Management January 2010
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Management January 2010



One day training course in the Midlands for the managers and directors of a precision engineering business.

One day training course in the Midlands for the managers and directors of a precision engineering business.



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Management January 2010 Management January 2010 Presentation Transcript

  • Management in 2010
    by Fluid
    January 2010
  • Contents
    3-4 Introduction to Fluid
    5-6 Managing your boss
    7-8 Move into management
    9-10 Managing change
    11-12 Managing expectations
    13-14 Exercise A
    15-16 Management fads
    17-18 Using comedy
    19-20 Management development
    21-23 Leader or manager?
    24-25 Exercise B
    26-28Evidence-based management
    29-30 Managing more effectively
    31-32 Challenging negative beliefs
    33-34 Power of persuasion
    35-36 Communicating with line managers
    37-38 Key to good talent management
    39-40 Improving your listening
    41-44 Managing the stress of others
    45-46 Cope with management derailment
    47-48 Case studies
    49-50 Exercise C
    51-52 Conclusion and questions
  • Page 3
  • Page 4
    Introduction to Fluid
    Fluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD
    10 years in banking
    10 years in Human Resources consultancy
    Fluid trading since 2006
    The core services provided by Fluid are:
    • Retention
    • Selection
    - Attraction
    - Remuneration & Reward
    - Outplacement
    - Training & HR consultancy
  • Page 5
    Managing your boss
  • Page 6
    Managing your boss
    • Choose the right boss to begin with
    • Don’t let yourself be bullied
    • Evaluate your boss’s psyche
    • Work less
    • Make your move
    • Plan
    • Build your relationship
    • Make your boss look good
    • Prove you can do your manager’s job
    • Become the boss
  • Page 7
    Move into management
  • Page 8
    Move into management
    • Be sure it’s what you want
    • Tell your boss
    • Try before you apply
    • Meetings are work
    • Ditch your workmates
    • Don’t expect love
    • Believe the corporate dream
    • Network with other managers
    • Keep learning
    • Ask for help
  • Page 9
    Managing change
  • Page 10
    Managing change
    • Ensure that there is a desire for change
    • Have a clear, shared vision
    • Plan for the long term
    • Involve your key communicators
    • Explain as early as possible
    • Reduce the fear factor
    • Participation and involvement are crucial
    • Identify the resources you need before you proceed
    • Keep employees happy and motivated
    • Face to face communication softens bad news
  • Page 11
    Managing expectations
  • Page 12
    Managing expectations
    • Get a crystal ball
    • No crystal ball? Try email
    • Look on the dark side
    • Beware of changing goalposts
    • I’m not that great, really
    • Don’t keep problems a secret
    • Know your boss
    • Expectations cut both ways
    • Being new
    • Avoid IT projects
  • Page 13
    Exercise A
  • Page 14
    Exercise A
  • Page 15
    Management fads
  • Page 16
    • Acronym management
    • Blue-Sky management
    • Amnesic management
    • Anecdotal management
    • Doppler-Effect management
    • Email management
    • PA management
    • Personal Development management
    • Reorganisation management
    • Secrecy management
    • Total obedience management
    Management fads
  • Page 17
    Using comedy
  • Page 18
    Using comedy
    • Preparation
    • Less is more
    • Confidence
    • Responsibility
    • Courage
  • Page 19
    Management development
  • Page 20
    • Performance improved if the organisation’s development was driven strategically with board support and strong links to business strategy
    • Performance improved if management development was designed to address managers’ abilities and competencies, motivation and potential to address business needs
    • Significantly greater employee engagement, a higher organisation performance and greater productivity resulted if organisations had initially reported a high degree of employer responsibility for manager development
    Management development
  • Page 21
    Leader or manager?
  • Page 22
    • LEADER
    • Visionary
    • Passionate
    • Creative
    • Flexible
    • Inspiring
    • Innovative
    • Courageous
    • Imaginative
    • Experimental
    • Independent
    • One who shares knowledge
    Leader or manager? 1 of 2
  • Page 23
    • Rational
    • Consulting
    • Persistent
    • Problem-solving
    • Tough-minded
    • Analytical
    • Structured
    • Deliberative
    • Authoritative
    • Stabilising
    • One who centralises knowledge
    Leader or manager? 2 of 2
  • Page 24
    Exercise B
  • Page 25
    Exercise B
  • Page 26
    Evidence-based management
  • Page 27
    • What is it?
    • Example-ABSENCE
    • Do I know exactly what the absence level is?
    • Has the absence level changed?
    • What is likely to happen to the absence level over time?
    • How does the absence level compare with norms for my sector?
    • Do I know the positions and locations of those who are absent?
    • What is the problem with the level of absence? Does it matter and in what ways?
    • What internal, organisational evidence do I have for the causes of absence?
    • How good do I think this evidence is?
    Evidence-based management 1 of 2
  • Page 28
    • What does external evidence from research suggest are the causes of absence?
    • How good is this evidence and can I apply it?
    • What other causes of absence might there be here?
    • If the absence level is high, what is the external evidence from research about the effectiveness of interventions to reduce o manage absence?
    • Is the absence level so high that it requires an intervention?
    • Will the benefits of interventions outweigh the costs?
    • How well do I think these interventions might work in my situation?
    • Might they have unintended negative consequences?
    • How will I evaluate the effects of interventions?
    Evidence-based management 2 of 2
  • Page 29
    Managing more effectively
  • Page 30
    • Identify your strengths and development needs by getting feedback from all stakeholders, learn what is expected of you and what the priorities are
    • Ensure you get the basics right before moving on to more challenging tasks
    • Spend time measuring and evaluating your activity and its impact
    • Delegate where you can and make time to understand how systems can improve efficiency and processes
    • Network and learn from others on how they prioritise and manage their workloads
    Managing more effectively
  • Page 31
    Challenging negative beliefs
  • Page 32
    • Black or white thinking
    • Magnification and minimisation
    • Overgeneralising
    • Jumping to conclusions
    • Catastrophising
    • Challenging beliefs
    Challenging negative beliefs
  • Page 33
    Power of persuasion
  • Page 34
    • Reciprocity is one of the most powerful tools of persuasion
    • Having something in common with the person you’re trying to persuade gives you an advantage
    • Raising or lowering anchor points is a useful technique
    • Once someone has agreed a deal they are unlikely to go back on it, even if the terms of that deal change
    Power of persuasion
  • Page 35
    Communicating with line managers
  • Page 36
    • Understand how the company makes its money and what affects success
    • Choose your moment to communicate with them
    • Gather data and use it as evidence to support your case
    • Focus your organisation on people priorities by including them in personal objectives
    • Give managers the tools they need to make processes work properly
    • Target the ‘resistors’ and offer individual coaching
    Communicating with line managers
  • Page 37
    Key to good talent management
  • Page 38
    Key to good talent management
    • Create your strategy in accordance with your business needs. It sounds like a given but it is not always done.
    • Take into account not only your high potentials but also your high professionals-they make the organisation work.
    • The faster you can show success, the greater the acceptance and momentum
    • Be rigorous. Come up with a system and stick to it. If you change it every year, people get confused.
  • Page 39
    Improving your listening
  • Page 40
    • Put your attention on what the other person is actually saying rather than on the person themselves or what you think they might mean by their words
    • ‘Soft focus’ your eyes to take in the whole scene rather than looking into the eyes of the other person
    • Give them time-don’t be impatient
    • Set your personal agenda aside, even temporarily
    • Visualise
    • Believe what the other person is saying
    • Repeat back some of the words or phrases used
    • Take notes if appropriate
    • Turn your internal commentator on or off
    Improving your listening
  • Page 41
    Managing the stress of others
  • Page 42
    Managing the stress of others 1 of 3
    • Help them manage their workload
    • Regularly discuss their work pressures with them
    • Allow flexible working
    • Help them understand how to manage their own stress
    • Give discretionary time off
    • Recommend external sources of professional help
    • Arrange stress management solutions tailored to their needs
  • Page 43
    Managing the stress of others 2 of 3
    • Being able to clarify the factors that may lead to stress for individual direct reports
    • Skills in discussing issues that lead to stress with direct reports
    • Understanding why people react in the ways they do
    • Understanding what employees need when they are stressed
  • Page 44
    Managing the stress of others 3 of 3
    • Respect and responsibility
    • Managing and communicating existing and future work
    • Managing the individual in the team
    • Reasoning and managing difficult situations
  • Page 45
    Cope with management derailment
  • Page 46
    • Understand the warning signs
    • Pre-empt disruptive behaviour
    • Facilitate communication
    • Offer feedback
    • Don’t ignore the derailer’s colleagues
    Cope with management derailment
  • Page 47
    Case studies
  • Page 48
    Case studies
  • Page 49
    Exercise C
  • Page 50
    Exercise C
  • Page 51
    Conclusion & Questions
  • Page 52