View stunning SlideShares in full-screen with the new iOS app!Introducing SlideShare for AndroidExplore all your favorite topics in the SlideShare appGet the SlideShare app to Save for Later — even offline
View stunning SlideShares in full-screen with the new Android app!View stunning SlideShares in full-screen with the new iOS app!
This is about half of the slides from the Learning Cogs Core Management Skills Programmewhich you can purchase at Learningcogs.net
Overall objective Enable participants to improve their leadership skills and achieve more effective results as a Manager.
Experiential Learning Cycle Something happens:- An interaction/ A work goal/ I don’t get a result I want etc. I reflect on the experience – How do I feel/ Why did I react that way? I experiment with new behaviour:- What do I need to change/do differently or continue doing etc. I draw conclusions:-What conclusions can I draw from that? What rules/beliefs/assumptions does it challenge about me, others, the world?
Ideas, Influence, Inspiration I types are typically Intuitive and creative Sensitive to others feelings Inspiring and innovative Amusing and fun to be with Good at selling and influencing Willing to help others A bit disorganised Quite talkative
Stability, steadiness, security S types are typically ,
Compliant, Conscientious, Cautious C types are typically Quality driven Risk avoiding Task oriented Perfectionistic Logical and analytical Prefer to work to standards Can be very detail oriented May be overly critical and evaluating
2. Set Clear Goals 3. Chunk Goals into Tasks 6. Focus & Execute 1. Clarify Your Priorities 4. Schedule Tasks 5. Use Task Lists
Decide what your priorities areand how much time you'll spend on them. If you don't, someone else will.
Brainstorm: What are the top 5 or 6 priorities or key result areas of your role for the next 6 months to a year? Priority Priority Priority Priority Priority Priority
Control the F.L.A.B. File Planner/Organiser/ Filing system Task list Daily/Monthly Information/ Paper Email Etc. List Do it or delegate it Action Delete, bin, recycle Bin
Ensure you have the right resources allocated – time, people, planning tools etc. Construct your daily task list Prioritise the list – A, B, C Focus on one thing at a time One task at a time One conversation at a time Tick off as you complete Carry forward any tasks undone Deal with interruptions Continuously draw your attention back to the highest priority Stay focused
The Interpersonal Trust Account When trust is high things work faster, problems get solved easier.
Thinking about the trust account and the investments and withdrawals you have made. How healthy is your balance with your team or key stakeholders? Score it from – 10 to + 10 Put the initials of a person beside each circle and then score where you think your trust account balance is with them. The Interpersonal Trust Account Pick one person. What investments or deposits do you need to make with them? What do you need to avoid doing?
Getting a good balance Self Directing, Suggesting, Talking, Advocating, Offering opinions & ways forward, Advising Listening, Inquiring, Clarifying understanding, Questioning, Encouraging Other
The three mind warps Deletion Distortion Generalization "When two people have the same stimulus, why don't they have the same response?" the answer is: because we delete, distort, and generalize the information from the outside in different ways.
Deletion Paris in the the spring Once in a a lifetime A bird in the the hand
Words We Use 7% Nonverbals,Body Language 38% 55% How We Say Words, Tone How We Communicate What does any of this mean?
Listening happens as much through the eyes as the ears
Listening Skills What kind of mindset do you need to have in order to listen effectively? What are the skills and behaviours involved in effective listening? What is the difference between passive and active listening?
Active Questioning – general examples How do you mean? Could you give me a sense of what is important…..? Can you walk me through the problem How specifically…….? What tells you that? Can you help me to get a better understanding….? Is there anything else? What things are not being said that need to be?
Rapport What tells you you have good rapport with another person?
Rapport at many levels Physical presence Physical action Gestures, Posture, activity, breathing. Tone of voice, Pace of talk, Volume. Language used Mental processing Visual, Auditory, Kinaesthetic Feelings sensed Personality Values/Beliefs/Likes/Dislikes Sense of what matters Sense of what matters most
Balance Strength with sensitivity High Sensitivity Low High Low Strength
Sensitivity/Strength How do you deliver a strong message while making it safe? Safe to challenge? Safe to give feedback? Safe to appear a bit silly? Safe to be creative?
Positive Assertion Empathy/validation: Say something that demonstrates your understanding of the other person’s feelings and/or point of view. Example: I understand the traffic is really bad in the City
Part 2: Statement of problem describe your difficulty /dissatisfaction, say why you need something to change. For example: “I have a problem with you turning up to meetings late all the time.”
Part 3: Statement of need What I need is….. I wish you would……… I would like it if you…… I prefer……
D I Influence and innovate Get results now How might these intents create conflict with one another? S C Promote harmony Get quality results
Dealing with conflict Take a step back Take a breath Act don’t react
Believe that you need to understand the other person
Realise that a better solution can be achieved through understanding and negotiation
Listen actively Set aside your own agenda Try to understand the other person’s frame of reference “So, from your point of view…..” “So, as you see it……..” Listen so as to understand not so as to reply Rephrase and reflect Acknowledge the feeling Seek first to understand……………
Describe using evidence and impact what you see and hear If possible write it down on a flipchart in order to brainstorm solutions
Any general issues or challenges should be chunked down into the specific behaviours or actions that can be pinpointed and addressed.
Use joint problem solving. How can we influence this? Let’s see if we can brainstorm and come up with some solutions How do you think we will solve this?
On a flipchart in groups of 3/4 What typical conflicts will you come across as a manager? How should you respond to these conflicts? What should you avoid doing?
Competitive negotiation Competitive negotiation or confrontational negotiation is often seen as a zero sum game in which there is a limited amount be won. Once a competitive negotiator wins the other party is often likely to walk away feeling dissatisfied. When might this be useful?
Collaborative negotiation Collaborative or cooperative negotiation sees negotiation as a way to create value for all. The collaborative negotiator understands the importance of long term mutually beneficial relationships. When will this be useful?
Pair up with someone. 1. Reflect back on the last ten to twenty years. Identify two people who have encouraged your development, coached or mentored you. Discuss what it was they did for you.2. Imagine you are fifteen years from now and tuning in (unnoticed) to a conversation between two of your current team members who have moved on. What would you like them to be saying about you and your coaching skills.
I am unaware of what I don’t know or can’t do. Because I have never tried it, I don’t know what it takes to do it or to learn how. Ignorance is bliss therefore if I am interested I am enthusiastic. Unconscious Incompetence
I am now aware of what I don’t know or can’t do. Because I have now tried it, I now know how much it will take to do it or to learn how. The complexity of the challenge creates disillusionment. Conscious Incompetence
I am now able to do the task if I think about it. I have learned how but I am not yet adept. Because of this I need to practise to become expert. Conscious competence
I am now adept at doing the task. I can manage it on my own. Unconscious competence
Management Styles High Control, Risk Low Control, Risk Teach & tell Facilitate & Encourage Observe & Coach Release & Give Autonomy Low initiative, creativity High initiative, creativity
Where are your strengths and weaknesses? Understand your role and context Engage the team Coaching & feedback Balance Management & Leadership Planning & Organising Build an enabling culture structure, systems & processes
What kind of structures, processes and leadership behaviours facilitate a group moving through these stages effectively? Performing Forming Norming Storming If storming is mismanaged Dysfunctional Norms
What is your typical reaction to change in the work place? Identify a recent change you have experienced. Discuss what changed physically, culturally, mentally and emotionally? What was your immediate response and your longer term response?
The events that take place Outcome and results focused Context dependent Usually physical and environmental Usually fairly quick Change How you experience the changing circumstance Emotional, mental, social, cultural Tends to be slower Harder to predict and control Transition
William Bridges Model of Transition & change Neutral Zone