Core management skills sample


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  • BATNA means best alternative to a negotiated agreement – from Getting to Yes
  • The Complex Dynamics of high performing teams – Losada, M (1999). Positive affect and the complex dynamics of human flourishing,Fredrickson, B. L., & Losada, M. F. (2005).
  • Core management skills sample

    1. 1. Core Management Skills<br />
    2. 2. This is about half of the slides from the Learning Cogs Core Management Skills Programmewhich you can purchase at<br />
    3. 3. Overall objective<br />Enable participants to improve their leadership skills and <br />achieve more effective <br />results as a <br />Manager.<br />
    4. 4. Experiential Learning Cycle<br />Something happens:- An interaction/ A work goal/ I don’t get a result I want etc.<br />I reflect on the experience – How do I feel/ Why did I react that way?<br />I experiment with new behaviour:- What do I need to change/do differently or continue doing etc.<br />I draw conclusions:-What conclusions can I draw from that? What rules/beliefs/assumptions does it challenge about me, others, the world? <br />
    5. 5. EI : 2 Basic principles<br />+<br />_<br />
    6. 6. Some examples<br />
    7. 7. Flourishing mode, exploring, learning, creating, rational, mature self <br />High road<br />Emotional brain<br />Low road<br />Fight/ flight mode, Fight, flight, freeze, flock <br />2 Brain modes<br />
    8. 8. Emotional Self Awareness<br />Social Influence<br />Emotional Literacy<br />Emotional Intelligence<br />Emotional Self Expression<br />Emotional Control <br />Empathy & Social Awareness<br />
    9. 9. Prefers a fast pace<br />D<br />I<br />Tends to focus on data & tasks<br />Tends to focus on people & relationships<br />S<br />C<br />Prefers a slower, steady pace<br />
    10. 10. Direct, decisive, dominant<br />D types are typically<br /><ul><li>Want results now
    11. 11. Seeks to be in authority or control
    12. 12. Are driven & ambitious
    13. 13. Can think their way is best
    14. 14. May be insensitive to others
    15. 15. May sometimes be too forceful or
    16. 16. impatient
    17. 17. Focuses on tasks
    18. 18. Assertive and may be aggressive</li></li></ul><li>Ideas, Influence, Inspiration <br />I types are typically<br />Intuitive and creative<br />Sensitive to others feelings<br />Inspiring and innovative<br />Amusing and fun to be with<br />Good at selling and influencing<br />Willing to help others<br />A bit disorganised<br />Quite talkative<br />
    19. 19. Stability, steadiness, security <br />S types are typically ,<br /><ul><li>Steady and reliable
    20. 20. Supportive
    21. 21. Pragmatic
    22. 22. Harmony seeking
    23. 23. Warm and empathetic
    24. 24. Can be too easy going
    25. 25. Reactive rather than proactive
    26. 26. Loyal and trusting
    27. 27. May be slow to adapt to change</li></li></ul><li>Compliant, Conscientious, Cautious<br />C types are typically<br />Quality driven<br />Risk avoiding<br />Task oriented<br />Perfectionistic<br />Logical and analytical<br />Prefer to work to standards<br />Can be very detail oriented<br />May be overly critical and <br />evaluating<br />
    28. 28. Planning & Time Management<br />
    29. 29. 2. <br />Set Clear Goals<br />3. <br />Chunk Goals into Tasks<br />6.<br />Focus & Execute<br />1.<br />Clarify Your Priorities<br />4. <br />Schedule Tasks<br />5.<br />Use Task Lists<br />
    30. 30. Decide what your priorities areand how much time you'll spend on them. If you don't, someone else will. <br />
    31. 31. Brainstorm: What are the top 5 or 6 priorities or key result areas of your role for the next 6 months to a year?<br />Priority<br />Priority<br />Priority<br />Priority<br />Priority<br />Priority<br />
    32. 32. Control the F.L.A.B.<br />File<br />Planner/Organiser/ Filing system<br />Task list<br />Daily/Monthly<br />Information/<br />Paper<br />Email<br />Etc.<br />List<br />Do it or delegate it<br />Action<br />Delete, bin, recycle<br />Bin<br />
    33. 33. Ensure you have the right resources allocated – time, people, planning tools etc.<br />Construct your daily task list<br />Prioritise the list – A, B, C<br />Focus on one thing at a time<br />One task at a time<br />One conversation at a time<br />Tick off as you complete<br />Carry forward any tasks undone<br />Deal with interruptions<br />Continuously draw your attention back to the highest priority<br />Stay focused<br />
    34. 34. 5 step planning process<br />
    35. 35. Communication Skills<br />
    36. 36. The Interpersonal Trust Account<br />When trust is high things work faster, problems get solved easier.<br />
    37. 37. Thinking about the trust account and the investments and withdrawals you have made. How healthy is your balance with your team or key stakeholders?<br />Score it from – 10 to + 10<br />Put the initials of a person beside each circle and then score where you think your trust account balance is with them.<br />The Interpersonal Trust Account<br />Pick one person.<br />What investments or deposits do you need to make with them? <br />What do you need to avoid doing?<br />
    38. 38. Getting a good balance<br />Self<br />Directing, Suggesting, Talking, Advocating, Offering opinions & ways forward, Advising<br />Listening, Inquiring, Clarifying understanding, Questioning, Encouraging<br /> Other<br />
    39. 39. The three mind warps<br />Deletion<br />Distortion<br />Generalization<br />"When two people have the same stimulus, why don't they have the same response?" the answer is: because we delete, distort, and generalize the information from the outside in different ways. <br />
    40. 40. Deletion<br />Paris<br />in the<br />the spring<br />Once<br />in a<br />a lifetime<br />A <br />bird in the<br />the hand<br />
    41. 41. Words We Use<br />7%<br />Nonverbals,Body Language<br />38%<br />55%<br />How We Say Words, Tone<br />How We Communicate<br /> What does any of this mean?<br />
    42. 42. Listening happens as much through the eyes as the ears<br />
    43. 43. Listening Skills<br />What kind of mindset do you need to have in order to listen effectively?<br />What are the skills and behaviours involved in effective listening?<br />What is the difference between passive and active listening?<br />
    44. 44. Active Questioning – general examples<br />How do you mean?<br />Could you give me a sense of what is important…..?<br />Can you walk me through the problem<br />How specifically…….? What tells you that?<br />Can you help me to get a better understanding….?<br />Is there anything else?<br />What things are not being said that need to be?<br />
    45. 45. Delivering your message<br />
    46. 46. Delivering your message - PROSE<br />Purpose<br />Rapport<br />Ownership<br />Sensitivity/Strength<br />Enthusiasm<br />
    47. 47. Purpose<br /><ul><li> Why are you there?
    48. 48. What is your end in mind for this communication?
    49. 49. Be clear about your intent
    50. 50. Reasons and results
    51. 51. Understand yours and theirs</li></li></ul><li>Rapport<br />What tells you you have good rapport with another person?<br />
    52. 52. Rapport at many levels<br />Physical presence<br />Physical action Gestures, Posture, activity, breathing.<br />Tone of voice, Pace of talk, Volume.<br />Language used<br />Mental processing Visual, Auditory, Kinaesthetic<br />Feelings sensed<br />Personality<br />Values/Beliefs/Likes/Dislikes<br />Sense of what matters<br />Sense of what matters most<br />
    53. 53. Balance Strength with sensitivity<br />High<br />Sensitivity<br />Low<br />High<br />Low<br />Strength<br />
    54. 54. Sensitivity/Strength<br />How do you deliver a strong message while making it safe?<br />Safe to challenge?<br />Safe to give feedback?<br />Safe to appear a bit silly?<br />Safe to be creative?<br />
    55. 55. Enthusiasm/Energy<br />
    56. 56. P.R.O.S.E.– Inspiring messages<br />Purpose<br />Rapport<br />Ownership<br />Sensitivity/Strength<br />Enthusiasm/Energy<br />
    57. 57. Giving feedback<br />Sensory feedback model<br />What I saw/heard, see/hear (in terms of behaviour or output)<br />My interpretation of the impact<br />How I feel about that<br />My expectation<br />(What do you think?)<br />
    58. 58. Assertive<br />Aggressive<br />Passive<br />
    59. 59. Positive Assertion<br />Empathy/validation: Say something that demonstrates your understanding of the other person’s feelings and/or point of view. <br />Example: I understand the traffic is really bad in the City<br />
    60. 60. Part 2: Statement of problem<br />describe your difficulty /dissatisfaction, say why you need something to change.<br />For example: “I have a problem with you turning up to meetings late all the time.”<br />
    61. 61. Part 3: Statement of need<br />What I need is…..<br />I wish you would………<br />I would like it if you……<br />I prefer……<br />
    62. 62. D<br />I<br />Influence and innovate<br />Get results now<br />How might these intents create conflict with one another?<br />S<br />C<br />Promote harmony<br />Get quality results<br />
    63. 63. Dealing with conflict<br />Take a step back<br />Take a breath<br />Act don’t react<br />
    64. 64. <ul><li>Think in terms of mutual gain
    65. 65. Try to have an enabling mindset
    66. 66. Believe that you need to understand the other person
    67. 67. Realise that a better solution can be achieved through understanding and negotiation</li></li></ul><li>Listen actively<br />Set aside your own agenda <br />Try to understand the other person’s frame of reference<br />“So, from your point of view…..”<br />“So, as you see it……..”<br />Listen so as to understand not so as to reply<br />Rephrase and reflect<br />Acknowledge the feeling<br />Seek first to understand……………<br />
    68. 68. Describe using evidence and impact<br />what you see and hear<br />If possible write it down on a flipchart in order to brainstorm solutions<br />
    69. 69. Any general issues or challenges should be chunked down into the specific behaviours or actions that can be pinpointed and addressed.<br />
    70. 70. Use joint problem solving.<br />How can we influence this?<br />Let’s see if we can brainstorm and come up with some solutions<br />How do you think we will solve this?<br />
    71. 71. On a flipchart in groups of 3/4<br />What typical conflicts will you come across as a manager?<br />How should you respond to these conflicts?<br />What should you avoid doing?<br />
    72. 72. Negotiating<br />
    73. 73. Competitive negotiation<br />Competitive negotiation or confrontational negotiation is often seen as a zero sum game in which there is a limited amount be won. Once a competitive negotiator wins the other party is often likely to walk away feeling dissatisfied.<br />When might this <br />be useful?<br />
    74. 74. Collaborative negotiation<br />Collaborative or cooperative negotiation sees negotiation as a way to create value for all. The collaborative negotiator understands the importance of long term mutually beneficial relationships. <br />When will this be useful?<br />
    75. 75. Negotiation Process<br />
    76. 76. Managing individuals<br />
    77. 77. Pair up with someone. 1. Reflect back on the last ten to twenty years. Identify two people who have encouraged your development, coached or mentored you. Discuss what it was they did for you.2. Imagine you are fifteen years from now and tuning in (unnoticed) to a conversation between two of your current team members who have moved on. What would you like them to be saying about you and your coaching skills.<br />
    78. 78. I am unaware of what I don’t know or can’t do.<br />Because I have never tried it, I don’t know what it takes to do it or to learn how. Ignorance is bliss therefore if I am interested I am enthusiastic.<br />Unconscious Incompetence<br />
    79. 79. I am now aware of what I don’t know or can’t do.<br />Because I have now tried it, I now know how much it will take to do it or to learn how. The complexity of the challenge creates disillusionment.<br />Conscious Incompetence<br />
    80. 80. I am now able to do the task if I think about it.<br />I have learned how but I am not yet adept. Because of this I need to practise to become expert.<br />Conscious competence<br />
    81. 81. I am now adept at doing the task. <br />I can manage it on my own.<br />Unconscious competence<br />
    82. 82. Management Styles<br />High Control, Risk<br />Low Control, Risk<br />Teach & tell<br />Facilitate & Encourage<br />Observe & Coach<br />Release & Give Autonomy<br />Low initiative, creativity<br />High initiative, creativity<br />
    83. 83. 4 stages of managing performance<br />
    84. 84. 10 steps Delegating<br />Look at the 10 steps in your notes, which steps do you do and which ones do you not do?<br />
    85. 85. Why delegate<br />To develop another team member<br />Because you need help<br />To develop the team<br />Because the task is not your job<br />Because others are faster or more experienced<br />Etc.<br />
    86. 86. 5 Essential coaching skills<br />Goal setting<br />Active Listening<br />Active Questioning<br />Confronting and challenging<br />Praising and providing feedback<br />
    87. 87.
    88. 88. Passionately engaged<br />How engaged are your team?<br />Engaged & committed<br />Cooperative <br />Compliant<br />Disengaged<br />Unconscious saboteurs<br />Conscious saboteurs<br />
    89. 89. How can we create conditions where teams will thrive and flourish?<br />
    90. 90. Key ratio in teams<br />Observed behaviour in high performing teams<br />Ratio of positive to negative emotions expressions<br />3:1 or greater<br />Based on research by Losada & Frederickson<br />
    91. 91. More effective teams show a good balance between these<br />More effective teams show a 3:1 bias towards the positive<br />
    92. 92. Remember: 2 Basic principles<br />+<br />_<br />
    93. 93. Where are your strengths and weaknesses?<br />Understand your role and context<br />Engage the team<br />Coaching & feedback<br />Balance Management & Leadership<br />Planning & Organising<br />Build an enabling culture<br />structure, systems & processes<br />
    94. 94. What kind of structures, processes and leadership behaviours facilitate a group moving through these stages effectively?<br />Performing<br />Forming<br />Norming<br />Storming<br />If storming is mismanaged<br />Dysfunctional Norms<br />
    95. 95. What is your typical reaction to change in the work place?<br />Identify a recent change you have experienced.<br />Discuss what changed physically, culturally, mentally and emotionally?<br />What was your immediate response and your longer term response?<br />
    96. 96. The events that take place<br />Outcome and results focused<br />Context dependent<br />Usually physical and environmental<br />Usually fairly quick<br />Change<br />How you experience the changing circumstance<br />Emotional, mental, social, cultural<br />Tends to be slower<br />Harder to predict and control<br />Transition<br />
    97. 97. William Bridges Model of Transition & change<br />Neutral Zone<br />
    98. 98.<br />