Management February 2014

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Half day open training event held in Toronto, Ontario.

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Management February 2014

  1. 1. Becoming a better manager by Toronto Training and HR February 2014
  2. 2. CONTENTS 3-4 5-6 7-8 9-10 11-12 13-14 15-17 18-19 20-21 22-23 24-25 26-27 28-29 30-31 32-33 34-35 36-38 39-40 41-42 43-44 45-49 50-51 Introduction Defining a great manager Categories of manager performance Autonomy and control Steps to improve manager capability Obtaining an edge Skills gap analysis and redefining the job Diminishing of middle management Personality types Managing the truth-resistant Tackling dishonesty Managers and emotions “You’re too generous” Open book management Communicate to motivate Training wheels Facilitation Unseen essentials A common sense approach Trust Aim higher and dream bigger Conclusion, summary and questions Page 2
  3. 3. Introduction Page 3
  4. 4. Introduction to Toronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 15 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale Services for job seekers Page 4
  5. 5. Defining a great manager Page 5
  6. 6. Defining a great manager • Enablement • Energy Page 6
  7. 7. Categories of manager performance Page 7
  8. 8. Categories of manager performance HIGH PERFORMANCE FOCUS Building trust Developing people Configuring work Good at managing work Exit door Balanced strengths Delivering the deal Good at building employee capability LOW LOW GROWTH HIGH GROWTH PERFORMANCE FOCUS FOCUS Page 8 FOCUS
  9. 9. Autonomy and control Page 9
  10. 10. Autonomy and control HIGH CONTROL LOW CONTROL LOW AUTONOMY Page 10 HIGH AUTONOMY
  11. 11. Steps to improve manager capability Page 11
  12. 12. Steps to improve manager capability • Diagnose manager performance • Redefine manager role • Measure manager performance and align rewards • Develop manager capability • Make change happen Page 12
  13. 13. Obtaining an edge Page 13
  14. 14. Obtaining an edge • • • • Competitive Hiring Human capital Workplace Page 14
  15. 15. Skills gap analysis and redefining the job Page 15
  16. 16. Skills gap analysis and redefining the job 1 of 2 SKILLS GAP ANALYSIS • Time allocation surveys • Social media analysis • Analysis of outcome or value Page 16
  17. 17. Skills gap analysis and redefining the job 2 of 2 REDEFINING THE JOB • Virtualization • Outsourcing or contracting out Page 17
  18. 18. Diminishing of middle management Page 18
  19. 19. Diminishing of middle management • High profile leaders • Self service • Electronic and social media Page 19
  20. 20. Personality types Page 20
  21. 21. Personality types • • • • Direct Spirited Considerate Systematic Page 21
  22. 22. Managing the truthresistant Page 22
  23. 23. Managing the truthresistant • • • • • Gorillas Foxes Horses Owls Skunks Page 23
  24. 24. Tackling dishonesty Page 24
  25. 25. Tackling dishonesty • Appoint a lead investigator • Give the employee a chance to respond • Ask open-ended questions • Inform the employee of his or her duty to be truthful • Set out expectations • Record the interviews Page 25
  26. 26. Managers and emotions Page 26
  27. 27. Managers and emotions • Providing emotional help is not part of the job description • Emotional help is not the “natural” responsibility of managers • Reciprocation • Solicited emotional help • Unsolicited emotional help • Positive response • Negative response Page 27
  28. 28. “You’re too generous” Page 28
  29. 29. “You’re too generous” • Timidity • Empathy • Availability Page 29
  30. 30. Open-book management Page 30
  31. 31. Open-book management • • • • • • • • • • What does it involve? Survey the team Develop critical numbers Design scoreboards to monitor progress Create “mini-games” Provide financial training Meet regularly Create incentives Be a cheerleader Make long-range plans Page 31
  32. 32. Communicate to motivate Page 32
  33. 33. Communicate to motivate • Terms and conditions of employment/contracts • Job descriptions • Individual meetings Page 33
  34. 34. Training wheels Page 34
  35. 35. Training wheels • Structured learning pathway • Mentors Page 35
  36. 36. Facilitation Page 36
  37. 37. Facilitation 1 of 2 • • • • • • What can it be used for? Key factors to balance Knowledge needed Group decisions Effective facilitators Scope, degree of uncertainty and type of thinking • The stages of a process • Facilitation formats • Process tools Page 37
  38. 38. Facilitation 2 of 2 STEPS TO TAKE • Identify issues • Focus on main issue • Define the problem • Find the main causes • Select the criteria • Generate ideas • Pinpoint most appropriate solutions • Adverse consequences • Action plan Page 38
  39. 39. Unseen essentials Page 39
  40. 40. Unseen essentials • What makes a top organization? • No cost components • Talk about them • Put them in writing • Ensure they are on the agenda • Reinforce them • Don’t get greedy • Take stock Page 40
  41. 41. A common sense approach Page 41
  42. 42. A common sense approach • • • • • • • • • • The right attitude Solve problems Act as a role model Be an expert communicator Learn Ooze positivity Ask good questions Compromise Be real Common sense is not that common Page 42
  43. 43. Trust Page 43
  44. 44. Trust • Credibility • Reliability • Intimacy • Self-orientation Page 44
  45. 45. Aim higher and dream bigger Page 45
  46. 46. Aim higher and dream bigger 1 of 4 • Ensuring the management serves a higher purpose • Embedding an ethos of community • Humanizing the language and practice of business • Increasing trust and reducing fear • Reinventing the means of control • Inspiring leaps of imagination Page 46
  47. 47. Aim higher and dream bigger 2 of 4 • Expanding and exploiting diversity • Enabling communities of passion • Taking drudgery out of work • Sharing the work of setting direction • Harnessing the power of evolution • Destructing and disaggregating organizations
  48. 48. Aim higher and dream bigger 3 of 4 • Creating internal markets for ideas, talents and resources • Depoliticizing decision making • Building natural, flexible hierarchies • Expanding the scope of autonomy • Refocusing the work of leadership on mobilizing and mentoring Page 48
  49. 49. Aim higher and dream bigger 4 of 4 • Creating a democracy of information • Encouraging dissenters • Developing holistic performance measures • Transcending traditional trade-offs • Stretching management time frames and perspectives • Retooling management for an open world Page 49
  50. 50. Conclusion, summary and questions Page 50
  51. 51. Conclusion, summary and questions Conclusion Summary Videos Questions Page 51

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