Managing better in 2012 January 2012

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One day open training event held in Toronto, Canada.

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Managing better in 2012 January 2012

  1. 1. Managing better in 2012 by Toronto Training and HR January 2012
  2. 2. 3-4 Introduction to Toronto Training and HR 5-6 Definitions 7-8 Management competenciesContents 9-11 12-14 15-18 Typical management behaviours Managers or leaders? Psychoanalysis and humanistic psychology 19-20 Delegation 21-25 Implementing employee engagement 26-29 A year in the life of a new manager 30-32 Problems and opportunities for improvement 33-36 Tackling grief at work 37-40 The happy manager 41-43 Managing volunteers 44-48 Managing in a complex system 49-52 Identifying managers of tomorrow 53-58 Training 59-61 Redesigning jobs 62-64 The learning organization 65-66 Building trust 67-68 Making your values valuable 69-70 Attitudes 71-74 Importance of diversity 75-76 Perking up the workplace 77-78 Management of an ageing workforce 79-80 Portfolio management 81-82 Winning an argument 83-84 Managing rumours 85-86 Importance of middle managers 87-88 Ensuring a smooth handover 89-90 Turning around complaints 91-92 Workspace planning 93-94 Smoother public speaking 95-96 Preparing for a presentation 97-98 Case study 99-100 Conclusion and questions
  3. 3. Introduction Page 3
  4. 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• 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 Page 4
  5. 5. Definitions Page 5
  6. 6. DefinitionsWhat is management?What is management control? Page 6
  7. 7. Managementcompetencies Page 7
  8. 8. Management competenciesManaging activities which are about getting thingsdone and the actions required by the organizationManaging the analysis of information andresources to solve problems and reach decisionswhich involved thinkingManaging people and dealing with one‟s own andother people‟s feelingsManaging the vision, values and assumptions thatunderpin the organization Page 8
  9. 9. Typical management behaviours Page 9
  10. 10. Typical management behavioursBEST MANAGERS 1 of 2Open communicatorGood team leaderPositive personal qualitiesSupportiveCoach or mentorEven-handedProvide recognitionEffective delegatorValued my opinions Page 10
  11. 11. Typical management behavioursWORST MANAGERS 2 of 2Poor team leaderPoor personal qualitiesPoor communicatorUnsupportivePoor delegatorUnbalanced feedbackLack of objectives or visionNot even-handedPoor coach or mentor Page 11
  12. 12. Managers or leaders? Page 12
  13. 13. Managers or leaders? 1 of 2MANAGERSPlanning and budgetingOrganizing and staffingControlling and problem-solving Page 13
  14. 14. Managers or leaders? 1 of 2LEADERSCreating a sense of directionCommunicating the visionEnergizing, inspiring and motivating Page 14
  15. 15. Psychoanalysis andhumanistic psychology Page 15
  16. 16. Psychoanalysis and humanistic psychology 1 of 3The early period of breast feeding with its implicitintimacy between mother and child which leads toanguish when the child is told to give it upThe anger felt by children over the external controlimplicit on toilet trainingThe disapproval demonstrated by society ofchildhood sexualityThe difficulties for all of us to control anger andaggression in socially acceptable ways Page 16
  17. 17. Psychoanalysis and humanistic psychology 2 of 3DEFENCE MECHANISMSFixationRationalizing thingsRegressionProjection Page 17
  18. 18. Psychoanalysis and humanistic psychology 3 of 3Need to be open to experience and move away fromdefensivenessA desire to live each moment more fully andimmediately, rather than to relate everything to thepastIndividuals increasingly trust themselves physically,emotionally and mentallyIndividuals take responsibility for themselves andtheir actions Page 18
  19. 19. Delegation Page 19
  20. 20. DelegationRepeatRemindReinforceRecordReturn Page 20
  21. 21. Implementing employee empowerment Page 21
  22. 22. Implementing employee empowerment 1 of 4QUESTIONS TO ASKWhat do we mean when we say we want toempower people?What are the characteristics of an empoweredperson?Do we really need empowered people?Do we really want empowered people?How do people actually develop a sense ofempowerment? Page 22
  23. 23. Implementing employee empowerment 2 of 4QUESTIONS TO ASKWhat organizational characteristics facilitateemployee empowerment?What can leaders do to facilitate employeeempowerment? Page 23
  24. 24. Implementing employee empowerment 3 of 4STEPS TO TAKEArticulate a clear vision and goalsFoster personal mastery experiencesModelled exposureProvide supportCreate positive emotionsProvide information Page 24
  25. 25. Implementing employee empowerment 4 of 4STEPS TO TAKEProvide resources such as technical support,administrative support and ongoing trainingConnect to outcomesCreate confidence Page 25
  26. 26. A year in the life of a new manager Page 26
  27. 27. A year in the life of a new manager 1 of 3Does my organization provide New Managers withthe formal and informal “know-how” they need inthe critical areas of:–Business orientation–Expectations alignment–Political connection–Cultural adaptationWhat are the “enablers” that facilitate a successfulfirst year on the job and “blockers” that prevent asmooth transition? Page 27
  28. 28. A year in the life of a new manager 2 of 3What are the “enablers” that facilitate a successfulfirst year on the job and “blockers” that prevent asmooth transition?What are the differences in experience betweentop and bottom performing new managers?What is my organization doing well to support newmanagers?What can my organization do better to meet theneeds of new managers? Page 28
  29. 29. A year in the life of a new manager 3 of 3MILESTONES30 day, sense-making90 day, connecting180 day, contributing365 day, mastering Page 29
  30. 30. Problems andopportunities for improvement Page 30
  31. 31. Problems and opportunities for improvement 1 of 2QUESTIONS TO ASKWhat is our mission?Who is our customer?What do customers value?What are our results?What is our plan? Page 31
  32. 32. Problems and opportunities for improvement 2 of 2WHAT CAN YOU DO?Survey your customers-involve your teamSurvey your team (internal customers)Disseminate the answers and refine thequestioning processUse the findings to create, execute and maintainyour plan-communicate the findings and act onfeedback Page 32
  33. 33. Tackling grief at work Page 33
  34. 34. Tackling grief at work 1 of 3DEFINITIONSGriefBereavementMourning Page 34
  35. 35. Tackling grief at work 2 of 3Societal views about griefHow do we deal with grief?Expressions of griefEffects of griefRole changesBusiness strategies Page 35
  36. 36. Tackling grief at work 3 of 3LearnImplementVoiceEngage Page 36
  37. 37. The happy manager Page 37
  38. 38. The happy manager 1 of 3WORKLIVESWork to your strengthsOffer your helpRelationships are the keyKeep it realLook after yourselfInquisitiveness is worth itValue what you doEnjoy what you doSmile-it‟s infectious Page 38
  39. 39. The happy manager 2 of 3RECOGNIZING HAPPINESSThe way we thinkThe things we do Page 39
  40. 40. The happy manager 3 of 3HAPPY PEOPLE ARE MORE LIKELY TO:Secure job interviewsShow superior performance and productivityBe evaluated positively by their supervisorsHandle managerial jobs better Page 40
  41. 41. Managing volunteers Page 41
  42. 42. Managing volunteers 1 of 2Valuing the role of volunteersDefining rules and expectationsDeveloping volunteer management skillsReducing client and group riskCreating clear assignments Page 42
  43. 43. Managing volunteers 2 of 2Reaching beyond the circleOrienting and training volunteersProviding supervisionMaking volunteers feel they belongRecognizing volunteer contributions Page 43
  44. 44. Managing in a complex system Page 44
  45. 45. Managing in a complex system 1 of 4PROBLEMS FACEDUnintended consequencesMaking sense of a situation Page 45
  46. 46. Managing in a complex system 2 of 4IMPROVED FORECASTING METHODSDrop certain forecasting toolsSimulate the behaviour of a systemUse predictive information-lagging, current andleading Page 46
  47. 47. Managing in a complex system 3 of 4BETTER RISK MITIGATIONLimit or even eliminate the need for accuratepredictionsUse decoupling and redundancyDraw on storytelling and counterfactualsTriangulate Page 47
  48. 48. Managing in a complex system 4 of 4SMART TRADEOFF DECISIONSTake a real-options approachEnsure diversity of thought Page 48
  49. 49. Identifying managers of tomorrow Page 49
  50. 50. Identifying managers of tomorrow 1 of 3Emerge naturally as team leaders, gaining theregard and respect of their peers, not just for theirtechnical knowledge but also for theirempathy and judgmentAre sought out by their peers for advice on manytopics, not just technical ones Page 50
  51. 51. Identifying managers of tomorrow 2 of 3Evidence an organizational perspective and anunderstanding of how the company works, howtheir units contribute to company success, andhow their jobs, and those of others around them,fit into the big pictureDemonstrate relationship savvy by dealingsuccessfully with a broad range ofpersonalities and perspectives Page 51
  52. 52. Identifying managers of tomorrow 3 of 3Aspire to a leadership position, not only becausethey will make more money but also because theyfind a realistic profile of the manager job to beappealing Page 52
  53. 53. Training Page 53
  54. 54. Training 1 of 5TRAINING NEEDS ANALYSISAt performance appraisal sessionsAs a result of changesAt the instigation of the individual who wants toimprove and developAs part of the systematic process of induction andinitial trainingAs part of a recovery program after poorperformance has been highlighted Page 54
  55. 55. Training 2 of 5A CHOICE OF METHODSActing upAction learningAudio-visual presentationsCase studiesCoaching and mentoringDelegation and empowermentDiscussionDistance learning Page 55
  56. 56. Training 3 of 5A CHOICE OF METHODSE-learningExercisesGroup dynamicsJob rotationLearning contractsLearning opportunitiesLecturesOn the job Page 56
  57. 57. Training 4 of 5A CHOICE OF METHODSProjectsRole playSecondmentsSimulationsSkills instructionTalksWebinars Page 57
  58. 58. Training 5 of 5EVALUATING TRAININGReactionLearningJob behaviourOrganizationUltimate level Page 58
  59. 59. Redesigning jobs Page 59
  60. 60. Redesigning jobs 1 of 2Job rotationJob enlargementJob enrichmentAutonomous work teamsLeadership modelsQuality movementFlexibility Page 60
  61. 61. Redesigning jobs 2 of 2REVIEWING THE ORGANIZATIONPurposeActivitiesGroupingAuthorityConnecting Page 61
  62. 62. The learning organization Page 62
  63. 63. The learning organization 1 of 2MANAGERS SHOULD:Transform the individual and organization‟s imageof learning with the aim of encouraging lifelonglearning and a desire for continuous improvementCreate knowledge-based partnerships with peoplewithin and without the organization in order toshare ideas and information so that a realunderstanding develops Page 63
  64. 64. The learning organization 2 of 2MANAGERS SHOULD:Develop and expand team learning activities inorder to encourage people to share questions,information, ideas, solutions and approachesChange the role of managers so that they canfunction as facilitators rather than controllersEncourage experiments and risk-taking so thatnew possibilities emergeCreate structures and systems that allow people toextract learning Page 64
  65. 65. Building trust Page 65
  66. 66. Building trustTo obtain instant co-operation, always use theword „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” Page 66
  67. 67. Making your values valuable Page 67
  68. 68. Making your values valuableSurvivalAuthenticityTensionInternalizationIndividualismTimingReinforcement Page 68
  69. 69. Attitudes Page 69
  70. 70. AttitudesCharacteristics of attitudesIntertwining of attitudes and motivationTechniques used to change attitudes Page 70
  71. 71. Importance of diversity Page 71
  72. 72. Importance of diversity 1 of 3It can open up new opportunities throughbroadening the customer baseIt is part of the increasingly important ethicalstand of organizationsIt ensures that selection, training and retention ofpeople from the entire labour market occurs ratherthan part of it only, so that the organization canattract the best talent Page 72
  73. 73. Importance of diversity 2 of 3People want to work for fair employersOrganizations are required to abide by legislationBenchmarking against other organizations willshow that diversity is increasingly considered inareas such as awarding contracts and supply chainissues Page 73
  74. 74. Importance of diversity 3 of 3OVERCOMING STEREOTYPES AND PREJUDICEThe better we know ourselves the easier it is tosee others accuratelyOne‟s own character affects what one sees inothersThe accuracy of our perceptions depends on oursensitivity to the differences between people Page 74
  75. 75. Perking up the workplace Page 75
  76. 76. Perking up the workplaceFind 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 Page 76
  77. 77. Management of an ageing workforce Page 77
  78. 78. Management of an ageing workforceRethink retirementTalk about itRethink the job specOffer a change of rolesBe flexibleReward performanceKeep on trainingWiden your netMake your workplace friendly Page 78
  79. 79. Portfolio management Page 79
  80. 80. Portfolio managementGive people a purposeReinforce the right behavioursGain the right skills and experienceManage conflictGood process, not bad bureaucracyRole modelling Page 80
  81. 81. Winning an argument Page 81
  82. 82. Winning an argumentLet them speak firstGive them creditStay calmBe preparedDon‟t bamboozleStrike a matchReason with themGet emotionalFlatterUse your alliesBelieve Page 82
  83. 83. Managing rumours Page 83
  84. 84. Managing rumoursGet your radar in placeFill the vacuumFind the sourceConsider legal stepsDeny with convictionAccentuate the positiveUse the credibility testCall on friends Page 84
  85. 85. Importance of middle managers Page 85
  86. 86. Importance of middle managersMiddle managers turn “ideas” from the creativeinnovators into “projects” that can be completedMiddle managers coordinate the work of othersMiddle managers are primarily responsible forcreating a culture in which the innovators candeliver their best work Page 86
  87. 87. Ensuring a smooth handover Page 87
  88. 88. Ensuring a smooth handoverDon‟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 Page 88
  89. 89. Turning around complaints Page 89
  90. 90. Turning around complaintsLet them rantSay sorryAsk meaningful questionsBe honestEmpathizeDon‟t pass them onJoin forcesStay calmDelve deeperBe thankful Page 90
  91. 91. Workspace planning Page 91
  92. 92. Workspace planningMeasure desk useSet targetsUse space sensiblyWork flexiblyStreamline storageClear clutterBreak-out zonesCreate brighter spacesInvolve employeesFurniture of the future Page 92
  93. 93. Smoother public speaking Page 93
  94. 94. 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 Page 94
  95. 95. Preparing for a presentation Page 95
  96. 96. Preparing for a presentationCheck in earlyMake friends with the stageTake a clockMicrophoneAudio visualConnect with the organizerPre-written introductionBe your own warm-up actLearn from the experience Page 96
  97. 97. Case study Page 97
  98. 98. Case study Page 98
  99. 99. Conclusion & questions Page 99
  100. 100. Conclusion & questionsSummaryVideosQuestions Page 100

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