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Management Development Programme
Management Development Programme
Management Development Programme
Management Development Programme
Management Development Programme
Management Development Programme
Management Development Programme
Management Development Programme
Management Development Programme
Management Development Programme
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Management Development Programme

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Mini Presentation, Middlesex

Mini Presentation, Middlesex

Published in: Education, Business
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Transcript

  • 1. Journey so far: Yusuf Danesi July 14
  • 2. Outcomes: 360
    • Relationships with people – 69%
    • Thinking Style – 65%
    • Feelings and Emotions – 54%
    • Strongest overall – Democratic/Caring = 9/10
    • Conceptual/Innovative = 8/10; But ESTJ!
    • Optimistic = 9/10
  • 3. Outcomes: MBTI (Interpretative)
    • Lessons
    • Expressive (in-preference): now consciously developing good listening skills
    • Gregarious (in-preference): no longer jack of all trades and giving energies to high-leverage activities
    • Sensing (concrete; in-preference): now flexible and seeing the bigger picture
  • 4. Outcomes: MBTI (Interpretative) (continued)
    • 4. Experiential (in-preference): optimism as a result of linking the present to the future
    • 5. Questioning (in-preference): no longer question if issues have been clarified.
    • Challenge: what happens if managers are low reactors? More questioning as a counteracting agent?
  • 5. Outcomes: MBTI (Interpretative) (continued)
    • 6. Early starting-pressure prompted (in-preference): managing time effectively, ‘getting rid of the monkeys’
    • 7. Tough (in-preference): striving to pay more attention to people’s emotions
    • Results on the 20 Facets
    • Strongest = Experiential; Methodical
  • 6. Development Goals (Team related)
    • Communication: Not doing badly with speaking people’s language now – see mentor and Croydon Team
    • Decision-making: ‘People-first’ personal policy in interpersonal relations
    • Change management: becoming more flexible and enthusiastic
    • Conflict management: now ‘decentring’
  • 7. Application of Knowledge Today
    • Mentor sessions
    • First contact : C H
    • Second contact: SMT meeting, C H
    • Third contact: C T meeting – shadowed by mentor
    • Peer-to-Peer Mentoring
    • 1. With M S (ESTJ), ICC meeting, G H, Middlesex
  • 8. Application of Knowledge Today (continued)
    • (b) Call for peer-to-peer mentoring with an ESFP (none so far); ENFP closest alternative (opposite facet pole for behaviour modification)
    • 2. Easy-read minutes with line art illustrations produced for service user meetings
    • 3. SMART Agenda produced (sought input from members) for team meetings
  • 9. Application of knowledge Today (continued)
    • 4. Ground rules produced for team meetings (members’ input sought)
    • 5. Evaluation form produced for team meetings (feedback)
    • 6. Easy-read job-spec produced for a customer (LD/MH) under threat of losing her job
    • 7. Now organising (life) on a weekly basis (quadrant II tool, TM Matrix)
  • 10. Conclusion (wishes, goals, opportunities, etc.)
    • To live the mission and vision of A in relationships with internal and external customers
    • To be more driven not by ‘dissatisfiers’
    • To support Theory Y as well as the push/pull mix in performance management
    • To belong to a winning team and be open to opportunities

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