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Tricks of the trade: Management techniques that work David Adams, Vice President of Learning and Development  at Adecco Group North America
About us Adecco Staffing US is the nation ’s leading provider of recruitment and workforce solutions.   We are the pre-eminent workforce management partner for Fortune 500 companies and career advisement expert for American workers, serving all of the key industries and professions that drive our economy forward. Adecco has over 900 career centers and, on any given day, connects 70,000 talented workers to the best job opportunities across the country, making us one of America ’s largest employers.  Please visit us at adeccousa.com.
About our presenter ,[object Object],[object Object],[object Object],David Adams Vice President of Leadership and Development  at Adecco Group North America
Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Management and  leadership fallacies ,[object Object],[object Object],[object Object]
Leadership vs. management ,[object Object]
Understanding your own management style ,[object Object],[object Object],[object Object],[object Object],[object Object]
Management/Leadership  essentials ,[object Object],[object Object],[object Object],[object Object],[object Object]
Managers as motivators
Fact or fiction? ,[object Object],[object Object],[object Object],[object Object]
Managers as coaches
Fact or fiction? ,[object Object],[object Object],[object Object],[object Object]
Coaching To transport someone from one place to another. Confrontation To be WITH our employees in FRONT of potential issues.
Coaching skills checklist ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The GROW coaching  conversation model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The learning curve and  stages of learning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Coaching/training styles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Managers as general managers (managing teams)
Less reliance on any individual to accomplish goals Internal alignment What happens when  your  team… Is not aligned? Is aligned? We work together more efficiently Individual goals contribute to the overall goals of the team Colleague engagement increases which improves the quality of work    
How do you know if your team is aligned? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Managing team tasks and workload ,[object Object],[object Object]
Time management quadrants ,[object Object],Quadrant 1 Urgent and important (Manage) Quadrant 2 Important/Not urgent (Focus) Quadrant 4 Not Urgent/Not important (Avoid) Quadrant 3 Urgent/Not important (Delegate or avoid)
Guiding change within your organization "Change is hard because people overestimate the value of what they have and underestimate the value of what they may gain by giving that up."
Agents of change ,[object Object],1. Are they the right people with the right skills? 2. Do they believe that change is needed? 3. Does their behavior support the change? 1. Is the process repeatable? 2. Is the process simple enough that the lowest common denominator can understand it? 3. Does the process provide instructions or resolution for those who need more support? 1. Does the technology enable the desired change? 2. Is the technology proven? 3. Is the technology easy to learn? Technology Process People
Change management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Key takeaways ,[object Object],[object Object],[object Object],[object Object],[object Object]
Slide  Visit us at www.adeccousa.com  Connect with us on LinkedIn: Adecco Group North America Join our webinar discussion subgroup

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Management techniques that work webinar deck Adecco Staffing

  • 1. Tricks of the trade: Management techniques that work David Adams, Vice President of Learning and Development at Adecco Group North America
  • 2. About us Adecco Staffing US is the nation ’s leading provider of recruitment and workforce solutions. We are the pre-eminent workforce management partner for Fortune 500 companies and career advisement expert for American workers, serving all of the key industries and professions that drive our economy forward. Adecco has over 900 career centers and, on any given day, connects 70,000 talented workers to the best job opportunities across the country, making us one of America ’s largest employers. Please visit us at adeccousa.com.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 10.
  • 12.
  • 13. Coaching To transport someone from one place to another. Confrontation To be WITH our employees in FRONT of potential issues.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18. Managers as general managers (managing teams)
  • 19. Less reliance on any individual to accomplish goals Internal alignment What happens when your team… Is not aligned? Is aligned? We work together more efficiently Individual goals contribute to the overall goals of the team Colleague engagement increases which improves the quality of work    
  • 20.
  • 21.
  • 22.
  • 23. Guiding change within your organization "Change is hard because people overestimate the value of what they have and underestimate the value of what they may gain by giving that up."
  • 24.
  • 25.
  • 26.
  • 27. Slide Visit us at www.adeccousa.com Connect with us on LinkedIn: Adecco Group North America Join our webinar discussion subgroup

Editor's Notes

  1. I ’m pleased to introduce David Adams
  2. So, how do you respond to different management styles? It is helpful to examine your personal responses to different management styles before you can determine the effect your management style has on others. Questions you may want to ask yourself: Do I prefer verbal or written communication? Am I more responsive to new or difficult tasks at certain times of the day? Do I work better with people or by myself? Are you better in decision making roles, or work better as an advisor? How do I learn best? By taking notes, listening, reading or doing? Do you prefer predictable environments or to shake things up with new tasks? Know your own strengths and weaknesses – Most people think they know what they are good at. But are they correct? Ask others for feedback on what your strengths are, and you may be surprised by the results. Concentrate on your strengths and put yourself in situations where your talents can help produce results. Work on improving your strengths. Self-analysis will help you identify gaps and show you where you need to improve – perhaps learn a new skill? Additionally, you should solicit feedback regarding areas for professional improvement. Even if you have a solid idea of what needs to change and a strategic improvement plan, bounce a few ideas off of a few coworkers you can trust to give you an honest opinion. They may give you some suggestions you never thought of. Be aware of your effect on others – If you are asking for feedback on your strengths and weaknesses from coworkers, try asking if there is anything that stands out about your interaction style and general demeanor. If you ’re having a bad day, does everyone in the office know? You should be aware of the effect you have on others.
  3. We ’ve identified 5 primary tools and competencies that each of you must have in order to lead your teams. Motivator- you need to learn how to motivate others which is based on knowing the wants/needs of each team member Communicator- we ’ll discuss emotional intelligence and communication styles Coach- we ’ll discuss how to train, develop and coach our direct reports individually General Manager- we ’ll discuss how to lead your teams, group projects, branches etc… Business acumen- we ’ll discuss the concept of “Business IQ”, decision making and the analytical part of our business Your ultimate goal is to improve your awareness and skills in each of the 5 areas above . Many of you may be very competent in 2-4 areas above, but if you can develop in all 5 areas you ’ll significantly increase your value as a leader. In baseball, they might call you a “5 tool player”. (Someone who can hit for average, hit for power, run, field, and throw- these are the highest paid players in baseball)
  4. {Wendy}
  5. First, what do you think about this statement? “A great leader is a great motivator.” Ask the group- do they agree/disagree? Why, why not? Animate in what the experts have discovered about leadership and motivation- “A great leader understands that motivation is a choice people make for themselves etc…”
  6. {Wendy}
  7. Coaching should not be reserved for underperformers- all employees need it. In fact, one could argue our top performers will respond better to coaching.
  8. Here ’s a simple checklist to keep you focused on the things that will lead to a successful coaching conversation or interaction. (Read through above) (
  9. Here ’s a very easy model to remember that will help frame your conversations. Specify goals for performance (related to their production) as different for development (next steps to enhance skills/competencies) etc… Use SMART goals to help with goals (Specific, Measurable, Attainable, Relevant/Realistic and Time Bound)- there are a few variations to this but this is a very common goal setting method
  10. It is very typical for people to follow a similar pattern when they learn new skills. Refer to above and explain. Use examples (riding a bike, driving a car etc…when you are learning you should not add more instructions than they can handle until it becomes routine/comfortable) You should not add more on a specific skill until they are at least at Stage 3 or ideally Stage 4. Transition to next slide- how do you “coach” them through each stage? Can you use the same exact approach while they are learning? What if your primary coaching style is continue to challenge people- “you can do it” approach. What if they can’t? This can cause someone to fail/lose confidence and turnover too quickly. Let’s briefly discuss some of the “coaching styles” and how you can adjust your approach based on where they are in the learning curve.
  11. What are the different approaches you can take? Here are 4 easy to remember approaches. Challenge- there are times you flat out need to call them out and ask them to raise the bar and perform at a higher level Direct- is where you give them step by step instructions and show them what to do- we can ’t assume they can always figure it out on their own Coach- provide them with emotional support, encouragement, “you can do it”, “it will get better” etc… Manage- you have to make sure they are doing the right things so they don ’t form bad habits. If you reinforce the wrong behavior inadvertently (because you didn’t inspect) it could be disastrous. Now- let ’s take the learning curve and the training/coaching style and match them up.
  12. {Wendy}
  13. © 2008 Adecco NA and Performance Methods, Inc. - All rights reserved.
  14. {Wendy}
  15. Too often the order is reversed due to some new “fancy process or technology” and we end up wondering why it didn’t work.