Managing to achieve results
by Toronto Training and HR
March 2014
CONTENTS
3-4 Introduction
5-7 Leader or manager?
8-9 What do effective managers do?
10-11 Motivation and focus
12-14 Unlea...
Page 3
Introduction
Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consul...
Page 5
Leader or manager?
Leader or
manager?
1 of 2
LEADERS
• Visionary
• Collaborator
• Salesperson
• Negotiator
Page 6
Leader or
manager?
2 of 2
MANAGERS
• Captain
• Analyst
• Conductor
• Controller
Page 7
Page 8
What do effective
managers do?
What do
effective
managers do?
• The manager as juggler
• Managing change
• Focus on the customer
and deliver objectives
•...
Page 10
Motivation and focus
Motivation
and focus
• Promotion-focused
people
• Prevention-focused
people
• When personalities
don’t match
Page 11
Page 12
Unlearning some
important lessons
Unlearning
some
important
lessons 1 of 2
• Follow conventional
wisdom
• The customer is always
right
• Perception is reali...
Unlearning
some
important
lessons 2 of 2
• Workers demand
empowerment
• There can be only one
leader
Page 14
Page 15
Management
conversations
Management
conversations
• Two perspectives
• Three components
• Discussing the topic
• Being concise
• Leading the conver...
Page 17
Analytics-based decision-
making
Analytics-based
decision-making
• Recognize the
problem or question
• Review previous
findings
• Model the solution
and se...
Page 19
Handling grievances
Handling
grievances
• What good managers do
• Meeting with union
representatives
• Essentials of a grievance
fact sheet
Pa...
Page 21
Selling to your
subordinates
Selling to your
subordinates
• Confidence
• Trust
• Faith
• Motivation
• Enthusiasm
Page 22
Page 23
Goal congruence
Goal
congruence
• Constructive
• Destructive
• General principles for
effective functioning
Page 24
Page 25
Self-awareness
Self-
awareness
• The attention shift
• Post-interaction
awareness
• Identifying the triggers
• Self-management under
pres...
Page 27
Pinpoint personality
hazards
Pinpoint
personality
hazards 1 of 2
• Are there things you do
on a daily basis that
have become automatic?
• What actions ...
Pinpoint
personality
hazards 2 of 2
• Have you separated
management behaviours
from interpersonal
behaviours?
• Do you lik...
Page 30
Managing volunteers
Managing
volunteers
1 of 2
• Build on their passion
• Give volunteers
meaningful work to do
• Get to know your
volunteers ...
Managing
volunteers
2 of 2
• Be generous with praise
and recognition
• Listen to volunteers and
follow-up on their ideas
•...
Page 33
Neural networks
Neural
networks
• The default network
• The reward network
• The affect network
• The control network
Page 34
Page 35
Matrix management
Matrix
management
• What is a matrix
structure?
• What is matrix working?
• Drivers
• Additional complexity
• Clarity and ...
Page 37
Collaboration overload
Collaboration
overload
• Definition
• Pitfalls of improving
collaboration
• Reducing network
overload by rebalancing
colla...
Page 39
Inappropriate knee-jerk
responses
Inappropriate
knee-jerk
responses
• Appearing
unapproachable
• Questions to ask oneself
• Checklist
Page 40
Page 41
Crisis management
Crisis
management
• Consider the human
factor
• Gather adequate
information to support
decision-making
• Act quickly and d...
Page 43
Appreciative Inquiry
Appreciative
Inquiry
THE 5D APPROACH
• Define
• Discover
• Dream
• Design
• Deliver
Page 44
Page 45
Issues for managers in
Canada
Issues for
managers in
Canada
• Guarding against
becoming obsolete
• Harness change through
communication
• Keep up with w...
Page 47
Managing at Google
Managing at
Google
• Key behaviours
demonstrated by the
most effective managers
• Specific activities and
best practice
• ...
Page 49
Conclusion, summary and
questions
Page 50
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions
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Management March 2014

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Half day open training event held in Mississauga, Ontario.

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Management March 2014

  1. 1. Managing to achieve results by Toronto Training and HR March 2014
  2. 2. CONTENTS 3-4 Introduction 5-7 Leader or manager? 8-9 What do effective managers do? 10-11 Motivation and focus 12-14 Unlearning some important lessons 15-16 Management conversations 17-18 Analytics-based decision-making 19-20 Handling grievances 21-22 Selling to your subordinates 23-24 Goal congruence 25-26 Self-awareness 27-29 Pinpoint personality hazards 30-32 Managing volunteers 33-34 Neural networks 35-36 Matrix management 37-38 Collaboration overload 39-40 Inappropriate knee-jerk responses 41-42 Crisis management 43-44 Appreciative Inquiry 45-46 Issues for managers in Canada 47-48 Managing at Google 49-50 Conclusion, summary and questions Page 2
  3. 3. Page 3 Introduction
  4. 4. Page 4 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 15 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 HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale Services for job seekers
  5. 5. Page 5 Leader or manager?
  6. 6. Leader or manager? 1 of 2 LEADERS • Visionary • Collaborator • Salesperson • Negotiator Page 6
  7. 7. Leader or manager? 2 of 2 MANAGERS • Captain • Analyst • Conductor • Controller Page 7
  8. 8. Page 8 What do effective managers do?
  9. 9. What do effective managers do? • The manager as juggler • Managing change • Focus on the customer and deliver objectives • Engage employees • Nurture and grow the team • Communicate • Proactive decision-making • Deploy resources wisely Page 9
  10. 10. Page 10 Motivation and focus
  11. 11. Motivation and focus • Promotion-focused people • Prevention-focused people • When personalities don’t match Page 11
  12. 12. Page 12 Unlearning some important lessons
  13. 13. Unlearning some important lessons 1 of 2 • Follow conventional wisdom • The customer is always right • Perception is reality • Always do your best • Stick with the facts • Bigger (more) is better • The boss is always right • Don’t put things off Page 13
  14. 14. Unlearning some important lessons 2 of 2 • Workers demand empowerment • There can be only one leader Page 14
  15. 15. Page 15 Management conversations
  16. 16. Management conversations • Two perspectives • Three components • Discussing the topic • Being concise • Leading the conversation Page 16
  17. 17. Page 17 Analytics-based decision- making
  18. 18. Analytics-based decision-making • Recognize the problem or question • Review previous findings • Model the solution and select the variables • Collect the data • Analyze the data • Present and act on the results Page 18
  19. 19. Page 19 Handling grievances
  20. 20. Handling grievances • What good managers do • Meeting with union representatives • Essentials of a grievance fact sheet Page 20
  21. 21. Page 21 Selling to your subordinates
  22. 22. Selling to your subordinates • Confidence • Trust • Faith • Motivation • Enthusiasm Page 22
  23. 23. Page 23 Goal congruence
  24. 24. Goal congruence • Constructive • Destructive • General principles for effective functioning Page 24
  25. 25. Page 25 Self-awareness
  26. 26. Self- awareness • The attention shift • Post-interaction awareness • Identifying the triggers • Self-management under pressure Page 26
  27. 27. Page 27 Pinpoint personality hazards
  28. 28. Pinpoint personality hazards 1 of 2 • Are there things you do on a daily basis that have become automatic? • What actions do you take regularly that you are rewarded for the most? • What behaviours, if ignored, would cause the most trouble for you? Page 28
  29. 29. Pinpoint personality hazards 2 of 2 • Have you separated management behaviours from interpersonal behaviours? • Do you like to manage the lives and behaviours of family and friends? • In social situations, do you counsel, analyze and advise more than is necessary or even asked for? Page 29
  30. 30. Page 30 Managing volunteers
  31. 31. Managing volunteers 1 of 2 • Build on their passion • Give volunteers meaningful work to do • Get to know your volunteers personally • Provide volunteers some perks Page 31
  32. 32. Managing volunteers 2 of 2 • Be generous with praise and recognition • Listen to volunteers and follow-up on their ideas • Make it easy and make it fun • Create a culture of acceptance Page 32
  33. 33. Page 33 Neural networks
  34. 34. Neural networks • The default network • The reward network • The affect network • The control network Page 34
  35. 35. Page 35 Matrix management
  36. 36. Matrix management • What is a matrix structure? • What is matrix working? • Drivers • Additional complexity • Clarity and flexibility • Modes of cooperation • Accountability and control • The matrix mindset • The matrix skillset Page 36
  37. 37. Page 37 Collaboration overload
  38. 38. Collaboration overload • Definition • Pitfalls of improving collaboration • Reducing network overload by rebalancing collaboration demands Structural concerns Behavioural concerns Page 38
  39. 39. Page 39 Inappropriate knee-jerk responses
  40. 40. Inappropriate knee-jerk responses • Appearing unapproachable • Questions to ask oneself • Checklist Page 40
  41. 41. Page 41 Crisis management
  42. 42. Crisis management • Consider the human factor • Gather adequate information to support decision-making • Act quickly and decisively • Recognize you are your own worst problem • Good information is essential to make decisions • Act decisively Page 42
  43. 43. Page 43 Appreciative Inquiry
  44. 44. Appreciative Inquiry THE 5D APPROACH • Define • Discover • Dream • Design • Deliver Page 44
  45. 45. Page 45 Issues for managers in Canada
  46. 46. Issues for managers in Canada • Guarding against becoming obsolete • Harness change through communication • Keep up with workplace changes • Handle reactions to change • Train on new technology • Focus on human resources topics Page 46
  47. 47. Page 47 Managing at Google
  48. 48. Managing at Google • Key behaviours demonstrated by the most effective managers • Specific activities and best practice • Feedback reports on a semi-annual basis • Comments and taking action Page 48
  49. 49. Page 49 Conclusion, summary and questions
  50. 50. Page 50 Conclusion, summary and questions Conclusion Summary Videos Questions
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