Your SlideShare is downloading. ×
  • Like
Lighting The Fire Within
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Now you can save presentations on your phone or tablet

Available for both IPhone and Android

Text the download link to your phone

Standard text messaging rates apply

Lighting The Fire Within

  • 334 views
Published

Management Workshop …

Management Workshop
2006 National OSCAR Conference

Published in Business , Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
334
On SlideShare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
12
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Lighting the Fire Within An Approach to Building a Team By Don McLean
  • 2. What’s Your Staffing Situation?
    • Did you inherit staff
    • Are you involved in employment of staff
    • Do you hold regular staff meetings
    • Do you appraise your staff annually
    • Do you allow your staff to be part of decision making in your organisation.
    • How are the lines of communication – management and staff.
    • Is your workplace a happy place
  • 3. Barriers to a Successful Team
    • Poor communication
    • Personal differences
    • External / Personal pressure
    • Lack of a challenge / motivation
    • Misinformation
    • Time frames / Too busy / Not taking time to smell the roses
    • Not understanding strengths and weaknesses
    • Staff feel out of the loop – No ownership / vision
    • Poor systems / management – no leadership
    • No supervision / support for staff
  • 4. Personality Melting Pot
    • In every team there may be:
    • The worker The whinger
    • The greaser The unionist
    • The Lazybones The clueless
    • The hypochondriac The Knowledge
    • The great guy The Joker
    • The shy one The loud one
    • The Energiser Bunny The Pessimist
    • The Social Butterfly The Fashion model
    • Can you think of any others?
  • 5. The Team Matrix Solicitous Motivational problem Solving Administrative Passive Political Assertive Low High Concern for People High Concern for results
  • 6.
    • C – Communication
    • L – Leadership
    • O – Ownership /Organisation
    • V – Vision
    • E – Energy / Enthusiasm
    • S – Supervision / Support
  • 7. Communication
    • Regular Planned Staff meetings
    • Expectations – Clearly spell out what you expect of staff , ask what staff expect of their leaders
    • Open door / mind
    • Acknowledge feelings and be sensitive to personal problems.
    • Planning – group
    • Learn to Listen – be an active listener.
    • Be confident enough to say when you’re not happy and always willing to say when you are.
  • 8. Leadership
    • Be a leader, not a mate or dictator. – staff will be looking for leadership, be prepared to make decisions.
    • Be a role model – act as you would expect other would act
    • Be a person – never be something your not
    • Be a knowledge but not “the knowledge.”
    • Be flexible – things change it’s not a disaster
    • Be fair – Everything doesn’t always go the way you would want.
    • Be approachable – Be relaxed, open door / mind
    • Be open – to different personalities/ cultures / family situations
    • Be aware of staff needs – everyone has their quirks
  • 9. The D.O.P.E Leadership Test
    • Which are you
    • Going to be?
    • How Broad Are Your Shoulders?
    • Take the DOPE test back to your organisation and get three of your employees fill in the test for you and then compare them to your own results – It may be an eye opener!
  • 10. Organisation / Ownership
    • Organisation
    • Have the right management systems in place.
    • Be Planned
    • Be strategic
    • Everyone has ownership
    • Be realistic
    • Do the Paper work
    • Be flexible
    • Ownership:
    • Everyone should have some degree of ownership of…
    • Planning – daily, weekly, and strategic.
    • Behaviour management
    • Vision / Charter
    • Staff meetings
    • Venue layout
    • etc
  • 11. Vision
    • All members of the staff need to be clear in the direction your organisation
    • What are your collective hopes for your organisation – what would you like your organisation to be like in three years?
    • How will you get there – strategic goals and action plan.
    • Everyone has some degree of ownership, although you may be steering the ship
    • Regular reviews to ensure you stay on the path – this will provide a focus.
  • 12. Energy & Enthusiasm
    • Fun – never under-rate the importance of having fun.
    • Total Commitment
    • Positive first
    • Be enthusiastic – keep your game face on
    • Staff don’t wear your concerns/ worries
    • Be willing to admit you're wrong.
    • leave your personal pressures at the gate – same for staff
    • Keep your eye on the ball – goal focused but keep it real
  • 13. Support
    • At the start of each year meet with each staff member and set out a professional development plan.
    • This should include:
    • Personal goals based on staff members personal areas of interest
    • Professional goals based on personal needs identified in previous years appraisal process
    • Professional goals based on organisational needs (1 st Aid cert)
    • A professional development calendar for year and timeframe performance management programme for the year.
  • 14. Supervision
    • With a professional development plan in place you now have a tool / starting point to measure staffs performance.
    • Performance Management should include:
    • At least two formal observations
    • An appraisal interview – discuss achievement of goals and set new personal goals for next year
    • Appraisal report – measuring staff members progress against goals.
    • Other options – parent and student interviews and/ or seek staff feedback. (360 degree)
  • 15. Staff Recruitment
    • Careful consideration is needed when you employ staff . Ask yourself…
    • What does your organisation need or not need?
    • How would this person fit into your organisation?
    • Is the on paper person clouding the personality?
    • Hints
    • Try and get the whole picture and it doesn’t hurt go out and look for the right person.
    • Before you start make a list of all the qualities you are looking for.
  • 16. Out with Old In with the New
    • New Staff
    • Have a planned induction programme
    • Assign a buddy to help with those little questions
    • Don’t think it will happen straight away allow a decent period of induction.
    • Inherited Staff
    • These can be the hardest nuts to crack – they can be bitter about missing out on your job, friends with former management …..
    • They have to come on board and this may take awhile.
    • What if they don’t?
    • The clean slat approach is important – “I’m a new person I bring a new flavour, I’m interested what you have to offer but first you must give me a chance.”
    • Forming – Storming – Norming – Performing
    • The bottom line is if they can’t accept changes they need to move on
  • 17. Any Questions?