New people manager for asians
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New people manager for asians Presentation Transcript

  • 1. New People Manager Phase 4
  • 2. Program Purpose • Discover your role as a people manager • Learn to manage yourselves as people manager • Apply principles and practices for engaging, managing and developing your employees
  • 3. Agenda Day 7  Introduction  Green packet Values  New Roles  Managing Yourselves  Managing People Guan Xi Listening Trust and care Day 8  Managing People No Fear Communication style Delegation Coaching Appreciation Emotion  Managing People Saving Face Provides Feedback Receiving Criticism Guide them for Solutions  Managing People Strengths Productivity Personal Action Planning
  • 4. Ground Rules基本规则 1.Be Present – turn off phones/email alerts/stay on track 2.Collaborate and fully participate in the activities 3.Confidentiality – anything discussed does not go beyond the room
  • 5. • Start: 9:00 a.m. • Break: ~ 15 minutes • Lunch: ~ 45 minutes • Break: ~ 15 minutes • Close: 5:30 p.m. Today’s Schedule
  • 6. 5 Thinking Process
  • 7. The Red Brain • What do you feel about the suggestion? • What are your gut reactions? • What intuitions do you have?
  • 8. The White Brain • The information seeking hat. • What are the facts? • What information is available? What is relevant?
  • 9. The Yellow Brain • The sunshine hat. • It is positive and constructive. • It is about effectiveness and getting a job done. • What are the benefits, the advantages?
  • 10. The Black Brain • The caution hat. • In black hat the thinker points out errors or pit-falls. • What are the risks or dangers involved? • Identifies difficulties and problems.
  • 11. • This is the creative mode of thinking. • Green represents growth and movement. • In green hat we look to new ideas and solutions. • Lateral thinking wears a green hat. The Green Brain
  • 12. • Planning for thinking processes used. • Blue is also for summary • Blue is for action plan The Blue Brain
  • 13. Thinking Process Characteristics Questions Fact Used to think about facts, figures, and information 1. What facts would help me further in making a decision? 2. How can I get those facts? Fellings Used to elicit the feelings, emotions 1. How do I really feel? 2. What is my gut feeling about this problem? Cautious Used to discover why some ideas will not work, 1. What are the possible risks and problems? 2. What is the worst-case senario?
  • 14. Positive sees opportunities, possibilities and benefits 1. What are the advantages? 2. What would be the best possible outcome? Creative Used to find creative new ideas 1. What completely new, fresh, innovative approaches can I generate? 2. What creative ideas can I dream up to help me see the problem in a new way? Thinking Used as a master hat to control the thinking process 1. Summary 2. Thinking process 3. Action Plan
  • 15. Convey Information
  • 16. A. Convey Information • Get attention • Give the benefits of listening • Based on what they know • Speak slow and clearly • Organize Info • Big Picture • Group Info – 3-7 Points • Support each point with examples/pictures • Check Understanding • Do you have any questions? • Can you show me?
  • 17. Care for my cat
  • 18. Listening
  • 19. Listening • Show Interest “I am listening” • Focus on the key issues “What are the key issues?” • Summarize and check “Let me summarize…” • Responds to feeling “Are you upset?”
  • 20. How Do You Show Interest?
  • 21. Name Tent Laurence Yap Senior Manager, HR Development Department 6 Years What is the key responsibility of people manager?
  • 22. Consider This • The Most Important Part of Your Job is to deliver business results through people you manage
  • 23. Get to Know Your Colleagues • 15 minutes - Your Partner First Name Birthplace Hobbies Food Drink HP Laurence Yap Sabah Traveling, Reading Spaghetti Chamomile Tea 0162080096
  • 24. Personal Portfolio Laurence Yap
  • 25. [KL. PG. China. Sg. Ipoh] 16 Years (1993-2012) Training & Learning Organization Development HRD Career
  • 26. Training & Conferences
  • 27. Employment
  • 28. Management Experience People Manager  Managed a team of 100  3 Management Rules  Practitioner of 7 Habits, Zenger Miller Business Manager  Report to COO, HR Director  Improvement through Lean Manufacturing, leadership dev, training and learning
  • 29. Get to Know Each Others 2 Minutes Introduction
  • 30. Checking In Expectations What is your expectation of this training?
  • 31. Team Cheers • Service Excellence • Team work • Reliable • Innovation • Passion
  • 32. Green Packet Values 1. Service Excellence Service Excellence is ‘WOW’ experiences. Wonderful, Outstanding, and Way Beyond Expectation
  • 33. 2. Teamwork Together Towards the Same Goal with Trust and Openness, Synergizing Our Individual Differences Green Packet Values
  • 34. 3. Reliable Dare to Commit and Consistently Deliver What We Promise to Our Customers and Company Green Packet Values
  • 35. 4. Innovation Keep Improving by Doing Things Differently to Deliver Remarkable Results Green Packet Values
  • 36. 5. Passion We will Rock the World by Making Things Possible…and Have Fun Along the Way Green Packet Values
  • 37. 1. Defining Your Role as People Manager
  • 38. 1. New Role as Managers Leadership Behaviors required for effective management Transition from individual contributor to manager Sharing of Good Practices •
  • 39. Leadership Behaviors • Complete the self assessment • Be sure to write your name • Submit the assessment to me
  • 40. Leadership behaviors • Model the Way • Inspire a Shared Vision • Challenge the Process • Enable Others to Act • Encourage the Heart
  • 41. VIDEO: SUPPORT 0.25 & VIOLIN The role of leader
  • 42. Leadership Lessons from Your Supervisors
  • 43. Transition
  • 44. Your Achievement • Your best career achievements in the past as Individual contributor
  • 45. Key Changes for Successful Transition • Time: New timeframes that govern how one works • Skill: New capabilities to carry out new responsibilities • Values: New beliefs in what tasks are important to focus on
  • 46. Key Changes for Successful Transition • Time: Days/Weeks - Months/Years • Skill: Personal Skills - Team Skills/People Skills • Values: Personal Development - Developing teams
  • 47. Key Changes for Successful Transition: Individual Contributor to People Manager • Defining and assigning work to be done • Enabling direct reports to do the work • Building social contacts
  • 48. Discussion • Difference between Leaders and Managers
  • 49. Management • Management is a set of processes that keep people and technology running smoothly • The most important aspects including Planning, Budgeting, Organizing, Controlling
  • 50. Leadership • Leadership defines what the future should look like, align people, with that future and is inpire s them to make it happen despite the obstacles
  • 51. Meaning • We create opportunities for others • We care because we know people depend on us • We make a difference in the world
  • 52. Good Practice Sharing
  • 53. 54 2. Managing Yourselves
  • 54. 2. Managing Yourselves How to think positively and effectively Managing Time and Projects •
  • 55. Managing Your Thought • Adopt Effective Way – Lazyman way What are the most effective way? • Open Minded – PMI Let us look at different angle • Ownership - Use their ways – what do you think?
  • 56. Think Positively • Choose positive reactions Proactive – Freedom of choice – Victor Frankl Choose positive respond – positive emotions A to Z Law of Attraction – Mind like a magnet
  • 57. 58 Tea Break 20 Minutes
  • 58. Manage Time and Priorities • Allocate time for People – 1 on1 and team learning • 6 Items • Control Weekly Planning • Do It Now • Chunking • Prioritizing Your Work
  • 59. Goals Your Dream – an hour per day - write down now Start small
  • 60. Know Your Temperament • 4 Type of Personalities • Know your strengths • How to deal with other types of personality
  • 61. Work Extra Miles • As new leaders • Find out your gap – write them down now • Work extra miles to learn it • Learn – people, net, books, Projects • Win - Win
  • 62. Good Practices and Things to avoid
  • 63. 3. Managing Others
  • 64. 3. Managing Others: Guan Xi – Build Positive Relationship and Trust Asian Concepts of relationship and leadership Listening and Conversation Trust and care - Sharing of Knowledge, Network & Compassion
  • 65. Asian Concepts • Leadership Concepts - Use fear, fault finding, scolding , stingy in praises and seniority • Relationship concepts - Guan Xi, Face and Job Security
  • 66. Effective Concepts • Leadership Concepts - Utilizing their strengths, coaching, appreciation, empowerment and bring joy to work • Relationship concepts - Be personal and build trust, save their face and job security
  • 67. VIDEO: Monkey See Monkey Do Leadership by Example
  • 68. My Management Experience • Three rules: • No scolding, but feedback and coaching (Ros) • Solving problems and shouldering blames – solve it together • Use your strength and developing you (Michael)
  • 69. Other Practices • Care • Praise • Work life balance • Network • Treat everybody the same • No mood swinging
  • 70. Listening Skills • Use listening skills to engage employees
  • 71. Guidelines 1. Questions – 5W1H 2. Body Language and Posture 3. Sincerity
  • 72. Avoid 1. Judgment 2. Topper 3. Advising
  • 73. Acknowledging • Raising an eyebrow (suggests you aren't sure or are unclear and you need the other person to tell you more) • Smiling (shows you are in agreement) • Leaning a bit closer (demonstrates that you are very interested in what the person is saying) • Nodding your head (shows agreement) • Maintaining eye contact (lets the person know you are following her) • Putting your palms up, facing the speaker
  • 74. Self-Disclosur • communicating information about how he feels and what he is thinking. These are his true feeling and thoughts
  • 75. Maintaining Congruence
  • 76. Clarifying
  • 77. Exercise • Grouping: Hobbies, Best Friend and Traveling Experience
  • 78. Trust
  • 79. Trust Knowldge Network Compassion
  • 80. Compassion the human ability to reach out with warmth SUPPORT & LISTEN
  • 81. Help A. Help others unconditionally (share your experience) • at work • at home • at social activities
  • 82. VIDEO: Life Vest HOW MUCH DO YOU REALLY CARE ABOUT THE PEOPLE YOU LEAD?
  • 83. Why • Build EBA • Broaden your horizon • Positive emotion • Contribution
  • 84. Listen B. Intensive Listening with Compassion How do you feel? Share your experience
  • 85. How • Interested in them • Ask – 5W1H •“Can u tell me more?” Exercise
  • 86. Network your entire web of relationships MATCH PEOPLE
  • 87. Network • Sharing our networks to others (build relationship and EBA) Share your experience
  • 88. Methods • How do we share our network with others?
  • 89. Knowledge everything you have learned and everything you continue to learn READ & SHARE
  • 90. Knowledge How can we use Knowledge to build care and trust?
  • 91. Reading Reading is the cheapest and fastest way Our only survival tool: learn faster than your competitor
  • 92. Techniques • How do we increase our knowledge?
  • 93. Conclusion Three ways to build emotional and trust: Compassion Network Know
  • 94. Summary
  • 95. Checking Out Expectations GOOD, NEW and APPLICABLE EXPECTATION