2. “I would like to be able to feel confident holding one to ones with my staff
members, and be able to set them targets which are measurable yet
achievable, while remaining a friendly, approachable and respected member
of the team”
5. DAY2
• Effective delegation – self assesment “could be improved”
• Emotional Intelligence – definitions
• “managing feelings so that they are expressed appropriately and
effectively, enabling people to work together smoothly toward their common
goals." - Goleman
• Motivation at work – “Forming, Storming, Norming and Performing”
6. • Change of job roles and targets
• Moved backwards from “performing” to “norming”
• Delegating more tasks
• Regular meetings with minuted “actions”
• Implementing more of the “top 10 leadership techniques” including talking
about the hard things
• Use EI to think about my words and actions and plan conversations prevent
conflict or awkwardness.
7. DAY3
• Performance management
• Learning about gathering evidence and preparing for a performance related
meeting
• Establishing “cant or wont”
• Identifying “What, Why and How”
• My role in performance management – creating an enviromnent where teams
can thrive
8. • Keeping a folder of evidence on my computer regarding performance related
issues
• Reviewed targets and RAG rating against performance
• MI reporting tool
• Sharing best practice
9. DAY4
• Managing change
• Kotter's eight step change model
Understand where the organisation is at the moment
Understand where you want to be
Achievable measurable stages
Communicate & involve people as early and fully as is possible
10. DAY5
• Learning what “coaching” means
• The difference between coaching and managing
• How to use open questions to coach team members
• Thinking more carefully about circumstances where it would be appropriate to coach
and adopting the methods learned
11. ASPECTS I ENJOYED THE MOST
• Creativity
• Thinking
• Opportunity to practice
• Other peoples’ view points
• Meeting new people
12. FUTURE CHANGES / NEXT STEPS
• Ability to manage targets effectively
• Ability to challenge low performance
• Knowledge to guide team towards “performing”
• Coaching rather than giving answers
• Involve others in decisions
13. SUMMARY
“Overall, I feel my initial objectives to be able to feel confident holding 1-21’s, setting targets and remaining positive and friendly have been achieved.
I am now holding regular one to ones with my staff and feel confident to ask
appropriate questions in these, and log the information in the right way.
I am also setting targets and use the 1-2-1s to facilitate these conversations and
review the results. This way, my team are expecting my input, so I do not need to
worry about coming across as too authoritive”
