2. Bird eye view
2
Managerial Skills
Good boss/bad boss
Natural temptation of Humans
o
o
o
o
Skills improve life-long
o
o
Caring / sincere
Respectful behavior
Encouragement
Delegate
Communicate effectively
Good Listener
Secrete to adopt these skills
3. Scenario – at restaurant
3
Mother and son enters into a
restaurant.
Mother order orange juice for
son
While drinking orange juice
son drops glass, fell on ground
and breaks.
What would you do if you were a manager/owner
Managing people
Needs practices, this can be learned
Managing Team
4. Which team you like to lead . .
4
Energy in team ?
Motivated ?
Fight to win ?
Managing Team
6. Managerial Skills
6
Conceptual
or Intellectual
Technical
o Specific expertise:
- Engineering
- Finance
- Accounting
- Administration
- Computer Science
o
o
o
o
o
o
o
o
Planning
Organizing
Controlling
Coordination
Problem-solving &
Decision-making
Negotiation
Time management
Human
or Interpersonal
o
o
o
o
o
o
Communication
Delegation
Negotiation
Motivation
Team-building
Rewarding
Managing Team
7. Significance of Managerial Skills
7
Top Mg’mt
Level
Middle Mg’mt
Level
Supervisory
Level
Conceptual
Conceptual
Conceptual
Human
Human
Human
Technical
Technical
Technical *
* Technical skills are not so important for the chief executives
Managing Team
12. Who is good/ not-good
12
What is the difference?
It is not what they are it is what
makes them a good or bad boss.
they do
Good manager will do something different from
an ordinary manger so that people start
following them.
Managing Team
14. Natural temptation of Humans
14
Caring
/ Sincere
Respectful Behavior
Encouragement (appreciating)
Mastery on subject (technical skill)
Delegating (expansion & growth)
Managing Team
15. Managing Team
Caring / Sincere
15
I am NOT responsible for the growth of my
team members.
They work here and get
paid for their work.
Team want to improve their skills, do it in their
own time and resource; not company's time and
resource.
Managing Team
16. Managing Team
Caring / Sincere
16
You care about your kids and family do the same
for your team
You should be really sincere not pretending
Give them right advice and guidance
Look for their growth in their career
Just increase your - domain - of caring
Managing Team
17. Managing Team
Respectful Behavior
17
I complain about individual’s poor
performance with other team members.
My normal behavior is rude (bad-mannered)
I am always unhappy with my team.
I do not miss a opportunity to insult them.
Can I manage my team effectively ?
Managing Team
18. Managing Team
Respectful Behavior
18
When you make someone feel important, you
gain their willingness to work for you
Work culture in which employees believe they are
respected is more productive and effective.
Managing Team
19. Managing Team
Trust
19
Mutual trust is the basis for creating
healthy work environments.
Trust forms the foundation for retention,
and motivation.
Trust must be earned, and integrity must
be proven over time.
Managing Team
20. Managing Team
What is Trust ?
Stephen Covey
20
Trust is confidence born of two dimensions character
and competence.
Character includes your integrity, motive, and intent
with people.
Competence includes your capabilities, skills, results,
and track record. Both dimensions are vital.
Managing Team
21. Managing Team
Mastery on subject
(technical skill)
21
Leader is knowledgeable
Team does not follow a manager who has less
knowledge on the subject.
Manager must have excellent knowledge on their
area of specialization.
Manager need to make conscious efforts to be on top
of that subject.
Managing Team
22. Managing Team
Encouragement
22
Make them feel proud of the job they are
doing.
Praise
the person
Provide guidance
Let them know they are doing a good job
Learn what team want
Individual
or team recognition
Routine tasks or constant challenges
Managing Team
24. Managing Team
Delegate (expansion & growth)
24
Delegation is a requisite of good supervision.
It supports trust and confidence in those you supervise and
enables them to handle the tasks that will free you to do more
important work.
Successful LEADER gets things done through others.
• Do not fall into the pitfalls of being fearful of delegation.
• Unwillingness to delegate may be a psychological problem
involving in-security.
Managing Team
25. Managing Team
Delegate (expansion & growth)
25
Understand the purpose of delegating. Three basic objectives:
1.
2.
Get the job done
Free yourself for other work
3.
Have your team benefit by learning and experiencing what you have
been doing.
Decide specifically what you can delegate.
Generally delegate as much of your work as possible.
Do yourself only what no else can do.
Managing Team
27. Managing Team
Communicate Effectively
27
How do you behave/act if listen to bad news.
How would you inform your family members, a very
close person has died?
What if there is big-time failure in the project, what
will you do?
Managing Team
28. Managing Team
Communicate Effectively
28
I need that report by 9:00 am tomorrow.
. . Do you understand
Can I have that report by 9:00 am tomorrow.
I have important meeting with CEO.
It is very important for me to show that report.
Managing Team
29. Managing Team
Communicate Effectively
29
It matters not so much what
does how you say it.
you say as it
Your communication style is a SET of various
behaviors and methods of relaying
information that impact all facets of life.
Managing Team
31. Managing Team
Passive Communication
31
Little risk involved – very safe.
Allowing our own rights to be violated by failing to
express our honest feelings.
The goal of being a passive communicator is to avoid
conflict no matter what.
Little eye contact, often defers to others’ opinions,
usually quiet tone, may suddenly explode after being
passive too long.
Managing Team
32. Managing Team
Aggressive Communication
32
It is risky in terms of relationships. The goal of the aggressor is
to win at all costs; to be right.
Protecting one’s own rights at the expense of others’ rights –
no exceptions.
Does not consider actions a risk because this person thinks they
will always get their way.
Eye contact is angry and intimidating; lots of energy; loud
and belittling; never defers to others, or at least does not
admit to; manipulative and controlling.
Managing Team
33. Managing Team
Assertive Communication
33
Protecting your own rights without violating the
rights of others.
The goal of the assertive person is to
communicate with respect and to understand
each other; to find a solution to the problem.
Takes a risk with others in the short run, but in
the long run relationships are much stronger.
Eye contact maintained; listens and validates
others; confident and strong, yet also flexible;
objective and un-emotional; presents wishes
clearly and respectfully.
Managing Team
34. Managing Team
Communicate Effectively
34
Controlling Emotions/anger
If I am time pressured (multiple task incomplete)
Had argument with wife
Boss is not appreciating my hard work
Customer shouted at me
Somebody gave me bad remark;
How would you control your anger ?
Managing Team
35. Managing Team
Communicate Effectively
35
How to handle situation when somebody is angry
Allow the caller to vent
Remain calm and courteous, do not argue
Do not interrupt
?
Apologize when appropriate
Managing Team
37. Managing Team
Good Listener
(Effective Communication)
Stephen Covey
37
People do not like to talking to walls
You need to understand others (by listening) before
being understood by other.
Listening involves patience, openness, and the
desire to understand.
Managing Team
38. Managing Team
Good Listener
(Effective Communication)
38
Good listening is key to diagnose a problem.
Listening is tool to increase knowledge.
Ask good questions and take notes.
Do not judge what the other person is saying.
Repeat back to the other person what they just said
but in your own words.
Managing Team
40. Believe in yourself
40
How many of you know swimming?
What was the first time. I cannot do that and after
some practice you can swim.
Same is the case with driving bi-cycle or a car
You can do job only if you
do that.
believe that you can
Managing Team
41. Self Assessment & adaptation
41
I have done PMP, ITIL, CBAP or any other
certification. I have the knowledge and certification
of these things.
But still my performance does not get better. Why?
I attended Time Management workshop but it does
not improve my time management. Why?
Managing Team
