Skills For Manager

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Skills For Manager

  1. 1. SKILLS FOR MANAGER
  2. 2. MANAGING TO LISTEN <ul><li>“ Listen for understanding, not agreement, </li></ul><ul><li>make room for differences in opinion or outlook” </li></ul><ul><li>Tapping the power of silent </li></ul>
  3. 3. MANAGING TO LISTEN <ul><li>Listening with subservience VS Speaking with authority </li></ul><ul><li>It’s more important to listen than to speak </li></ul><ul><li>Get fresh ideas and insight from others </li></ul><ul><li>Gaining ability to extract valuable information from others </li></ul><ul><li>Commitment to interpret and assess what you hear, could save costly misunderstanding </li></ul><ul><li>Willingness to stay attentive listening helps building trust and rapport </li></ul>
  4. 4. MANAGING TO LISTEN <ul><li>Establishing baseline of how you listening </li></ul><ul><li>More of a talker then a listener </li></ul><ul><li>Find it harder to listen when highly emotional </li></ul><ul><li>Pretending to listen while thinking about other things </li></ul><ul><li>Selective listener, pay attention only to respect speakers </li></ul><ul><li>Often interrupt people who repeat themselves </li></ul><ul><li>Minds wanders immediately when listen babbler rambling monologues </li></ul>
  5. 5. MANAGING TO LISTEN <ul><li>Poor listener </li></ul><ul><li>Monopolies the conservation </li></ul><ul><li>Stringing all words together to create an oral traffic jam with no apparent end </li></ul><ul><li>Don’t know when to stop and lapse to “motor mouth mode” </li></ul><ul><li>Use words as weapons; to gain compliance </li></ul><ul><li>Often skip the interpretation stage; rush to make judgment and mentally label “right”,”wrong”,”smart or “stupid” </li></ul>
  6. 6. MANAGING TO LISTEN <ul><li>Hearing and Listening are entirely different </li></ul><ul><li>Hearing –Refers to a physical act; ears received sound and waves. </li></ul><ul><li>Listening – Tests mental focus; processing by ( interpreting,assessing and responding) </li></ul>
  7. 7. MANAGING TO LISTEN <ul><li>The Three Steps of Listening </li></ul><ul><li>Interpreting </li></ul><ul><li>Assessing </li></ul><ul><li>Responding </li></ul>
  8. 8. MANAGING TO LISTEN <ul><li>The Three Steps of Listening </li></ul><ul><li>Interpreting </li></ul><ul><li>try to understand the word convey </li></ul><ul><li>this involves quick mental translation in what you hear </li></ul><ul><li>rephase it in your own words </li></ul><ul><li>each interpretation can determine a different direction for the conversation </li></ul>
  9. 9. MANAGING TO LISTEN <ul><li>The Three Steps of Listening </li></ul><ul><li>Assessing </li></ul><ul><li>Be open-minded for what you hear </li></ul><ul><li>Don’t box yourself in by thinking “make no sense” and “this information doesn’t help me” </li></ul><ul><li>Best assessment is that you’re willing to reverse your judgements and reconsider firmly held assumptions or belief </li></ul>
  10. 10. MANAGING TO LISTEN <ul><li>The Three Steps of Listening </li></ul><ul><li>Responding </li></ul><ul><li>This is an external act, a way of signalling that you’re listening </li></ul><ul><li>Respond can be oral or visual </li></ul><ul><li>Smart way of respond by not presenting your point of way immediately </li></ul><ul><li>Use prod statement; prompt speakers to continue, elicit and reveal more information </li></ul><ul><li>Develop the discipline to assess content of a speaker’s remarks without instantly reacting to it </li></ul>
  11. 11. MANAGING TO LISTEN <ul><li>Apply the “PAC” method to avoid defensive reflex </li></ul><ul><li>Patience - let the speaker talk at will, try not to rush, prod, or interrupt </li></ul><ul><li>Ask – ask least on question to indicate your interest in learning more </li></ul><ul><li>Confirm - verify your understanding by paraphrasing the message accurately, to satisfy the speakers </li></ul>
  12. 12. MANAGING TO LISTEN <ul><li>Improve Your Body Language – Three Tips </li></ul><ul><li>Face the speaker </li></ul><ul><li>Look into eyeballs </li></ul><ul><li>Keep your hands free </li></ul><ul><li>Try to avoid </li></ul><ul><li>A wandering eyes </li></ul><ul><li>A physical preoccupation </li></ul><ul><li>yawning </li></ul>
  13. 13. SPEAK LIKE A LEADER <ul><li>“ A clear enunciation and self-assured pacing would draw listeners in, not drive them away” </li></ul><ul><li>“ Spirit of the stair-way” , the french </li></ul>
  14. 14. SPEAK LIKE A LEADER <ul><li>A Voice That Roars </li></ul><ul><li>A deeper voice,giving unsolicited opinions </li></ul><ul><li>A bad voice can misrepresent you, can alienate your staff, undermine your credibility, and betray your true feelings. </li></ul><ul><li>Issuing commands to show their authority </li></ul><ul><li>Making remarks that threaten or demean others </li></ul><ul><li>Prejudge or dismiss outright what staffer says </li></ul><ul><li>Rush to give comment, before understand staffs interests and concerns </li></ul><ul><li>Bark too many orders without trying to explain thinking and educate staff </li></ul>
  15. 15. SPEAK LIKE A LEADER <ul><li>Learn to be a Great Speaker </li></ul><ul><li>Pause frequently to avoid stringing words </li></ul><ul><li>Project your voice clearly </li></ul><ul><li>Prepare trio point you want to make, without going overboard and talking too much </li></ul><ul><li>Avoid qualifiers that weaken your massage or needlessly reveal your doubts </li></ul><ul><li>Apply 20/80 principle; limit speaking to 20% and listening 80% the remain conversation </li></ul><ul><li>Avoid blatantly contradicting employee; instead, propose another way of looking at it </li></ul><ul><li>By leaving time for others to respond, create more comfortable give-and-take conversation </li></ul><ul><li>Solicit their feedback, confirm they understood </li></ul>
  16. 16. SPEAK LIKE A LEADER <ul><li>Package Your Points </li></ul><ul><li>Present your points in an easy-to-understand manner, think before you speak </li></ul><ul><li>Select only the most relevant, timely comments </li></ul><ul><li>Avoid overloading with too many details </li></ul><ul><li>Mapping out key issues, ensure you don’t forget to warn or advise employee </li></ul>
  17. 17. THE ART OF MOTIVATION <ul><li>“ Reach out with Empathy” </li></ul><ul><li>“ A bove all else, good leaders are open”, said Jack Welch </li></ul>
  18. 18. THE ART OF MOTIVATION <ul><li>Purpose of Motivation </li></ul><ul><li>The whole point of trying to help your employees feel motivated is to help them become more productive as well as happy about their work and thus not want to move on to another job </li></ul><ul><li>The stronger their commitment to superior performance, the easier it becomes to motivate them </li></ul>
  19. 19. THE ART OF MOTIVATION <ul><li>Press the right button </li></ul><ul><li>understand the pressures they face and the environment within which they operate </li></ul><ul><li>Appreciate their attitudes and concerns,you can then identify their priorities, values and beliefs </li></ul><ul><li>Knowing how they make decisions, handle adversity, and derive satisfaction from their work </li></ul><ul><li>Identify the anxieties and irritations your staff feel </li></ul><ul><li>Tailor your approach to motivate each employee; there is no single secret to the way interact </li></ul><ul><li>Those feelings and expericences can be invaluable as employees feel motivated to perform well </li></ul>
  20. 20. THE ART OF MOTIVATION <ul><li>Press the right button </li></ul><ul><li>Most people are motivated by one of these needs: </li></ul><ul><ul><li>Interest </li></ul></ul><ul><ul><li>Recognition </li></ul></ul><ul><ul><li>Achievement </li></ul></ul><ul><ul><li>Power </li></ul></ul><ul><ul><li>Independence </li></ul></ul><ul><ul><li>Respect </li></ul></ul><ul><ul><li>Equity </li></ul></ul>
  21. 21. THE ART OF MOTIVATION <ul><li>Press the right button </li></ul><ul><li>Achievement: </li></ul><ul><ul><li>Some employee loves the act of achieving something </li></ul></ul><ul><ul><li>They want to sharpen their skills to reach greater heights </li></ul></ul><ul><ul><li>They’re goal-driven determination and willingness to achieve objective </li></ul></ul><ul><ul><li>Motivate them by constantly introducing new tasks </li></ul></ul><ul><ul><li>Allows them to work toward both short & long-term goals </li></ul></ul><ul><ul><li>Creating a record of achievement and growth </li></ul></ul>
  22. 22. THE ART OF MOTIVATION <ul><li>Press the right button </li></ul><ul><li>Power : </li></ul><ul><ul><li>Some individuals thrive on exerting influence and control </li></ul></ul><ul><ul><li>They like spot-light and the feeling of important </li></ul></ul><ul><ul><li>Treat them experts and frequently ask them for advice </li></ul></ul><ul><ul><li>What makes them motivated because they’ll savor the chance to offer their opinion and see that you take them seriously </li></ul></ul>
  23. 23. THE ART OF MOTIVATION <ul><li>Press the right button </li></ul><ul><li>Belonging : </li></ul><ul><ul><li>Employees who want to feel a sense of comradeship </li></ul></ul><ul><ul><li>Just leave them alone to build rapport with their co-workers </li></ul></ul><ul><ul><li>Creating informal setting for them to know each others, making them feel like they’re part of a larger group </li></ul></ul><ul><ul><li>Satisfy their need for affiliation and they’ll give you a solid effort </li></ul></ul>
  24. 24. THE ART OF MOTIVATION <ul><li>Press the right button </li></ul><ul><li>Independence : </li></ul><ul><ul><li>Some employee seek autonomy above all else, they are freedom-seekers </li></ul></ul><ul><ul><li>They want freedom to experiment with their job assignment and function at least in somewhat indepently </li></ul></ul><ul><ul><li>They chafe whenever you enact new policies and procedure </li></ul></ul><ul><ul><li>The best to motivate them is to give them overriding goals, let them find the best to produce best result </li></ul></ul><ul><ul><li>Give them flexibilty, make unhindered choices </li></ul></ul>
  25. 25. THE ART OF MOTIVATION <ul><li>Press the right button </li></ul><ul><li>Respect: </li></ul><ul><ul><li>Some employees simply want a little respect </li></ul></ul><ul><ul><li>Lavish them with recognition and feedback on their performance, (especially praise) </li></ul></ul>
  26. 26. THE ART OF MOTIVATION <ul><li>Press the right button </li></ul><ul><ul><li>Equity: </li></ul></ul><ul><ul><li>While everyone likes to work for a fair, unbiased boss,some employee sees exclusively through the eyes of just vs unjust </li></ul></ul><ul><ul><li>They compare how you manage your staff’s work schedules,job titles, scope of responbilities,pay and benefit to ensure there are no hints of inequities </li></ul></ul><ul><ul><li>Eagerly to point out inconsistencies in your mgmt style and decision-making, even to police your authority </li></ul></ul><ul><ul><li>To motivate them, by giving them an objective evidence to prove you are fair </li></ul></ul>
  27. 27. THE ART OF MOTIVATION <ul><li>Ways To Motivate People </li></ul><ul><li>Invest time in getting know them </li></ul><ul><li>Devote time to talk with people </li></ul><ul><li>Regularly interacting with them in a positive way </li></ul>

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