Managing People Towards Superior Performance - Leadership Training

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A sample of the Training Program that was designed, developed and implemented to the seniors and team leaders in Civilsoft Company

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Managing People Towards Superior Performance - Leadership Training

  1. 1. MANAGING PEOPLE TOWARDS SUPERIOR PERFORMANCE Session 4 Khaled Abd El Gawad 1 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  2. 2. Agenda 1. Time Management and Productivity A. B. C. D. E. F. 2 To-Do-List Prioritization Delegation Productivity Execution Techniques Pay Attention to Time Wasters Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  3. 3. Unit 7 To-Do-List 3 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  4. 4. To-Do-List Simple Template 4 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  5. 5. To-Do-List More details 5 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  6. 6. To-Do-List 6 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  7. 7. To-Do-List 7 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  8. 8. Unit 7cont. Prioritization 8 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  9. 9. List Your Last Month Activities Activity 9 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  10. 10. Prioritizing Grid Rating Scales High 6 Personal Capability 5 I have high personal Capability to do this task It is low important I have high personal Capability to do this task It is high important 4 3 2 I have low personal Capability to do this task It is low important I have low personal Capability to do this task It is high important 1 Low 10 1 2 3 4 5 Importance to Clients and Organization, Team or Unit Goals Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 6 High 2/18/2014
  11. 11. High Personal Capability 6 I have high personal Capability to do this task It is high important I have high personal Capability to do this task It is low important 5 4 3 I have low personal Capability to do this task It is low important 2 I have high personal Capability to do this task It is low important 1 Low 1 2 3 4 Importance to Clients and Organization, Team or Unit Goals 5 High 6 Use Prioritizing Grid Rating Scales Activity 11 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  12. 12. Prioritizing Grid Rating Scales High Seriously Reconsider Continue doing or Delegate 5 Personal Capability 6 I have high personal Capability to do this task It is low important I have high personal Capability to do this task It is high important Stop or Delegate ASAP Develop or Delegate I have low personal Capability to do this task It is low important I have high personal Capability to do this task It is low important 4 3 2 1 Low 12 1 2 3 4 5 Importance to Clients and Organization, Team or Unit Goals Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 6 High 2/18/2014
  13. 13. Prioritizing Grid Rating Scales So for any given task/activity you have always 4 options Stop Doing Doing 13 Delegate Develop Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  14. 14. Unit 7cont. Delegation 14 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  15. 15. How Good is your Delegation? Activity 15 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  16. 16. Delegation Steps Pre-Delegation • Define The Task • Select the individual or team • Assess ability and training needs 16 Delegation • Explain the reasons SMART • State required Their development goals, results Work load, • Agree resources required Personal Capability, Development Opportunity • Agree deadlines Training material availability Subject learning curve Managing People for Peak Performance Khaled Abd El Gawad All rights reserved Post-Delegation • Support and communicate • Feedback on results 2/18/2014
  17. 17. Delegation Steps Pre-Delegation Delegation • Define The Task • Explain the reasons • Select the individual or team • State required results • Assess ability and training needs • Agree resources required • Agree deadlines 17 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved Post-Delegation • Support and Gain buy-in, communicate Connect to the big picture Check Clarity • Feedback on results Visualize the result Measures people, location, premises, equipment, money, materials, other related activities and services Commitment , Agree check points 2/18/2014
  18. 18. Delegation Steps Pre-Delegation • Define The Task • Select the individual or team • Assess ability and training needs Delegation • Explain theStakeholders reasons Consultations • State required results Constructive Feedback Structured Discussions • Agree resources required Post-Delegation • Support and communicate • Feedback on results • Agree deadlines 18 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  19. 19. Delegation Steps Pre-Delegation Delegation • Define The Task • Explain the reasons • Select the individual or team • State required results • Assess ability and training needs Post-Delegation • Agree resources required • Support and communicate • Feedback on results • Agree deadlines 19 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  20. 20. Delegation Levels "I trust your judgment and I know your decisions will match our visions, values, and strategy. No further contact with me on this issue is required. But remember: 'No Surprises'." "Decide what to do, take action, and then let me know how it all works out." Make the Decision "Let me know what you intend to do, but don't take action until I approve the plan." "Identify possible actions including the pros and cons of each, and recommend one for my approval." "Report all the facts to me, and then I'll decide what to do.“ 20 Full Delegation Managing People for Peak Performance Khaled Abd El Gawad All rights reserved The Action Plan The Recommendation The Report 2/18/2014
  21. 21. Keeping Control While Delegation Monitoring and supporting closely enough to ensure that the job is done correctly and effectively 21 Giving enough space for people to use their abilities to best effect Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  22. 22. Delegation Tool We have it So, use it 22 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  23. 23. Unit 7cont. Productivity 23 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  24. 24. Productivity Productivity (P) = Total No. of done Items (N) X Standard time to produce one item Actual Total time to produce (N) items <1 We behind the best practice We need to improve 24 1 We have reached the best practice The Standard Managing People for Peak Performance Khaled Abd El Gawad All rights reserved >1 We are setting a new standard 2/18/2014
  25. 25. Productivity VS Efficiency Efficiency = Productivity X Effective Production Ratio Total No. of Items – No. of Defective Items Total No. of Items 25 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  26. 26. Productivity – General Definition How many items/tasks are done in standard time and with standard quality Standard Time Standard Quality 26 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  27. 27. Unit 7cont. Execution Techniques 27 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  28. 28. Execution Techniques – Pareto Principle 20/80 Rule Vilfredo Pareto Italian Economist Wealth - Populations The value of the Pareto Principle in management is in reminding us to stay focused on the “20 percent that matters” 28 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  29. 29. Execution Techniques – Pareto Principle 20/80 Rule Human Resources Software Applications  20% of your employees cause 80% of the problems.  20% of the work consumes 80% of the time and resources.  By fixing the top 20% most reported bugs, 80% of the errors and crashes would be eliminated.  20% of your staff produces 80% of the results. 29 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  30. 30. Execution Techniques – Pareto Principle 20/80 Rule Marketing Working Smarter  20% of marketing messages produce 80% of your campaign results  80% of a typical company's revenue is derived from 20% of its products or services  80% of profits from the top 20% of customer base Managing People for Peak Performance 30 Khaled Abd El Gawad All rights reserved Be careful It is infinite 2/18/2014
  31. 31. Increasing Customer Satisfaction Activity 31 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  32. 32. Chris Delacroix Service Center Manager No 32 Problem Chris has taken over a failing service center, with a host of problems that need resolving. His objective is to increase overall customer satisfaction. He decides to score each problem by the number of complaints that the center has received for each one. Cause Managing People for Peak Performance Khaled Abd El Gawad All rights reserved Score 2/18/2014
  33. 33. 21 6 51 33 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  34. 34. Execution Techniques – Pomodoro Technique 34 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  35. 35. 35 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  36. 36. 36 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  37. 37. Unit 7cont. Time Wasters 37 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  38. 38. The Top 3 Daily Time-Wasters 1. Email 38 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  39. 39. The Top 3 Daily Time-Wasters 2. Social Media For non businessrelated purposes. 39 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  40. 40. The Top 3 Daily Time-Wasters 3. Ineffective Meeting 40 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  41. 41. Tips for Effective Meeting http://thumbnails.visually.netdna-cdn.com/tips-for-running-effective-meetings_514c85da88a97_w1500.jpg 41 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  42. 42. Tips for Effective Meeting http://thumbnails.visually.netdna-cdn.com/tips-for-running-effective-meetings_514c85da88a97_w1500.jpg 42 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  43. 43. MANAGING PEOPLE TOWARDS SUPERIOR PERFORMANCE Closure Discussion 43 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014
  44. 44. MANAGING PEOPLE TOWARDS SUPERIOR PERFORMANCE Session 4 Thank You! 44 Managing People for Peak Performance Khaled Abd El Gawad All rights reserved 2/18/2014

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