IT professionals usually focus technology. Team Management is usually weak. This is 2 hours session for IT professionals about good behaviors that will motivate your team.

1. Managing Team
Corporate Training Wing
Asad Ur Rehman
Executive Director
Open Integrated Solutions (Pvt) Ltd

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 ?
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5. 5
Managerial Skills
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6. Managerial Skills
6
Technical
o Specific expertise:
- Engineering
- Finance
- Accounting
- Administration
- Computer Science
Conceptual
or Intellectual
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
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7. 7
Significance of Managerial
Skills
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
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8. 8
Good boss / bad boss
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9. Qualities/abilities they have . . ?
.
9
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10. Qualities/abilities they have . . .?
10
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11. 11
you
Why would
follow somebody
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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.
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13. 13
Natural temptation of Humans

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
work.
paid for their
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 (badmannered)


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.
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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.
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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
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23. Managing Team
Delegate (expansion & growth)
23
Delegation is mandatory for
expansions and career
growth
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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. Get the job done
2. 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.

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26. 26
Skills improve life long
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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
it does how you say it.
you say as
Your communication style is a SET of
various behaviors and methods of
relaying information that impact all facets
of life.
Managing Team

30. Managing Team
Communicate Effectively
30
Normally three styles of
communications



Passive Communication
Aggressive Communication
Assertive Communication
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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; Team
Managing

34. Managing Team
Communicate Effectively
34
Controlling
Emotions/anger




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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
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36. 36
Good Listener
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37. Managing Team
Good Listener
(Effective Communication) Covey
Stephen
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

39. 39
Secrete
to adopt these
skills

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
can do that.
believe that you
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?
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42. Adopting these skills
42
Practice
. . and more practice
and more practice . .
until it become
your behavior
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43. 43
That is all