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ESSENTIAL MANAGERIAL SKILLS FOR NEW MANAGERS G ULFSTONE  T RAINING © KAREN ALLAWALA & RAMIZ ALLAWALA, 2006 GULFSTONE TRAIN...
WHAT DEFINES MANAGEMENT <ul><li>“  A DISCIPLINED SET OF ACTIONS OF GETTING THINGS DONE THROUGH OTHER PEOPLE” </li></ul>
MANAGER’S OWN PRIORITIES   THE 7 ESSENTIAL BEHAVIORS <ul><li>KNOW YOUR PEOPLE & BUSINESS INSIST ON REALISM SET CLEAR GOALS...
KNOW YOUR PEOPLE <ul><li>Live your business – Day-to-day reality </li></ul><ul><li>Get engaged, get known, get visible </l...
INSIST ON REALISM <ul><li>Encourage learning from mistakes </li></ul><ul><li>- Don’t bury them </li></ul><ul><li>Figure ‘h...
SET CLEAR GOALS & OBJECTIVES <ul><li>Focus on few, clear priorities </li></ul><ul><li>Keep Language plain, direct and unde...
FOLLOW THROUGH <ul><li>Insist on taking goals seriously </li></ul><ul><li>Create follow-through mechanisms </li></ul><ul><...
REWARD DOERS <ul><li>Set and link performance to reward systems </li></ul><ul><li>Measure, reward & promote </li></ul><ul>...
EXPAND PEOPLE’S CAPABILITIES <ul><li>Coaching – The most important factor </li></ul><ul><ul><li>Create useful feed back sy...
KNOW YOURSELF <ul><li>It’s all about Character </li></ul><ul><ul><li>Accept & deal with yours and others’ weaknesses </li>...
MOST IMPORTANT RULE:  WALK THE TALK <ul><ul><li>Closure </li></ul></ul><ul><ul><li>Make only true promises </li></ul></ul>...
WHAT IT TAKES TO BECOME A MANAGER <ul><li>Prioritize the year/quarter/ month/ week/ day with most important tasks to fun t...
CRYSTAL CLEAR  COMMUNICATION <ul><li>Action language </li></ul><ul><li>Eliminate ladder of inference </li></ul><ul><li>Sta...
MISSING INFORMATION WHEN  WE GIVE INSTRUCTIONS VERBALLY  OR WRITTEN <ul><li>Time schedules </li></ul><ul><ul><li>talk abou...
MISSING INFORMATION WHEN  WE GIVE INSTRUCTIONS VERBALLY  OR WRITTEN <ul><li>Your subordinate has no idea what action you w...
TUNE IN AND TURN ON TEAM PLAYERS <ul><li>Know what your boss expects of you over the next 12 month </li></ul><ul><li>Know ...
TIMED PROJECTS:    WHO TAKES RESPONSIBILITY <ul><li>Responsibility Charting </li></ul><ul><ul><li>D-decision, C-consult, A...
PUT YOUR BEST FOOT FORWARD FROM THE BEGINNING <ul><li>Let your team know you understand the expectations of the company </...
HANDLING CONFLICTS <ul><li>Communication non-violently </li></ul><ul><li>Understand and explain needs of all parties </li>...
ACTIONS TO BOOST AUTHORITY, BUILD CREDIBILITY AND EARN RESPECT <ul><li>Get your team recognized from your bosses </li></ul...
MANAGING VS.  COACHING <ul><li>Telling </li></ul><ul><li>Demanding </li></ul><ul><li>Proving you’re right </li></ul><ul><l...
DO’S & DON’TS IN THE BOSS,  EMPLOYEE RELATIONSHIP <ul><li>Do not bring in your personal problems from home </li></ul><ul><...
10 COMMON MANAGEMENT  MISTAKES YOU WANT TO AVOID <ul><li>Telling team player what to do without her input </li></ul><ul><l...
WHY BOSSES TURN PEOPLE OFF <ul><li>Aggressive vs. assertive </li></ul><ul><li>Air of arrogance </li></ul><ul><li>Poor list...
TYPICAL COMPLIANTS <ul><li>Complaints about the pay Envelope- </li></ul><ul><ul><li>Paid at the wrong rate  </li></ul></ul...
TYPICAL COMPLIANTS (2) <ul><li>Complaints about Hours of work </li></ul><ul><ul><li>Standard hours too long or too short <...
TYPICAL COMPLIANTS (3) <ul><li>Complaints about Supervisors- </li></ul><ul><li>Acts of omission </li></ul><ul><ul><li>Does...
TYPICAL COMPLIANTS (4) <ul><li>Acts of commission   </li></ul><ul><ul><li>Takes credit for worker's suggestions  </li></ul...
GUARANTEED WAYS TO GAIN COMMITMENT & COOPERATION  OF WORKERS <ul><li>Refer to actions boost your authority </li></ul><ul><...
THANKS FOR YOUR  PARTICIPATION G ULFSTONE  T RAINING
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Essential Skills For A New Managers

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Essential Skills For A New Managers

  1. 1. ESSENTIAL MANAGERIAL SKILLS FOR NEW MANAGERS G ULFSTONE T RAINING © KAREN ALLAWALA & RAMIZ ALLAWALA, 2006 GULFSTONE TRAINING ALL RIGHT RESERVED
  2. 2. WHAT DEFINES MANAGEMENT <ul><li>“ A DISCIPLINED SET OF ACTIONS OF GETTING THINGS DONE THROUGH OTHER PEOPLE” </li></ul>
  3. 3. MANAGER’S OWN PRIORITIES THE 7 ESSENTIAL BEHAVIORS <ul><li>KNOW YOUR PEOPLE & BUSINESS INSIST ON REALISM SET CLEAR GOALS AND OBJECTIVES FOLLOW THROUGH REWARD THE DOERS EXPAND PEOPLES’ CAPABILITIES KNOW YOURSELF </li></ul>
  4. 4. KNOW YOUR PEOPLE <ul><li>Live your business – Day-to-day reality </li></ul><ul><li>Get engaged, get known, get visible </li></ul><ul><li>Dig up live information not moribund data </li></ul><ul><li>Distill challenges facing business into Few Basic Issues (FBI) </li></ul><ul><li>Avoid mean-spirited dialog </li></ul><ul><li>Keep your people’s focus on execution at all times </li></ul>
  5. 5. INSIST ON REALISM <ul><li>Encourage learning from mistakes </li></ul><ul><li>- Don’t bury them </li></ul><ul><li>Figure ‘how’ you will make the numbers </li></ul><ul><li>Honest comparison with others </li></ul><ul><li>Conduct reality checks </li></ul>
  6. 6. SET CLEAR GOALS & OBJECTIVES <ul><li>Focus on few, clear priorities </li></ul><ul><li>Keep Language plain, direct and understandable </li></ul><ul><li>Periodically get ‘outside eyes’ for more clarity </li></ul>
  7. 7. FOLLOW THROUGH <ul><li>Insist on taking goals seriously </li></ul><ul><li>Create follow-through mechanisms </li></ul><ul><li>Send strong – very strong signals… </li></ul>
  8. 8. REWARD DOERS <ul><li>Set and link performance to reward systems </li></ul><ul><li>Measure, reward & promote </li></ul><ul><ul><li>Avoid socialism </li></ul></ul><ul><ul><li>Create transparency in reward system </li></ul></ul>
  9. 9. EXPAND PEOPLE’S CAPABILITIES <ul><li>Coaching – The most important factor </li></ul><ul><ul><li>Create useful feed back systems & not ‘back-feed’ </li></ul></ul><ul><ul><li>Asking incisive questions & not ‘presumptive’ ones </li></ul></ul><ul><li>Push people to explore alternatives </li></ul><ul><li>Spend energy on knowing where to spend your peoples energy in education </li></ul>
  10. 10. KNOW YOURSELF <ul><li>It’s all about Character </li></ul><ul><ul><li>Accept & deal with yours and others’ weaknesses </li></ul></ul><ul><li>Fortitude </li></ul><ul><ul><li>Handle organizational ambiguity </li></ul></ul><ul><ul><li>Unload emotional blockage </li></ul></ul><ul><li>Authenticity builds trust </li></ul><ul><li>Know Thyself allows appropriate systems </li></ul><ul><li>Humility connects with reality </li></ul>
  11. 11. MOST IMPORTANT RULE: WALK THE TALK <ul><ul><li>Closure </li></ul></ul><ul><ul><li>Make only true promises </li></ul></ul><ul><ul><li>Control temper (Perspective taking) </li></ul></ul><ul><ul><li>Show respect </li></ul></ul><ul><ul><li>Speedy resolution </li></ul></ul><ul><ul><li>Take full responsibility </li></ul></ul>
  12. 12. WHAT IT TAKES TO BECOME A MANAGER <ul><li>Prioritize the year/quarter/ month/ week/ day with most important tasks to fun tasks </li></ul><ul><li>Inform, delegate, educate </li></ul><ul><li>Stay on top of everyone’s work </li></ul><ul><li>Acknowledge and recognize those who have performed well on a daily/weekly basis </li></ul>
  13. 13. CRYSTAL CLEAR COMMUNICATION <ul><li>Action language </li></ul><ul><li>Eliminate ladder of inference </li></ul><ul><li>Stay concise </li></ul><ul><li>Make accurate and specific statements </li></ul><ul><li>Listen through clarification </li></ul><ul><li>Give full presence </li></ul><ul><li>Don’t interrupt, advise, interpret or judge when others talk </li></ul>
  14. 14. MISSING INFORMATION WHEN WE GIVE INSTRUCTIONS VERBALLY OR WRITTEN <ul><li>Time schedules </li></ul><ul><ul><li>talk about the past, say, ‘yesterday’, or at present, or tomorrow, </li></ul></ul><ul><ul><li>could give a time, tomorrow at 4:00 p.m. </li></ul></ul><ul><li>Specific/Organized information. </li></ul><ul><ul><li>Ever read a memo you don’t understand? or </li></ul></ul><ul><ul><li>Assigned a project to your subordinate who has a vague clue of what you want done? </li></ul></ul><ul><li>Who requests the information? </li></ul><ul><li>Who gets the request? </li></ul>
  15. 15. MISSING INFORMATION WHEN WE GIVE INSTRUCTIONS VERBALLY OR WRITTEN <ul><li>Your subordinate has no idea what action you want him to take. </li></ul><ul><li>What kind of time frame as the manager given the subordinate? </li></ul><ul><ul><li>Does it fall under the smart objectives? </li></ul></ul><ul><li>Has the manager sent a clear message on how he wants his subordinates to contact him/her? </li></ul><ul><li>If a problem exists, then did the manager or subordinate come up with at least one solution to solve the problem? </li></ul>
  16. 16. TUNE IN AND TURN ON TEAM PLAYERS <ul><li>Know what your boss expects of you over the next 12 month </li></ul><ul><li>Know the mission statement of that department </li></ul><ul><li>Define your goals in conjunction with the mission statement </li></ul><ul><li>Tell team their 12 month goal forecast </li></ul><ul><li>Ask team players what role they see themselves contributing on each project </li></ul><ul><li>Let them know you will assist them by guiding them to accomplish their goals </li></ul>
  17. 17. TIMED PROJECTS: WHO TAKES RESPONSIBILITY <ul><li>Responsibility Charting </li></ul><ul><ul><li>D-decision, C-consult, A- advise, R-responsible, U-undecided </li></ul></ul><ul><li>Specify the different activities </li></ul><ul><ul><li>What? </li></ul></ul><ul><ul><li>Who? </li></ul></ul><ul><ul><li>When? </li></ul></ul><ul><ul><li>Why? </li></ul></ul><ul><ul><li>Where? </li></ul></ul>
  18. 18. PUT YOUR BEST FOOT FORWARD FROM THE BEGINNING <ul><li>Let your team know you understand the expectations of the company </li></ul><ul><li>Let your team know exactly what you expect from them </li></ul><ul><li>Engage them on how they wish to play a role on your team </li></ul><ul><li>Know the strengths and weaknesses of each team player </li></ul><ul><li>Plan your team according to their strengths and skills </li></ul><ul><li>Get to know your team players through sharing of ideas </li></ul><ul><li>Acknowledge their ideas </li></ul>
  19. 19. HANDLING CONFLICTS <ul><li>Communication non-violently </li></ul><ul><li>Understand and explain needs of all parties </li></ul><ul><li>Get to positive, clear, direct action </li></ul><ul><li>Write and document all agreements </li></ul>
  20. 20. ACTIONS TO BOOST AUTHORITY, BUILD CREDIBILITY AND EARN RESPECT <ul><li>Get your team recognized from your bosses </li></ul><ul><li>Have team work on special projects to increase their visibility </li></ul><ul><li>Keep educating team with new materials </li></ul><ul><li>Send them to workshops to gain further skills </li></ul><ul><li>Show them how to manage their time </li></ul><ul><li>Give special awards </li></ul><ul><li>Acknowledge when you see their effort </li></ul><ul><li>Appreciate them for common courtesies </li></ul><ul><li>Work with their differences after coaching for corrections </li></ul><ul><li>Have family outings with team members </li></ul>
  21. 21. MANAGING VS. COACHING <ul><li>Telling </li></ul><ul><li>Demanding </li></ul><ul><li>Proving you’re right </li></ul><ul><li>Giving single option </li></ul><ul><li>Expecting </li></ul><ul><li>Directing </li></ul><ul><li>Explaining </li></ul><ul><li>Persisting </li></ul><ul><li>Understanding for clarity </li></ul><ul><li>Exploring Multiple options </li></ul><ul><li>Guiding </li></ul><ul><li>Creating willingness </li></ul>
  22. 22. DO’S & DON’TS IN THE BOSS, EMPLOYEE RELATIONSHIP <ul><li>Do not bring in your personal problems from home </li></ul><ul><li>Do not show outward favoritism </li></ul><ul><li>Do not reprimand team player in front of others </li></ul><ul><li>Do not have them do your personal work </li></ul><ul><li>Do not ask them for personal favors </li></ul><ul><li>Do not take them for granted </li></ul><ul><li>Do not expect them to read your mind </li></ul><ul><li>Do not use aggressive or passive language </li></ul><ul><li>Do not ask them to do something you wouldn’t do or haven’t done yourself </li></ul>
  23. 23. 10 COMMON MANAGEMENT MISTAKES YOU WANT TO AVOID <ul><li>Telling team player what to do without her input </li></ul><ul><li>Not allowing team players to have a say </li></ul><ul><li>Forcing your ideas on the team </li></ul><ul><li>Discouraging your team to think outside the box </li></ul><ul><li>Having little flexibility </li></ul><ul><li>Preventing your team from taking training courses Taking 0 risks </li></ul><ul><li>Forcing team to work overtime all the time without compensation, acknowledgement or recognition </li></ul><ul><li>Putting blame on your team when you should take the blame </li></ul><ul><li>Not delegating properly </li></ul><ul><li>Feeling only you can do the job </li></ul>
  24. 24. WHY BOSSES TURN PEOPLE OFF <ul><li>Aggressive vs. assertive </li></ul><ul><li>Air of arrogance </li></ul><ul><li>Poor listeners </li></ul><ul><li>Big egos </li></ul><ul><li>I had to take the crap, so now it’s your turn </li></ul><ul><li>What you hate you become </li></ul>
  25. 25. TYPICAL COMPLIANTS <ul><li>Complaints about the pay Envelope- </li></ul><ul><ul><li>Paid at the wrong rate </li></ul></ul><ul><ul><li>Rate out of line with comparable jobs </li></ul></ul><ul><ul><ul><li>In company </li></ul></ul></ul><ul><ul><ul><li>Other companies </li></ul></ul></ul><ul><ul><li>Earnings too low </li></ul></ul><ul><li>Lack of material resulting in idle time or layoffs </li></ul><ul><li>Poor quality of material, which reduces operating speed </li></ul><ul><li>Proper tools and equipment not available </li></ul><ul><li>Breakdown of machines and equipment because of inadequate maintenance </li></ul><ul><li>Inadequate instructions or training </li></ul>
  26. 26. TYPICAL COMPLIANTS (2) <ul><li>Complaints about Hours of work </li></ul><ul><ul><li>Standard hours too long or too short </li></ul></ul><ul><ul><li>Too much overtime- more than other employees </li></ul></ul><ul><li>Work unnecessarily dirty, hot, cold, smelly, or otherwise uncomfortable of unhealthy </li></ul><ul><ul><li>Work unnecessarily dangerous </li></ul></ul><ul><li>Facilities and conveniences, such as toilets, rest rooms, washrooms, lockers, inadequate in capacity or appearance </li></ul>
  27. 27. TYPICAL COMPLIANTS (3) <ul><li>Complaints about Supervisors- </li></ul><ul><li>Acts of omission </li></ul><ul><ul><li>Does not keep promises </li></ul></ul><ul><ul><li>Does not give credit when due </li></ul></ul><ul><ul><li>Does not promote his employees </li></ul></ul><ul><ul><li>Does not explain pay shortage </li></ul></ul><ul><ul><li>Does not handle complaints promptly, courteously, and fairly </li></ul></ul><ul><ul><li>Does not give notice prior to layoffs </li></ul></ul><ul><ul><li>Does not &quot;go to bat&quot; for his employees </li></ul></ul><ul><ul><li>Does not give reasons for orders </li></ul></ul><ul><ul><li>Does not treat his employees with the dignity they have a right to expect </li></ul></ul>
  28. 28. TYPICAL COMPLIANTS (4) <ul><li>Acts of commission </li></ul><ul><ul><li>Takes credit for worker's suggestions </li></ul></ul><ul><ul><li>&quot;Bawls out&quot; employees before other workers </li></ul></ul><ul><ul><li>Plays favorites in assigning work, overtime, etc. </li></ul></ul><ul><ul><li>Establishes unnecessary rules and regulations </li></ul></ul><ul><ul><li>Pushes employee too hard </li></ul></ul><ul><ul><li>Holds good employees to avoid the necessity of training and to keep costs low </li></ul></ul>
  29. 29. GUARANTEED WAYS TO GAIN COMMITMENT & COOPERATION OF WORKERS <ul><li>Refer to actions boost your authority </li></ul><ul><li>Safety , Security, Support </li></ul><ul><ul><li>Team feels pulled into the loop </li></ul></ul><ul><ul><li>Your presence shows authenticity </li></ul></ul><ul><ul><li>Team has a sense of belonging </li></ul></ul><ul><ul><li>Team feels inspired </li></ul></ul>
  30. 30. THANKS FOR YOUR PARTICIPATION G ULFSTONE T RAINING

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