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Basics of people management

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Basics of people management

  1. 1. Basics Of People Management
  2. 2. Half Empty or Half Full? 2 2
  3. 3. Workshop Objectives:Post the workshop, participants will be able to:• List the responsibilities of a Leader• Describe the stages a Team progresses through• List behaviours influencing Team Work• State the characteristics of an effective team• List components of an Expectation Setting Discussion• Define feedback and practice the 2 types of feedback techniques• List the components of a Learning Needs Identification discussion• Describe ways to instil Pride of Purpose in their teams• List and practice techniques aiding the process of decision making• List the 6 un-forgivable mistakes of a leader. 3 3
  4. 4. Responsibilities of a Great Leader Perform and Get Results •Set priorities &•Set and achieve strategizebusiness goals•Innovate and Market •Focus and Concentrate•Solve Problems & MakeDecisions •Set an example Managing People 4 4
  5. 5. Managing the Talent Pool• People are an organisations most valuable resource.• People Management is the management of people within the organisation for effective management of people outside the organisation.• Great Managers boost the engagement level of people who work for them.• Engaged employees lead to engaged customers, who in turn drive a company’s growth, long term profitability, and stock price.• Managers who not only retain valuable employees but, by boosting engagement, also extract their full value by rejecting conventional wisdom in four core areas of managing people: expectation setting defining purpose development engagement 5 5
  6. 6. ActivityCategory: Group Activity Pushing the BenchmarkTime: 15 Mins 6 6
  7. 7. Why do Teams Work?• Teams initiate change• Teams are natural problem solving devices• Team are collections of the organisations best assets 7 7
  8. 8. Lessons from the Canada Goose: Flying In Formation:• 71% extra range• Teams are more powerful• If we share a sense of team and trust each other then we’ll get where we’re going more easily 8 8
  9. 9. Staying with the Flock• If fall out of formation, lose speed and lift• Stay with the flock• Accept responsibility for giving and receiving help 9 9
  10. 10. Rotating The Lead• When lead goose tires and drops back, another moves up• Share the hard tasks• Respect each other’s skills and abilities 10 10
  11. 11. Honking to Encourage Others• Honk to encourage those ahead to keep up speed• Honking = productivity• Good honking = more confidence 11 11
  12. 12. Standing By Each Other• When goose is sick and falls out of formation, two others fly down to help• Stand by each other in bad times and good 12 12
  13. 13. Lessons Learned From the Geese Flying in formation Goals & Role Clarity Staying with the flock Participation & Taking Responsibility Rotating the lead Working together Honking to encourage others Encouragement & Feedback Flying in formation Mutual Support & Handling Conflict 13 13
  14. 14. Characteristics of an Effective Team Participation Solution SMART Approach Goals Effective Team Commitment Risk Taking & Co- operation Open Communicati Role Clarity on 14 14
  15. 15. Managing Teams• Developing shared vision of your preferred future• Being clear where you are now and celebrating the strengths that got you there• Taking the first small steps forward• Define clear goals and roles• Delegate effectively. Match team members with tasks.• Support & develop skills.• Give regular feedback on achievement of the goal.• Reinforce discipline• Affirming each other 15 15
  16. 16. Stages of Team Development Adjourning Performing Norming Storming Forming 16 16
  17. 17. ActivityCategory: Group DiscussionTime: 15 MinsTopic: Actions of a leader to ensure the healthof the team at each stage. 17 17
  18. 18. Leading & Developing Coaching and Feedback Setting Managing Performance is a Performance Objectives Evaluation cyclic, ongoing process Learning Needs Identification 18 18
  19. 19. Setting Expectations• Expressing Standards of Performance:• Quantity• Quality• Timeliness• Effective use of Resources• Effects of Effort• Manner of Performance 19 19
  20. 20. Coaching & FeedbackFeedback is: Information about job performance and work-related behavior in order to help employees meet individual, group and organizational expectations and goals. A reflection of positive performance, competent performance, or needs improvement performance Feedback must: •Focus on facts, not attitude •Be detailed •Be accurate •Be future oriented •Be supportive •Be timely •Be continual 20 20
  21. 21. Types of Feedback• Reinforcing feedback: Tells employees what they are doing right• Redirecting feedback: Highlights a gap between expected performance and actual performance. 21 21
  22. 22. Reinforcing Feedback1. Intention2. Description3. Effect of Behavior4. Appreciation 22 22
  23. 23. Redirecting Feedback 1st Big 2nd Big Effect of Intention Description Picture Expectation Picture Appreciation Behavior Question Question 23 23
  24. 24. The SARA Model for Receiving Feedback Shock Anger Resistance Acceptance 24 24
  25. 25. Learning Needs Identification• Envisioning the Goal• Developing Options• Checking relevance of options• Identifying and eliminating roadblocks• Create action plan• Recap 25 25
  26. 26. SMART Action PlanSpecific : A clear description of what must be doneMeasurable : How will I know I achieved success?Attainable : A reasonable likelihood of success with perseveranceRealistic : Really makes a difference, fits the situationTimely : Clear understanding of what must be done by when Milestones 26 26
  27. 27. Instilling Pride of Purpose4 Crucial Questions To Instilling a Sense of Purpose:Leaders seeking to instil pride need to ask three crucial questions: 1. What is my purpose in my role as a Leader? 2. How Well Do My Employees Understand What is Expected Of Them? 3. How Well Do My Employees Know How Their Work Compliments The Greater Whole? 4. What Can I Do To Foster More Pride? 27 27
  28. 28. Expectations From Employees• Often employees focus on their job titles and lose sight of their roles and responsibilities.• This can lead to confusion about who does what and why.• Good managers make certain their people know not only their own jobs but everyone else’s too. 28 28
  29. 29. Employee Contribution to The Greater Whole• At times employees’ contributions that help the company succeed go un-noticed.• Leaders need to create the links that show an employees contribution leading to an improvement in quality or productivity of the team.• Among the ways leaders instil purpose in an organization, is through communicating the vision, tying customer benefits to employee contributions, and linking work to results. 29 29
  30. 30. What Can I Do To Foster More Pride?• Company mission statements that recognize employee value are worthwhile, but it is the manager who brings them alive.• Successful managers make a habit of acknowledging accomplishments of individuals in front of the team.• These managers make it clear that team success relies upon individual contributions. 30 30
  31. 31. Techniques Used in Decision Making• Brainstorming• SWOT Analysis• Fish Bone Analysis 31 31
  32. 32. BrainstormingA means of getting a large number of ideasfrom a group of people in a short time.• No criticism• Wild ideas are welcome• Everyone must take part• Everything stays written down• Build on others’ ideas 32
  33. 33. SWOT Analysis STRENGTHS WEAKNESSES What is the value of the present What are the perceived weaknesses opportunity? What resources are inadequate? What unique resources are available? What weaknesses cannot be overcome? What strengths can be acquired? OPPORTUNITIES THREATS What is the value of the present Are there market-technology conditions that opportunity? reduce the value? Is value enhanced by evolving market- What is the level of competition? technology conditions? Will your weaknesses limit your success? Is value enhanced by your organizations core strengths? 33
  34. 34. Fishbone Analysis • Cause and Effect Diagram. • Identify the problem (head). • Identify main factors causing the problem. • “What is causing this?” • Go recursively to lowest level possible. 34
  35. 35. Summing it up: Your Attitude• Improve your appearance• Make decisive decisions• Set a faster tempo• Handle mistakes calmly• Share humorous incidents• Demonstrate your ability to communicate with superiors• Be a positive person• Be confident 35 35
  36. 36. The 6 Unforgivalble Mistakes1. Treating individuals unequally2. Breaking trust3. Being inconsistent4. Not following policy and procedures5. Losing your cool6. Personal relationships 36 36
  37. 37. Creating an Atmosphere of Involvement• Clearly define each team members roles and responsibilities.• Encourage team members to learn about other roles in the organisation.• Show employees linkage between their efforts and department/organisation success.• Involve team members in team decision-making.• Empower people.• Be flexible in meeting needs.• Adopt ethical values• Foster two way communication.• Support team members while overcoming challenges• Recognise efforts of each team member• Appreciate and celebrate success. 37 37
  38. 38. ® Leading People. Leading Organizations. Thank you 38 38

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