s broadest plan, developedas a guide for major policy setting and decision-making.Operational Plan: is a type of plan designed to implementtactical plans.Tactical Plan: is a smaller-scale plan developed to implementa strategy.Contingency Plan: is a plan that outlines alternative coursesof action that may be taken if an organization’s other plansare disrupted or become ineffective.
  42. 42. ORGANIZATIONAL EFFECTIVENESSWhat is Total Quality Management?TQM is defined as the organization’s culture,including, how upper management supportsAnd encourages, the constant attainment ofCustomer satisfaction through an integratedsystem of tools, techniques and training.
  43. 43. ORGANIZATIONAL EFFECTIVENESS Principals of TQM  Doing it right the first time to eliminate costly reworks.  Listen to and learn from customers and employees.  Make continuous improvements an everyday matter.  Build teamwork, trust, and mutual respect.
  44. 44. ORGANIZATIONAL EFFECTIVENESSManaging Total QualityTotal quality management (TQM) is the coordination ofefforts directed at improving customer satisfaction,increasing employee participation, strengthening supplierpartnerships, and facilitating an organizationalatmosphere of continues quality improvement.
  45. 45. ORGANIZATIONAL EFFECTIVENESSCustomer Satisfaction: Ways to improve includeproducing higher-quality products, providing bettercustomer service, and showing customers that thecompany cares.Employee Participation: This can increased by allowingemployees to contribute to decisions, develop self-managed work teams, and assume responsibility forimproving the quality of their work.
  46. 46. ORGANIZATIONAL EFFECTIVENESSStrengthening Supplier Partnerships: Developgood working relationships with suppliers canensure that the right suppliers and materials willbe delivered on time at low costs.Continues Quality Improvement: This shouldnot be viewed as achievable through one singleprogram that has a target objective.
  47. 47. EFFECTIVE COMMUNICATIONSCommunication is as essential to business as sales; in fact,communication makes sales possible. Face-to-Face Communications Printed Correspondence Telephone Communications E-Mail Correspondence Nonverbal Communication Nonverbal Signals Effective Listening Techniques
  48. 48. EFFECTIVE COMMUNICATIONSFace-to-Face CommunicationsPeople-to-people (P2P) communication skillsremain one of the primary success factors inbusiness, even in this age of technology.
  49. 49. EFFECTIVE COMMUNICATIONSPrinted CorrespondenceEffective business writing is designed toconvey particular information to an individualor group, or to request information. Forbusiness writing to be effective, you mustwrite concisely and accurately.
  50. 50. EFFECTIVE COMMUNICATIONS Be Concise Always Proofread Be Descriptive, Clear and Persuasive Use the five Ws: Who? What? When? Where? Why?
  51. 51. EFFECTIVE COMMUNICATIONSTelephone CommunicationsTelephone etiquette is more importantthan ever. Here are a few things toremember when communicating withyour customers.
  52. 52. EFFECTIVE COMMUNICATIONS Smile while you are talking. Answer the phone, and call people back. Always ask if this is a good time to talk. If someone tells you they cant talk now, ask them when would be a good time to call back.
  53. 53. EFFECTIVE COMMUNICATIONS Make telephone appointments to discuss important issues. Prepare for your call in the same way you prepare for a personal meeting. Stick to your point and keep it brief. Take notes during the call, write down the relevant points you discussed.
  54. 54. EFFECTIVE COMMUNICATIONSE-mail CorrespondenceAny time you write an e-mail to a customeror reply to a customer’s e-mail, rememberthe rules of Netiquette.Netiquette is a term derived from thewords "Internet Etiquette” or “NetworkEtiquette“ which describes the use ofproper manners and behavior online.
  55. 55. EFFECTIVE COMMUNICATIONS Be courteous and respectful of others. Keep messages short and brief. Don’t Shout: writing in all capital letters is considered shouting. Pay Attention to language issues. Think Before Sending: Never send an e-mail if you are angry.
  56. 56. EFFECTIVE COMMUNICATIONSNonverbal CommunicationBeing a good communicator requires more than justverbal skills. 93% of the time “what” we are saying,is less important than “how” we say it.In order to build a connection and trust, we need toBe aware of and in control of our nonverbal signals.
  57. 57. EFFECTIVE COMMUNICATIONSNonverbal SignalsEye contactFacial expressionTone of voicePosture and gestureTouchTiming and pace
  58. 58. EFFECTIVE COMMUNICATIONSEffective Listening TechniquesEncouragingPretending ignoranceNoting and reflecting emotionsParaphrasingSummarizing
  59. 59. LEVERAGING YOUR KNOWLEDGE Emotional Intelligence Relationship Management Embracing Cultural Diversity in the Workplace Effective Management of Cultural Diversity The World is Becoming More Global Ethical Standards and Behavior in the Workplace Guidance for Making Ethical Decisions How Ethical are These Behaviors
  60. 60. LEVERAGING YOUR KNOWLEDGEEmotional IntelligenceEmotional intelligence is the ability to identify,use, understand, and manage your emotions inpositive and constructive ways. Its aboutrecognizing your own emotional state and theemotional states of others.
  61. 61. LEVERAGING YOUR KNOWLEDGESelf-Awareness Emotional self-awareness Accurate self-assessment Self-confidence
  62. 62. LEVERAGING YOUR KNOWLEDGESelf-Management Emotional self-control Trustworthiness Conscientiousness Adaptability Achievement drive Initiative
  63. 63. LEVERAGING YOUR KNOWLEDGESocial Awareness Empathy Service orientation Organizational awareness
  64. 64. LEVERAGING YOUR KNOWLEDGERelationship Management Developing others Influence Communication Conflict management Visionary leadership Catalyzing change Building bonds Teamwork & collaboration
  65. 65. LEVERAGING YOUR KNOWLEDGEEmbracing Cultural Diversity in the WorkplaceMany companies are becoming more sensitiveto diversity. Companies have come to realizethat cultural differences have tangible financialimplications for the operation of a business.
  66. 66. LEVERAGING YOUR KNOWLEDGEEffective Management of Cultural DiversityIt is the manager responsibility to emphasis thebenefits of having a diverse team. Identify eachperson’s individual talents and encourage themto participate, in the success of the team.
  67. 67. LEVERAGING YOUR KNOWLEDGE There has been an increase in the demand for people-centered managers. Companies want to hire and retain, managers that have the knowledge that can effectively lead a team of diverse employees. Companies have realized that effective management of a diverse set of employees and customers has a dramatic impact on the bottom line.
  68. 68. LEVERAGING YOUR KNOWLEDGEThe World is Becoming More GlobalUnderstanding and embracingcultural differences amongemployees and customersdirectly translates intoeconomic prosperity andsurvival in a global economy.
  69. 69. LEVERAGING YOUR KNOWLEDGEEthical Standards and Behavior in the WorkplaceEthical and unique conduct is the product of a complexcombination of influences. At the center is an individualdecision maker.
  70. 70. LEVERAGING YOUR KNOWLEDGEGuidance for Making Ethical DecisionsAs a guide for managers, we have included a“decision tree” sample. A decision tree is a graphicalrepresentation of the process underlying decisions.
  71. 71. Guidance for Making Ethical Decisions
  72. 72. LEVERAGING YOUR KNOWLEDGEHow Ethical are These Behaviors?Let’s take a few examples of common workplacebehaviors and rate each example.
  73. 73. How Ethical are These Behaviors? Neither Very Very Unethical Ethical nor Ethical Unethical Ethical Unethical Accepting gifts/favors in exchange for preferential treatment Giving gifts/favors in exchange for preferential treatment Divulging confidential information Calling in sick to take a day off Using the organization’s materials and supplies for personal use
  74. 74. How Ethical are These Behaviors? Doing personal business on work time Taking extra personal time (breaks, etc.) Using organizational services for personal use (internet, etc) Passing blame for errors to an innocent co-worker Claiming credit for someone else’s work Not reporting other’s violations of organizational policies Concealing one’s errors
  75. 75. LEVERAGING YOUR KNOWLEDGE What did you learn from this exercise? How do you think your employees would answer the same set of questions? Do you think they would have a different view? What actions or communication methods could you use, in order to inform your employees; exactly what you would consider ethical or unethical?
  76. 76. CUSTOMER SERVICE BEST PRACTICES Developing Customer Relationships and Customer Loyalty Involve Everyone The Value of an Existing Customer
  77. 77. CUSTOMER SERVICE BEST PRACTICESNo longer can a company lay claim to a marketsegment and have free reign over the customersin that area. The internet has given customersaccess to worldwide information. They no longerstay in a specific market segment. Customershave lots of chooses that they did not have accessto before.
  78. 78. CUSTOMER SERVICE BEST PRACTICESDeveloping Customer Relationships andCustomer LoyaltyA company can still benefit by offering superiorCustomer service.Client Relationships = Satisfaction, Loyalty, & Retention
  79. 79. CUSTOMER SERVICE BEST PRACTICESInvolve EveryoneRequire every person, regardless of theirposition, to spend time on customer contactAnd services activities.Ask all of your employees to get on board withcustomer-driven innovation.
  80. 80. CUSTOMER SERVICE BEST PRACTICESThe Value of an Existing CustomerEvery company wants to attract new clients,But in the process often loses sight on theValue of keeping existing ones.
  81. 81. THE SELLING PROCESS The Value of Personal Selling The 6 Stage Personal Selling Process Ethical Issues with Personal Selling Things to Consider when Managing a Sales Department
  82. 82. THE SELLING PROCESSThe Value of Personal Selling The sales person can educate the consumer and also provide advice. The salesperson saves the consumer time and makes the purchasing process easy.
  83. 83. THE SELLING PROCESSThe 6 Stage Personal Selling Process1. Prospecting2. Making the first contact3. The actual sales call or presentation4. Handling objections5. Closing the sale6. The follow up
  84. 84. THE SELLING PROCESSEthical Issues with Personal Selling Be sure to treat everyone fairly and equally. Be sure to always tell the truth.
  85. 85. THE SELLING PROCESSThings to Consider when Managing a SalesDepartment Recruiting the correct sales people: The must identify the “right person” for this type of job. Training: be sure that before the sales person is in action, that proper training is provided. Setting objectives: it is important that each salesperson knows their goals. Provide support to your sales team.
  86. 86. THE SALES PRESENTATION Make the Presentation Relevant to Your Prospect Connect With Your Prospect Get to the Point Be Animated Believe in Your Product/Service Before the Presentation Presentation Tips Rehearse
  87. 87. THE SALES PRESENTATIONSelling is hard work.It requires strong motivation, personal pride,perseverance, flexibility, energy, discipline, andfocus. Above all, it requires communicatingand being able to read/understand the prospectsattitudes and needs, whether they are real orperceived.
  88. 88. THE SALES PRESENTATIONMake the Presentation Relevant to Your ProspectThe discussion of your product or service must be adapted toeach person; modify it to include specific points that areunique to that particular customer.Create a Connection Between Your Product/Service andthe ProspectIn a presentation to a prospective client, prepare a sample ofthe product they would eventually use; if appropriate andrelevant.
  89. 89. THE SALES PRESENTATIONGet to the PointToday’s business people are far too busy to listen to long-winded presentations. Know what your key points are andlearn how to make them quickly.Be AnimatedIf you really want to stand out from the crowd make sure youdemonstrate enthusiasm and energy. Whenever possible usevisuals and/or graphic in your presentation.
  90. 90. THE SALES PRESENTATIONYou Must Believe in Your Product/ServiceIn addition, you must know everything there is to knowabout those products/services.Before the PresentationBefore you consider the form and substance of yourpresentation, decide precisely what you want youraudience to do when you are through.
  91. 91. THE SALES PRESENTATIONPresentation TipsWhen you are making a presentation, its only natural tobe a little nervous. Be confident that all your preparationwill ensure a successful presentation.
  92. 92. THE SALES PRESENTATION Stand erect, speak clearly and loudly enough to be heard in all areas of the room. Shift positions during your presentation, but dont rock or pace. Use visuals and physical descriptions during the presentation. Speak directly to your audience, shifting your eyes every five or ten seconds. Continually make eye contact.
  93. 93. THE SALES PRESENTATION Use your hands and arms only slightly, and then only for emphasis. Concentrate most of your energy into your facial and vocal expressions. Concentrate on your audiences body language and make certain you keep them interested. Dont worry about mistakes. They will happen no matter how many times you have made the presentation.
  94. 94. THE SALES PRESENTATIONRehearseThe best way to give a successful presentation is to havea full rehearsal. This gives you opportunity to correct anyproblems and identify any weaknesses in the materials.
  95. 95. Q&A

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