Managing People DEFINITIONMANAGERS LEADERSMonitor People Inspire Their TeamSuffer Over Failures Learn From ThemManage The Present Focus On The FutureEnforce Rules Promote ValuesGet Through The Day No Title NecessaryRe-active Proactive
Managing People Definition:Skills used to achieve success with people or The ability to help people and companies surpass themselves (Easier to observe than explain)
Managing People FACT LEADERS DO NOT HAVE TO BE GOOD MANAGERS BUT MANAGERS HAVE TO BE GOOD LEADERS
Managing People Could you still achieve good resultsWith your team if you did not have your Title or the power to hire and fire?
Time Management Do you say these statements to yourself:• If only there were more hours in the day• It’s quicker to do the job myself• I don’t know where the day has gone• If only there were not so many interruptions, I could cope• If I want a job done properly I do it myself
Time Management Your Colleagues will be saying these things about you:• I never know what’s happening or what to do• I can’t ever find him/her• He/she never has time to talk about things properly• He/she says they will do things then cancels at the last minute• You can’t rely on him/her• He/she is always late
Time ManagementDefine the purpose of your company
Time Management2. Your Purpose is to assist the company in hitting their targets
Time Management Prioritising• Active tasks - Important (your purpose)• Re-active tasks - Everything else that hits your desk
Time ManagementIt’s easier to be busythan to get things done.
Managing PeopleFour main styles TELL SELL CONSULT JOIN
Managing People TELLManager makes a decision, tells team what to do.They conform to the decision ADVANTAGESGood if manager has total commitment andrespect. Also is the fastest system of management DISADVANTAGESIgnores the ideas of the team, demotivates andcan stop development. Can lead to management by fear
Managing People SELLManager makes a decision, then sells the ideato them persuasively. Gives them all the benefits. ADVANTAGESOvercomes resistance to decisions, flatters people.We like to be sold to. DISADVANTAGESIgnores ideas of team, could be seen as manipulativeor perceived as dishonest.
Managing People CONSULTManager makes a provisional decision, presents decision to team. This can then be modified or changed. ADVANTAGESBy listening to teams ideas, decision may be modified for the better. DISADVANTAGESManagers can find it difficult to be neutral, may then resort to “SELL” Decisions may
Managing People JOINManager makes no decision, manager chairsdecision meeting. Joint decision is reached. ADVANTAGESEncourages free flow of ideas, team istherefore committed. Good motivating tool. DISADVANTAGESLeadership skills may be questioned, andteams resistance may be strong. May cost respect and takes
Managing People SUMMARY• Leadership requires skill• Ability to adapt to different situations• Ability to use more than one style• Knowing when to take command
Delegation Skills The Process1. What can I delegate2. To whom can I delegate3. How do I delegate4. How do I train5. How do I control6. Tell everyone concerned7. How do I evaluate the results8. Finally
Delegation Skills What can I delegate?Make a list of all the jobs you do.How do you complete these tasks, i.e. Time spent.Do any of these tasks belong to anybody else?How much is routine and time consuming?Which tasks could be delegated?Remember to list the jobs you ENJOY as well asthe ones you DON’T!
Delegation Skills To whom can I delegate?Who would like to do some of your work?Do they have the time to take on more?Do they have the ability or skills to do the job?Do you enough about your staff to decide?
Delegation Skills How do I Delegate?Explain the reason why you are delegating.Explain why they were chosen to do the task.Explain the objectives of the job and the limits-of the authority.Discuss training needs with your subordinate-and how they will be achieved.
Delegation Skills How do I train?It must be systematic.Draw up and agree a training plan.Make sure the training is thorough, complete-and effective. (But not pressurised)
Delegation Skills How do I control?Monitor progress.Be available to answer questions.Don’t check everything but keep in touch.Give guidance and advice where necessary.
Delegation Skills Make sure everybody is informedTell everybody concerned about the delegation.Make sure everything to do with the job goes-directly to your subordinate.
Delegation Skills How do I evaluate the results?Is the job being performed satisfactorily?If so, give praise.If not, find out why and take necessary action-to rectify, i.e. further training, more time.Has a better way of doing the job evolved?
Delegation Skills FinallyCan I now delegate any more tasks?How much time have I saved?HOW ARE YOU GOING TO USE THATTIME MORE EFFECTIVELY?
Delegation Skills Things to remember• Think very carefully about which jobs to delegate.• Remember to include jobs that you enjoy, -it probably means that your subordinate will enjoy them to.• If you get it wrong it will not be taken seriously next time.• Finally observe from a distance.