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Keeping Management Culture Dynamic
 

Keeping Management Culture Dynamic

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    Keeping Management Culture Dynamic Keeping Management Culture Dynamic Presentation Transcript

    • From S to M  (from Small to Medium ) Keeping your management culture intact as your business gets too big for owner manage ment ( based on 3 0 years of trials and errors ) Richard Lucas MA (Econ) Cantab 1985-1988 PA Cambridge Economic Consultants 1989-91 Based in Kraków since 1991 www.skk.com.pl www.isl.pl www.Unicard.pl www.argostranslations.com www.pmrcorporate.com November 2009
    •  
    • Workshop objectives/rules
      • „ be useful” set an example
      • Audience participation, learn from each not just me  
      • No ‘ one right answer ’ What works for me may not work for you
    • Why the topic ?
      • Paul Klipp suggested it
      • start ups (rightly) focus on survival "getting things going" in the right direction
      • Managing through other people is a very different challenge
      • Your management culture defines your busines s
      • Making sure it survives is vital
    • Leadership
      • Is about getting your team to work willingly for a purpose
      • The purpose must be defined worthwhile and communicated
      • Leading people is a skill Skill equals aptitude x knowledge
      • Qualities - Courage w illpower Judgement Common sense flexibility Knowledge Concern for your staff Integrity Faith
    • Communicating your purpose
      • Think B/S mission statements
      • Think „one sentence to define what your business is about”
      • If you cannot define your purpose you cannot be a leader
    • Communication
      • How do you communicate with your team now
      • Weekly daily meetings, e-mail, SMS phone
      • Who what whens
    • Do you trust your team
      • As if you were there.
      • Your role is to support but let them feel/be in charge
      • Do it in stages (think of the driving/flying instructor)
      • The goal is for them to do it better than you
    • New employee/manager induction
      • Why
        • All kinds of proceedures –
        • Legal stuff
        • Rules porn, racism, private phone calls
        • Important values
        • strategy
      • How do you tell new staff about the ‘xxx’ way
      • Getting everyone
        • ‘ on the same page
        • ‘ singing from the same song sheet’
    • What to do now ?
      • Write your company values, key things for a new employee to know about the way you do things
      • Ask your existing management and staff to give you feedback
      • Resolve any conflicts
      • Review your management practices
    • Checklist
      • do your managers know what you expect them to do
      • Do they know how to do it
      • Do you know if they know
      • How will you find out if they screw up
      • Appraisals and other feedback mechanisms
      • Direct lines of communciation
    • Good questions
        • What went well
        • What went badly (in order of importance)
        • What do you think
        • What is the problem
        • What are the causes of the problem(s)
        • What problems do you anticipate
        • What are the options
        • Which one is best
        • Give me a deadline/when can it be done by
    • Supportive but demanding
      • I’m very disappointed.
      • What can we do to fix this?
      • Do you want to lead this project?
      • If you are having any personal crisis etc we want to know about it
      • Don’t reward bad behaviour
    • Characteristics of a leader
      • Good
      • Bad
    • From S to M  (from Small to Medium ) Keeping your management culture intact as your business gets too big for owner manage ment ( based on 3 0 years of trials and errors ) Richard Lucas MA (Econ) Cantab 1985-1988 PA Cambridge Economic Consultants 1989-91 Based in Kraków since 1991 www.skk.com.pl www.isl.pl www.Unicard.pl www.argostranslations.com www.pmrcorporate.com November 2009