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Manager Training

Management Training

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Welcome to
“Managing People to Perform”
Participant Journal
Ice Breakers
• What’s the most cherished thing you have ever lost? And, What’s the
best thing you have ever found?
• What subject would you like to learn more about?
3
Ground Rules
• Camera On if possible
• Fully focused; no multi-processing
• Avoid side chatter on Zoom or Slack; bring it to the Group
• Raise your hand to speak.
3
Agenda
• Management Fundamentals
• Case Study: Liz and John
• Me and My Team At-a-Glance
• Scorecards
• Action Planning
• What do you manage?
• Job Assessment Activity
• Software Demo
According to the American Management Association:
A survey conducted of 75 members of the Stanford Graduate School
of Business Advisory Council rated _______________ as
the most important competency for leaders to develop.
self-awareness
- AMA
2013 Critical Skills Survey
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Manager Training

  • 3. Ice Breakers • What’s the most cherished thing you have ever lost? And, What’s the best thing you have ever found? • What subject would you like to learn more about? 3
  • 4. Ground Rules • Camera On if possible • Fully focused; no multi-processing • Avoid side chatter on Zoom or Slack; bring it to the Group • Raise your hand to speak. 3
  • 5. Agenda • Management Fundamentals • Case Study: Liz and John • Me and My Team At-a-Glance • Scorecards • Action Planning • What do you manage? • Job Assessment Activity • Software Demo
  • 6. According to the American Management Association: A survey conducted of 75 members of the Stanford Graduate School of Business Advisory Council rated _______________ as the most important competency for leaders to develop. self-awareness - AMA 2013 Critical Skills Survey
  • 7. According to the Gallup Employee Engagement Survey: A survey conducted of 30,628 employees by Gallup showed that _____________ of the employee experience is related to manager relationships. 70% - Gallup 2017
  • 8. Goals • Maximize your effectiveness working with the individuals on your team • Align your team and identify team strengths to improve team interactions and outputs • Identify the job requirements of the roles on your team 3
  • 9. Employee Engagement… Does it matter? • A Gallup study of 50,000 businesses found that: • Organizations in the top half of employee engagement are twice as likely to be successful than organizations in the bottom half. • Those at the 99th percentile of engagement have four times the success rate of those in the bottom half. • Gallup's research found that _____________is primarily responsible for employee engagement levels. the manager - Gallup: 2015 Strengths Meta-Analysis
  • 10. What does an engaged employee look like? • Let’s brainstorm attributes of an engaged employee.
  • 11. What does an engaged employee look like? An engaged employee: • Is committed and will go above and beyond • Is passionate and takes personal ownership for the quality of their work • Paints a positive image of the organization and recommends it and its products/services to others • Understands how their work results in meaningful outcomes • Vigorously pursues the organization's goals • Wants to come to work! How did we do?
  • 12. What Are Business Critical Manager Responsibilities? • 1 to 1s • Team Meetings/Standups • Delegation/Empowerment • The ”Platinum Rule”
  • 13. 1 on 1s If I’m already talking to my team every day, do I still need to set weekly 1 on 1s? YES, it’s business critical
  • 14. Formal vs. Informal Communication Formal communication is one that passes through predefined channels of communication and creates structure, and accountability. Informal communication refers to the form of communication which flows in every direction, i.e. it moves freely in the organization, multi-directional, and in the moment.
  • 15. Formal vs. Informal Communication 40—60% of on the job learning takes place through informal communication. It’s important to create an environment that enables this to happen. Formal communications drive commitment, support, and accountability. One on ones allow employees to outline successes, concerns, and challenges. They create a safe space for you to connect with your employee as a human being.
  • 16. A Great Manager Listens, and Creates Trust
  • 17. A Great Manager Listens, and Creates Trust • Affirm their perspective first • Disclose your weaknesses, places where you’ve stumbled • Be unconditionally on their side/team, even (and especially) when giving them blunt feedback about opportunities for growth • Respect them as a person, not just a performer of tasks; treat them as a peer
  • 18. Start With an Open Ended Question • How are you feeling? • What is on your mind? • What are you most excited about? • What are you most worried about?
  • 19. Team Meetings/Stand Ups By hosting regular team meetings, you’ll create a culture of shared values and open communication. These meetings should be a safe space where the team learns about each other’s preferences, discusses new ideas, and develops a sense of belonging. Team meetings are where a group of peers get to know each other, and where the presence of a common supervisor helps peer interaction to develop
  • 20. Team Meetings/Stand Ups Connections are the heart and soul of how teams function and company cultures are born. 70% of an employee’s employer experience comes from the interactions with their manager. This is a chance to establish the culture and dynamic you want!
  • 21. What Do Great Meetings Look Like? Great meetings: • are interactive, convey a message clearly, and evoke an intended emotion – whether inspiration, trust, pride, courage, or empathy. • discuss ideas and exchange feedback about team projects and work in progress. • get everyone on the same page about what success for key initiatives looks like, clearly frames decisions and known concerns, and ends with agreed-upon next steps (including when the next check-in will be)
  • 22. What Do Great Meetings Accomplish? • Building psychological safety • Setting goals and motivating • Keeping employees engaged • Communicating effectively • Driving accountability • Unblocking issues
  • 23. Delegation and Empowerment If you had to take an unexpected week off work, would your initiatives and priorities advance in your absence? Why or why not?
  • 24. Delegation and Empowerment If you had to take an unexpected week off work, would your initiatives and priorities advance in your absence? Why or why not?
  • 25. What Holds Us Back from Delegation? • The belief that employees cannot do the job as well as the manager can. • The belief that it takes less time to do the work than it takes to delegate the responsibility. • Lack of trust in employees’ motivation and commitment to quality. • The need to make one’s self indispensable. • The enjoyment of doing the work one’s self. • Guilt associated with giving more work to an overworked staff.
  • 26. What Does Delegation Unlock? Managers are responsible for developing their employees to ensure that they are well trained, to identify future leaders, and to prepare their own successor when they move up or move on to other organizations. Delegating responsibility is a powerful statement to employees about how much they are trusted and how competent and valued they are considered to be to the company.
  • 27. The Delegation 4 Step • Start with your reasons. • Inspire their commitment. • Engage at the right level. • Practice saying “yes,” “no,” and “yes, if.”
  • 28. The Platinum Rule and the Whole Employee 1. Treat others the way THEY want to be treated 2. When you hire someone, you hire that entire person, and you hire their entire family.
  • 29. Break
  • 30. Agenda • Management Fundamentals • Case Study: Liz and John • Me and My Team At-a-Glance • Scorecards • Action Planning • What do you manage? • Job Assessment Activity • Software Demo
  • 31. Liz and John Case Study • Part 1: • Turn to the case study in your Journal. • Read through the interaction between Liz and John. • Jot down your ideas in Thoughts and Observations. John Teller 7
  • 32. Liz and John • Debrief • What’s at stake? • Who was right? • Who was wrong? 7
  • 33. Liz and John - Continued Liz, Branch Manager John, Bank Teller 1. Return to your group to examine Liz and John’s PI Patterns. 2. Answer the questions on page 8. 8
  • 34. 1. What is Liz’s strongest Factor (farthest from the Midpoint)? 2. What is John’s strongest Factor? 3. What does John need in order to be productive? 4. What adjustments did you recommend for Liz? Liz, Branch Manager John, Bank Teller Debrief 8
  • 35. Average managers play checkers... Average managers play checkers while great managers play chess. The difference? In checkers, all the pieces are uniform and move in the same way; they are interchangeable. You need to plan and coordinate their movements, certainly, but they all move at the same pace, on parallel paths. In chess, each type of piece moves in a different way, and you can’t play if you don’t know how each piece moves. More important, you won’t win if you don’t think carefully about how you move the pieces. Great managers know and value the unique abilities and even the eccentricities of their employees, and they learn how best to integrate them into a coordinated plan of attack. – Marcus Buckingham 9
  • 36. Me and My Team At-a-Glance X X 1. Enter your pattern in the ME column: a. X’s for your highest and lowest Factors b. Dots for your remaining Factors Work through an example together: Your Pattern 10 - 11
  • 37. 2. Enter your team’s highest and lowest Factors in the TEAM column: a. Select a team member b. Place their initials in the appropriate location (highest and lowest Factors only) c. Continue with the remainder of your team Me and My Team At-a-Glance JS JS X X Jane Smith 10 - 11
  • 38. Me and My Team At-a-Glance Questions Turn to your Journal 1. Do you share Factors in common with your team? If so, which one(s)? 2. Which Factor (either high or low) is shared by the greatest number of people? 3. What stands out to you about the overall pattern of your team? 4. What might this mean for how your team functions? 10 - 11
  • 40. Scorecards Select a person • High potential? • Flight risk? √ 3 √ √ Jeannine: B > A 10 - 11
  • 41. Scorecard Action Plan: Peer Review Confidentiality is critical; please do not share names. Round 1: Person A: Describe your thinking • Individual’s pattern • Why you selected them • Your “ah-has” • Your action plan Person B: Ask clarifying questions • Action plan must be measurable and time-bound • Example: What will you put on your calendar? • When will this be complete? Round 2: Switch roles. 10 - 11
  • 42. Scorecard Debrief Confidentiality is critical; please do not share names. Describe any insights you gained during your discussions. • What did you learn about your management style with this individual? • What is your action plan? How did it improve during the discussions? 10 - 11
  • 43. Scorecard Action Plan Review 1. Confidentiality is critical; please do not share names. 2. Describe: • The person’s pattern • Your “ah-has” • Your action plan 3. The group will provide feedback: • Successful strategies they have used • Action plan suggestions (measurable and time bound) 10 - 11
  • 44. What Do You Manage? Manage the PERSON Manage the JOB 23
  • 45. Managing Jobs • For every person, there are two tasks: Manage the PERSON Manage the JOB What does the organization need from this job? 23
  • 46. What is the shape of the peg? (The person) • Administer the Behavioral and Cognitive Assessments What is the shape of the hole? (The job) • Complete a Job Assessment and Set Job Targets Job Fit
  • 47. Job Assessment Activity Choose a job we all understand: • A current opening • A job you hire for frequently Turn to page 24 Work in a small group. Identify: What items on the list are: • Important to the success of the role • Performed frequently • Hint: Ask: “Is this something that would be discussed in a review conversation?” Work to gain agreement. • Don’t give in too easily! 24
  • 48. What did you discuss? How did you gain agreement? • Further discuss the item • Further discuss the position What can the Job Target conversation do? • Alignment in the organization • Clear expectations for the person hired Job Assessment Debrief 23
  • 49. Set a Job Target in the Software • Job Assessment • 10–15 minutes The Big Idea Find someone who likes to do these things!
  • 50. Output of a Job Assessment
  • 51. Easy to compare! or Learning at won’t be h participants.
  • 52. What if… What if you knew the Job Targets of all the positions in your company? What could you do with that information?
  • 53. The Predictive Index Software Software Demo and Practice 1. Find the behavioral patterns of your direct reports. 2. Send a PI Behavioral Assessment to a colleague. 3. Send a Behavioral Assessment to someone in your family or a friend.
  • 54. Knowledge Check with Hints • Turn to page 28 in your Participant Journal. • Work with a partner: • You have two sets of questions and answers. • One person selects Question Set A; the other selects Question set B. • Start with Person A: Ask your partner the first question. • Use your knowledge and the hints provided to help them get the correct answer. • Continue until all the A questions have been answered. • Switch roles. • Try not to TELL…just coach someone to get the answer! 28 -29
  • 55. Wrap-Up • You’ve learned a lot! • How do you envision using your new learning at work?
  • 56. • Insert your contact information