Your SlideShare is downloading. ×
0
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Management techniques that work webinar deck Adecco Staffing

312

Published on

Select slides from a webinar that was presented by Adecco Staffing on October 18, 2011. To view the pre-recorded version or to register for any of our upcoming webinars, please visit us at …

Select slides from a webinar that was presented by Adecco Staffing on October 18, 2011. To view the pre-recorded version or to register for any of our upcoming webinars, please visit us at adeccousa.com/webcasts.

Published in: Business, Education
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
312
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
6
Comments
0
Likes
2
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
  • I ’m pleased to introduce David Adams
  • So, how do you respond to different management styles? It is helpful to examine your personal responses to different management styles before you can determine the effect your management style has on others. Questions you may want to ask yourself: Do I prefer verbal or written communication? Am I more responsive to new or difficult tasks at certain times of the day? Do I work better with people or by myself? Are you better in decision making roles, or work better as an advisor? How do I learn best? By taking notes, listening, reading or doing? Do you prefer predictable environments or to shake things up with new tasks? Know your own strengths and weaknesses – Most people think they know what they are good at. But are they correct? Ask others for feedback on what your strengths are, and you may be surprised by the results. Concentrate on your strengths and put yourself in situations where your talents can help produce results. Work on improving your strengths. Self-analysis will help you identify gaps and show you where you need to improve – perhaps learn a new skill? Additionally, you should solicit feedback regarding areas for professional improvement. Even if you have a solid idea of what needs to change and a strategic improvement plan, bounce a few ideas off of a few coworkers you can trust to give you an honest opinion. They may give you some suggestions you never thought of. Be aware of your effect on others – If you are asking for feedback on your strengths and weaknesses from coworkers, try asking if there is anything that stands out about your interaction style and general demeanor. If you ’re having a bad day, does everyone in the office know? You should be aware of the effect you have on others.
  • We ’ve identified 5 primary tools and competencies that each of you must have in order to lead your teams. Motivator- you need to learn how to motivate others which is based on knowing the wants/needs of each team member Communicator- we ’ll discuss emotional intelligence and communication styles Coach- we ’ll discuss how to train, develop and coach our direct reports individually General Manager- we ’ll discuss how to lead your teams, group projects, branches etc… Business acumen- we ’ll discuss the concept of “Business IQ”, decision making and the analytical part of our business Your ultimate goal is to improve your awareness and skills in each of the 5 areas above . Many of you may be very competent in 2-4 areas above, but if you can develop in all 5 areas you ’ll significantly increase your value as a leader. In baseball, they might call you a “5 tool player”. (Someone who can hit for average, hit for power, run, field, and throw- these are the highest paid players in baseball)
  • {Wendy}
  • First, what do you think about this statement? “A great leader is a great motivator.” Ask the group- do they agree/disagree? Why, why not? Animate in what the experts have discovered about leadership and motivation- “A great leader understands that motivation is a choice people make for themselves etc…”
  • {Wendy}
  • Coaching should not be reserved for underperformers- all employees need it. In fact, one could argue our top performers will respond better to coaching.
  • Here ’s a simple checklist to keep you focused on the things that will lead to a successful coaching conversation or interaction. (Read through above) (
  • Here ’s a very easy model to remember that will help frame your conversations. Specify goals for performance (related to their production) as different for development (next steps to enhance skills/competencies) etc… Use SMART goals to help with goals (Specific, Measurable, Attainable, Relevant/Realistic and Time Bound)- there are a few variations to this but this is a very common goal setting method
  • It is very typical for people to follow a similar pattern when they learn new skills. Refer to above and explain. Use examples (riding a bike, driving a car etc…when you are learning you should not add more instructions than they can handle until it becomes routine/comfortable) You should not add more on a specific skill until they are at least at Stage 3 or ideally Stage 4. Transition to next slide- how do you “coach” them through each stage? Can you use the same exact approach while they are learning? What if your primary coaching style is continue to challenge people- “you can do it” approach. What if they can’t? This can cause someone to fail/lose confidence and turnover too quickly. Let’s briefly discuss some of the “coaching styles” and how you can adjust your approach based on where they are in the learning curve.
  • What are the different approaches you can take? Here are 4 easy to remember approaches. Challenge- there are times you flat out need to call them out and ask them to raise the bar and perform at a higher level Direct- is where you give them step by step instructions and show them what to do- we can ’t assume they can always figure it out on their own Coach- provide them with emotional support, encouragement, “you can do it”, “it will get better” etc… Manage- you have to make sure they are doing the right things so they don ’t form bad habits. If you reinforce the wrong behavior inadvertently (because you didn’t inspect) it could be disastrous. Now- let ’s take the learning curve and the training/coaching style and match them up.
  • {Wendy}
  • © 2008 Adecco NA and Performance Methods, Inc. - All rights reserved.
  • {Wendy}
  • Too often the order is reversed due to some new “fancy process or technology” and we end up wondering why it didn’t work.
  • Transcript

    • 1. Tricks of the trade: Management techniques that work David Adams, Vice President of Learning and Development at Adecco Group North America
    • 2. About us Adecco Staffing US is the nation ’s leading provider of recruitment and workforce solutions. We are the pre-eminent workforce management partner for Fortune 500 companies and career advisement expert for American workers, serving all of the key industries and professions that drive our economy forward. Adecco has over 900 career centers and, on any given day, connects 70,000 talented workers to the best job opportunities across the country, making us one of America ’s largest employers. Please visit us at adeccousa.com.
    • 3. About our presenter <ul><li>Has built several successful learning and development programs across the nation for employees </li></ul><ul><li>More than two decades of experience in the staffing industry </li></ul><ul><li>Has taught learning and development classes at the University of Washington in Seattle </li></ul>David Adams Vice President of Leadership and Development at Adecco Group North America
    • 4. Agenda <ul><li>Management and leadership fallacies </li></ul><ul><li>Your management style </li></ul><ul><li>Developing your management/leadership competencies </li></ul><ul><li>Motivator </li></ul><ul><li>Communicator </li></ul><ul><li>Coach (developing individuals) </li></ul><ul><li>General Manager (managing teams) </li></ul><ul><li>Guiding change within your organization </li></ul><ul><li>Question + Answer </li></ul>
    • 5. Management and leadership fallacies <ul><li>Is one style of management superior to others? </li></ul><ul><li>Are leaders born and not made? </li></ul><ul><li>What ’s the difference between management and leadership? </li></ul>
    • 6. Leadership vs. management <ul><li>“ Management defines what we’re going to do, and how we’re going to do it. Leadership is making sure everyone knows WHY we’re doing this.” </li></ul>
    • 7. Understanding your own management style <ul><li>How are you perceived as a manager or leader? </li></ul><ul><li>How do you respond to different management styles? </li></ul><ul><li>Know your own strengths and weaknesses </li></ul><ul><li>Be aware of your effect on others </li></ul><ul><li>Ask for feedback at regular intervals </li></ul>
    • 8. Management/Leadership essentials <ul><li>What tools are needed to lead others? </li></ul><ul><ul><li>Motivator </li></ul></ul><ul><ul><li>Communicator </li></ul></ul><ul><ul><li>Coach </li></ul></ul><ul><ul><li>General manager </li></ul></ul>
    • 9. Managers as motivators
    • 10. Fact or fiction? <ul><li>“ A great leader is a great motivator.” </li></ul><ul><li>Fiction! </li></ul><ul><li>“ A great leader understands that motivation is a choice people make for themselves. A great leader simply creates an environment where people can find what motivates them individually.” </li></ul><ul><li>Fact! </li></ul>
    • 11. Managers as coaches
    • 12. Fact or fiction? <ul><li>“ Coaching is primarily necessary for underperforming employees.” </li></ul><ul><li>Fiction! </li></ul><ul><li>“ Coaching is necessary for all employees.” </li></ul><ul><li>Fact! </li></ul>
    • 13. Coaching To transport someone from one place to another. Confrontation To be WITH our employees in FRONT of potential issues.
    • 14. Coaching skills checklist <ul><li>Get to know them first </li></ul><ul><li>Use open ended questions </li></ul><ul><li>Listen to understand </li></ul><ul><li>Keep it simple! Focus on 1-2 items at a time </li></ul><ul><li>Direct/provide constructive feedback without judging </li></ul><ul><li>Refer to specific examples </li></ul><ul><li>Provide guidance for growth, not commands for control </li></ul><ul><li>Recognize that disagreements are OK and not always deal-breakers </li></ul><ul><li>Reinforce importance of employee ’s work to company </li></ul><ul><li>Offer to help and remove barriers </li></ul><ul><li>View the employee ’s value to the organization holistically (vs. “up or out”) </li></ul>
    • 15. The GROW coaching conversation model <ul><li>G oals </li></ul><ul><ul><li>Establish goals for performance and development </li></ul></ul><ul><ul><li>Use SMART goal methodology </li></ul></ul><ul><li>R eality </li></ul><ul><ul><li>Determine if the goals are realistic but still a stretch </li></ul></ul><ul><li>O bstacles/Options </li></ul><ul><ul><li>Pinpoint any obstacles that could hinder their progress </li></ul></ul><ul><ul><li>Identify all options to overcome the obstacles </li></ul></ul><ul><li>W rap-Up </li></ul><ul><ul><li>Assess their willingness to act </li></ul></ul><ul><ul><li>Establish plan of action, next steps and follow up </li></ul></ul>
    • 16. The learning curve and stages of learning <ul><li>Stage 1- Unconscious incompetence </li></ul><ul><ul><li>They don ’t know what they don’t know </li></ul></ul><ul><li>Stage 2 – Conscious incompetence </li></ul><ul><ul><li>They now know what they don ’t know </li></ul></ul><ul><li>Stage 3 – Conscious competence </li></ul><ul><ul><li>They can perform the job if they concentrate </li></ul></ul><ul><li>Stage 4 – Unconscious competence </li></ul><ul><ul><li>They can perform the job routinely without much thought </li></ul></ul>
    • 17. Coaching/training styles <ul><li>Challenge </li></ul><ul><ul><li>Ask them to achieve a higher level of competence </li></ul></ul><ul><li>Direct </li></ul><ul><ul><li>Provide very specific instructions </li></ul></ul><ul><li>Coach </li></ul><ul><ul><li>Provide encouragement and support </li></ul></ul><ul><li>Manage </li></ul><ul><ul><li>Monitor and inspect their results </li></ul></ul>
    • 18. Managers as general managers (managing teams)
    • 19. Less reliance on any individual to accomplish goals Internal alignment What happens when your team… Is not aligned? Is aligned? We work together more efficiently Individual goals contribute to the overall goals of the team Colleague engagement increases which improves the quality of work    
    • 20. How do you know if your team is aligned? <ul><ul><li>Do they celebrate each other ’s successes? </li></ul></ul><ul><ul><li>Would they/could they hold a team meeting if you weren ’t present? </li></ul></ul><ul><ul><li>Do they communicate frequently without your prompting? Are they comfortable asking each other for help? </li></ul></ul><ul><ul><li>Would they all list the same 3-5 goals if asked? </li></ul></ul><ul><ul><li>Can they prioritize projects effectively without your guidance? </li></ul></ul><ul><ul><li>Can you take a vacation and come back to business as usual? </li></ul></ul>
    • 21. Managing team tasks and workload <ul><li>“ The secret to time management is NOT getting everything done. The secret is knowing what has to be today and what can wait until tomorrow. Prioritization is the secret to success.“ </li></ul><ul><li>“ Time is precious. Don’t spend it… invest it.” </li></ul>
    • 22. Time management quadrants <ul><li>Steven Covey ’s time management quadrants help individuals and teams become more productive: </li></ul>Quadrant 1 Urgent and important (Manage) Quadrant 2 Important/Not urgent (Focus) Quadrant 4 Not Urgent/Not important (Avoid) Quadrant 3 Urgent/Not important (Delegate or avoid)
    • 23. Guiding change within your organization &quot;Change is hard because people overestimate the value of what they have and underestimate the value of what they may gain by giving that up.&quot;
    • 24. Agents of change <ul><li>Behavioral change must always start with people and not with new technology. </li></ul>1. Are they the right people with the right skills? 2. Do they believe that change is needed? 3. Does their behavior support the change? 1. Is the process repeatable? 2. Is the process simple enough that the lowest common denominator can understand it? 3. Does the process provide instructions or resolution for those who need more support? 1. Does the technology enable the desired change? 2. Is the technology proven? 3. Is the technology easy to learn? Technology Process People
    • 25. Change management <ul><li>If you are communicating change or receiving direction on change, here are 7 key questions that need to be CLEARLY addressed: </li></ul><ul><ul><li>What business issue is driving this change? </li></ul></ul><ul><ul><li>Why should we care about the outcome? </li></ul></ul><ul><ul><li>Where does this fit with other organizational priorities? </li></ul></ul><ul><ul><li>How will people emotionally respond to this change? </li></ul></ul><ul><ul><li>How should we acknowledge their feelings (good or bad)? </li></ul></ul><ul><ul><li>What is the first action we need to take? </li></ul></ul><ul><ul><li>What are the milestones we will use to measure progress? </li></ul></ul>
    • 26. Key takeaways <ul><li>A great leader knows how to have meaningful conversations and provide feedback that is well received. </li></ul><ul><li>In order to be a great communicator, you will need to focus on increasing your emotional quotient. </li></ul><ul><li>Proofread your emails several times before sending, and consider a conversation in place of email for sensitive topics. </li></ul><ul><li>Team alignment should be your top priority to increase efficiency. </li></ul><ul><li>Change management begins and ends with people, not technology. </li></ul>
    • 27. Slide Visit us at www.adeccousa.com Connect with us on LinkedIn: Adecco Group North America Join our webinar discussion subgroup

    ×