Final Presentation Gm502


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This presentation provides the audience the necessary focus for the 21st century organization and its management teams.

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  • Hill’s (2003) research of becoming a manager concluded 2 themes, the first was all about BE coming. In other words new managers left the position of self-management and entered the organizational management. A much bigger picture and broader spectrum that requires stepping outside ourselves and setting direction for the entire group. The second theme recognized that learning was experiential. Lessons are learned along the way as managers discover their level of authority and the dependence on others both internally (direct reports, peers, bosses) and externally (customers, purveyors, and competitors). Grasping this collaborative mindset is just the beginning of “being” a manager.
  • According to the American Heritage Dictionary (2009), Collaboration defined is to work together especially in a joint intellectual effort. Gosling and Mintzberg (2003) emphasize it is collaboration that brings action and reflection into reality (p. 56). These authors prescribe the five managerial mindsets of reflective, analytic, worldly (context), collaborative (relationships), and change (action) that is imperative to today’s complex task in management. What all research seems to indicate is that the human phenomenon is the key element to business sustainability. It is in that human connection that this list highlights some of unit 1’s keys to effective management in today’s market.1 Clarity of purpose through a clear mission and role definition - a sense of contribution and accomplishment (p. 22)2 Critical thinking through reflective analysis and self assessment, life long learning3 Creative intelligence through innovation and progressive problem solving4 Create the atmosphere by providing employees with the tools necessary to do the job, support their efforts and their development, understand the needs and wants which drive performance, recognize jobs well done and reward above and beyond, coach in the moment5 Clear and engaging goals by influencing others to meet agreed upon performance measures and the individual and collective efforts making a difference toward the goals6 The courage to speak honest opinions while maintaining a diplomatic approach that influences others toward consensusThis list emphasizes areas that either I need improvement or focus as a manager. As I continue to learn more about myself (social style, conflict style, emotional intelligence, and learning style in combination with my management style) I will increase my effectiveness in all of these areas. Clearly understanding my personal strengths, weaknesses, and limitations allows the ability to sharpen focus and build teams which help fill those performance gaps in creating a more effective collaborative team which enhances reciprocity in learning and engagement as we approach diversity as a means of synergy. The inspirational (yellow) energy that is my natural tendency can draw upon others color energy to build an all inclusive team. All 6 represent the role of the manager in communicating collaboratively, engaging employees to be involved in the business in such a way that we create a tapestry of innovation, consistency, and excellence.Collaboration is the solution to organizational survival in the 21st century. Globalization increases the complexity of management beyond any comparison. Martin (2006) reports the findings of a survey conducted with the Center for Creative Leadership (ccl) as follows: 84% of respondents believe that the definition of effective leadership has changed in the past 5 years, 60% agree that leaders face challenges that go beyond their own capabilities, and 58% acknowledge that research conclusions, is that leaders are underperforming when it comes to the big three imperatives: setting direction, building commitment, and creating alignment because the competency of collaboration is lacking. Martin concludes that the bottom line must be achieved through collaboration, teamwork, and innovation in order to survive and thrive (p. 56).
  • Mindful communication in its simplest terms is shared meaning. Thomas and Osland (2007) call this shared common understanding, “grounding” (p. 295). Lacking common information increases miscommunication. Mindlessness, on the other hand is responding reflexively, without considering the other person’s viewpoint. Gosling and Mintzberg (2003) challenge the contemporary manager to think beyond our own world and into other’s (p. 59). This requires a sensitivity and an awareness of culture, context, language, and communication styles, gaining knowledge that sets the backdrop for increasing our communication skills. Caproni (2005) reviews active or mindful listening as paying full attention to the person speaking, not only to words but the nonverbal, watching for cues that indicate perceptions. Listen all the way through and respond with empathy, clearly hearing the message being conveyed and validating their feelings. Remaining positive in voice tone and body language demonstrates acceptance. Finally, ask open-ended questions, paraphrase what you heard and as Caproni says, “take responsibility for completeness” (p. 117-118). Creating a culture of shared meaning through the promotion of effective and ongoing feedback and effective feedback techniques (Caproni, 2005, p. 119-123) . A few of Caproni’s tips on feedback-friendly environment are: 1. Set clear and measurable performance standards 2. Coach in the moment 3. Praise often 4. Lead by example and set the tone 5. Know and follow policy and be consistent and fairBurgoon (2009) supports this mindful communication stating, “mindfulness refers to active and fluid information processing, sensitivity to context and multiple perspectives, and [this is the best part] the ability to draw novel distinctions” (p. 1).The single most important thing we do everyday is create that great work environment that breeds mindful communication that begins to feed on itself. Goman (2004) describes the importance of this environment to our human resource, [it is} “…liberating untapped potential, it is about energizing employees and engaging their commitment and enthusiasm” (p. 17). Reinforcing trust through leadership that is present and throughout the organization, not sitting at the top, alone. According to Gosling and Mintzberg’s (2003) definition of the collaborative mindset is to distribute collaboration, harnessing the energy while setting direction (p. 60). In my experience, I was the manager who was available to help, genuinely interested in everyone’s welfare, and a problem solver for difficult situations. There were times when miscommunications happened because I failed to fulfill one (or more) of this list and opened the door to mindlessness. Generating 4 bullets, I hope to embed this information in my brain as an ongoing reminder of what is most important in remaining mindful. On being an inspirer, drawing on that bright yellow energy (Insights, 2009), I seek harmony and easily support mindful communication. I do need to apply caution in paying attention to negative, pessimistic or divisive situations or conclusions. I am even –tempered, tireless in efforts to bring about peace and well-being, but tend to hold the perfect relationship as the ideal, which can be very unrealistic.
  • Talent does not just happen, we as managers look for talent, ask the right questions and hire them in our companies. Finding the right people is an imperative; employees need to be a good fit for the organization. Keeping our talent by managing and developing is quite another story. Jamrog (2004) discusses the issue of the workforce slipping away quoting recent statistics on worker’s engagement (Gallup, 2003). Only 29% were found to be engaged; 54% were NOT engaged; and 17% were “actively disengaged” (p.27). WOW. Add to that, problems like the baby boomers retiring and a skilled labor shortage and we can see why this is a growing concern. Calling for a modern manager who coaches, gives feedback, sets clear expectations and shared vision, with lots of praise and recognition are just some of the needed traits to build relationship with the employees. Jamrog goes on to summarize ten strategies to make the culture one which satisfies the present and future reports. I plan to instill at least these two strategies from Jamrog’s list (p. 30):Throughout my experience, it seems each organization I worked for had a different idea of what employees should do to fit the profile for a great employee. Sometimes it seemed you were trying to fit a square peg into a round hole. Maybe they were not a good fit, but maybe we asked employees to become something unnatural. Buckingham (2005) argues that it is not the “manager’s job to mold or transform each employee into the perfect version of the role”. Relating the strategic move of the manager to that of playing the game of chess, one would not push the knight the same direction as the bishop (p.79). Instead, we make the move to know and interact with them. I will talk more about that in the next slide. As the manager, I can do no better service to my employees then to create a conducive work environment that taps into their unique abilities and skills and allows them the freedom to excel in their jobs through the use of that talent. The spark is already there, I am only the fuel to the fire. Something I can do to help my employees (and by doing so, deepen my relationship with them and gain trust) is to offer good training opportunities that enhance their marketable skills. This in itself tells my employees that I care about them enough to develop and nurture their talents and future. I want to be a good coach, teacher, and mentor. Simply put, without growth one becomes stagnant and dies. Furthering educational opportunities to learn new skills or enhance current skills is motivational and offers intrinsic and extrinsic value. Finding out each employee’s strengths is a foundational element in developing and managing talent that is imperative to future success for the organization.
  • It does take a manager’s precious time and energy to advance willingly into the persona of the employee. Loads of information can come from asking the right questions. Most people enjoy talking about themselves, therefore engaging in the right conversation can help you tap into the strengths, the triggers that activate the strengths and the learning style. Buckingham (2005) suggests questions such as: “What was the best day at work you’ve ever had in the past three months? (or the worst day) and from that comes a wealth of knowledge for the manager (p.75). Going back to the chess analogy, a manager must know which move to make. In chess you are always thinking about the next move while making the current move. Probing appropriately to clarify and ensure understanding is key to accurate depiction of the employee. Buckingham refers to these as the three levers, implying that adjustments to the levers increase of decrease engagement. Strengths are the biggest gear to start the process rolling, but without triggers, motion stops. Triggers are what positive reinforcer works for the employee. Is it recognition (most powerful according to Buckingham), time off, power to control their job, autonomy, trips? Find out what activates the strengths and the motion continues and even picks up speed. The third lever (or gear in my visual) is to discover the learning style to focus training and development more successfully. Buckingham mentions 3, the analyzer (who learns best prior to the actual training), the do-er (who, you guessed it learns best by doing), and the watcher (appears to be clueless, but actually needs to see the entire process before breaking the work into parts). To learn more about learning styles visit believe trust is the factor that determines genuine relationships and lies as the basis of engagement. Eyes are on the manager, who is the knowledgeable one who is supposed to set direction and see the team through to a winning game and also to rebuild their confidence when the team experiences loss. Caproni (2005) offers 8 strategies, to which all add value. How clearly I communicate, how consistently I communicate, how well I involve employees in all aspects of the business dependant on their individual and collective strengths, and how aware I am of my surroundings and able to respond strategically and with genuine concern for my people (p.98).
  • The impact we have as managers is a huge responsibility. Our attention or lack of it can produce great or horrible results, depending on how much effort we place on spending appropriate time with our employees. Whether coaching our team or the individual, applying the role of coach utilizes needed support, guidance, and leadership and helps employees realize goals and aspirations while developing skills that prove to be transformational according to O’Connor (2008). The takeaway from this course I will use in my career is more that of collaborative coaching. So much of what we accomplish is within a team environment. In coaching collaboratively, one must understand the team dynamics and how the team is made up. Referring back to the chess board in the earlier slide, understanding the strategy behind the placement of this complex recipe of personalities, how they interact together, what motivates them, and the roles established gives insight into the next strategic move. Understanding the outside and cultural factors helps the coach advise and guide the team toward discovery and delivering a process collaboratively. This allows the team to overcome or even avoid altogether the conflict that can ensue within the human context. These common shared experiences strengthen and bind the team for the future (collaborative wiki, Unit 5, Pp. 2). There are times when it is an individual on the team who needs specific attention and becomes performance coaching that might include a confrontation or a more serious issue or simply the feedback necessary to praise and recognize results and appreciation, or the performance appraisal. Schermerhorn (et al.) gave the formula of performance – ability x support x effort. An analogy for this formula might be that of the three legged stool: the seat being the performance and each leg representing the other 3 quotients. An imbalance of any of these creates a wobbly leg at the very least, an unstable employee who needs coached in the deficient area. The collaborative coach responds with a passionate focus to help provide the tools, support, and resources necessary to improve performance balance. In regard to the performance appraisal, I will ensure:Developmental coaching is asking the appropriate questions geared toward discovering the aspirations, desires, and goals to help the employee succeed in the direction they wish to go. Schermerhorn et. Al. (2007) explains that when we engage with our people and truly seek their best performance through careful observation and communications, we accelerate human potential.
  • Final Presentation Gm502

    1. 1. Final PresentationA Journey in Excellence<br />GM502<br />Melanie Long<br />Kaplan University <br />September 21, 2009<br />
    2. 2. In Collaboration, we trust<br />Clarity of Purpose<br />Critical Thinking<br />Creative Intelligence<br />Create the atmosphere<br />Clear and engaging goals<br />Courage<br />
    3. 3. Mindful Communication <br />Actively Listen<br />Seek to Understand<br />Convey Value<br />Create a culture of sharing<br />
    4. 4. What we have here is a failure to communicate!<br />(Cool Hand Luke)<br />Fight the good fight!<br />Rules of Engagement- Conflict Management:<br /><ul><li>The right mind-set
    5. 5. The right heart-set
    6. 6. The right skill-set</li></li></ul><li>Develop and Manage Talent<br />It’s all about the Environment<br />Increase Marketable Skills<br />
    7. 7. Great managers engage<br />The 3 Levers<br />
    8. 8. ManagerCollaborative Coach<br />Team<br />Individual<br />Performance<br />Developmental<br />
    9. 9. Focus on Growth<br />Retention<br />Production<br /> Efficiency<br /> Dialogue<br /> Teamwork<br /> Morale<br /> Stability<br /> Profit<br />
    10. 10. Managing Relationships<br />Externally<br />Internally<br />
    11. 11. References<br />Buckingham, M. (2005). What great managers do. Harvard Business Review, 83(3), 70-80.<br />Burgoon, J., Berger, C., Waldron, V..(2000, Spring). Mindfulness and interpersonal communication. BNET: The place to go for management. Retrieved August 31, 2009, from m0341/is 1 56/ai 63716504/pg 3/?tag=content;col1.<br />Caproni, P. (2005). Management Skills for Everyday Life: The Practical Coach (pp. 113-149). Upper Saddle River, NJ: Pearson/Prentice Hall.<br />Goman, C. (2004, November). Unleashing the Power of Creative Collaboration. Communication World, 21(6), 14-17. Retrieved August 29, 2009, from Academic Search Premier database.<br />Gosling, J. &Mintzberg, H. (2003). The five minds of a manager. Harvard Business Review. 81(11), 54-64.<br />Hill, L.D. (2004). New manager development for the 21st century. Academy of Management Executive. 18(3).<br />Jamrog, J. (2004). The perfect storm. Human Resource Planning, 27(3), 26-34.<br />Johnston, L. (2005). [Review of the book &quot;Crucial Conversations&quot;]. Business Book Review. 21(39). p. 1-9.<br />Osland, J.S., Turner, M.E., Kolb D.A., & Rubin, I.M. (2006). The organizational behavior reader (8th Ed.). Prentice Hall. ISBN: 0131862995, (pp.295-306).<br />