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Basics of people management
The document outlines the key topics and objectives of a workshop on basics of people management. The workshop aims to help participants understand responsibilities of leaders, stages of team development, behaviors influencing teamwork, characteristics of effective teams, and techniques for setting expectations, giving feedback, identifying learning needs, decision making, and instilling pride in teams. It also discusses responsibilities of great leaders, managing talent, why teams work, lessons from geese flying in formation, and creating an atmosphere of involvement.
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Basics of people management
- 1. Basics Of PeopleManagement
- 2. Half Empty orHalf Full? 2 2
- 3. Workshop Objectives: Post theworkshop, participants will be able to: • List the responsibilities of a Leader • Describe the stages a Team progresses through • List behaviours influencing Team Work • State the characteristics of an effective team • List components of an Expectation Setting Discussion • Define feedback and practice the 2 types of feedback techniques • List the components of a Learning Needs Identification discussion • Describe ways to instil Pride of Purpose in their teams • List and practice techniques aiding the process of decision making • List the 6 un-forgivable mistakes of a leader. 3 3
- 4. Responsibilities of aGreat Leader Perform and Get Results •Set priorities & •Set and achieve strategize business goals •Innovate and Market •Focus and Concentrate •Solve Problems & Make Decisions •Set an example Managing People 4 4
- 5. Managing the TalentPool • People are an organisations most valuable resource. • People Management is the management of people within the organisation for effective management of people outside the organisation. • Great Managers boost the engagement level of people who work for them. • Engaged employees lead to engaged customers, who in turn drive a company’s growth, long term profitability, and stock price. • Managers who not only retain valuable employees but, by boosting engagement, also extract their full value by rejecting conventional wisdom in four core areas of managing people: expectation setting defining purpose development engagement 5 5
- 6. Activity Category: Group Activity Pushing the Benchmark Time: 15 Mins 6 6
- 7. Why do TeamsWork? • Teams initiate change • Teams are natural problem solving devices • Team are collections of the organisations best assets 7 7
- 8. Lessons from theCanada Goose: Flying In Formation: • 71% extra range • Teams are more powerful • If we share a sense of team and trust each other then we’ll get where we’re going more easily 8 8
- 9. Staying with theFlock • If fall out of formation, lose speed and lift • Stay with the flock • Accept responsibility for giving and receiving help 9 9
- 10. Rotating The Lead •When lead goose tires and drops back, another moves up • Share the hard tasks • Respect each other’s skills and abilities 10 10
- 11. Honking to EncourageOthers • Honk to encourage those ahead to keep up speed • Honking = productivity • Good honking = more confidence 11 11
- 12. Standing By EachOther • When goose is sick and falls out of formation, two others fly down to help • Stand by each other in bad times and good 12 12
- 13. Lessons Learned Fromthe Geese Flying in formation Goals & Role Clarity Staying with the flock Participation & Taking Responsibility Rotating the lead Working together Honking to encourage others Encouragement & Feedback Flying in formation Mutual Support & Handling Conflict 13 13
- 14. Characteristics of anEffective Team Participation Solution SMART Approach Goals Effective Team Commitment Risk Taking & Co- operation Open Communicati Role Clarity on 14 14
- 15. Managing Teams • Developingshared vision of your preferred future • Being clear where you are now and celebrating the strengths that got you there • Taking the first small steps forward • Define clear goals and roles • Delegate effectively. Match team members with tasks. • Support & develop skills. • Give regular feedback on achievement of the goal. • Reinforce discipline • Affirming each other 15 15
- 16. Stages of TeamDevelopment Adjourning Performing Norming Storming Forming 16 16
- 17. Activity Category: Group Discussion Time:15 Mins Topic: Actions of a leader to ensure the health of the team at each stage. 17 17
- 18. Leading & Developing Coaching and Feedback Setting Managing Performance is a Performance Objectives Evaluation cyclic, ongoing process Learning Needs Identification 18 18
- 19. Setting Expectations • ExpressingStandards of Performance: • Quantity • Quality • Timeliness • Effective use of Resources • Effects of Effort • Manner of Performance 19 19
- 20. Coaching & Feedback Feedbackis: Information about job performance and work-related behavior in order to help employees meet individual, group and organizational expectations and goals. A reflection of positive performance, competent performance, or needs improvement performance Feedback must: •Focus on facts, not attitude •Be detailed •Be accurate •Be future oriented •Be supportive •Be timely •Be continual 20 20
- 21. Types of Feedback •Reinforcing feedback: Tells employees what they are doing right • Redirecting feedback: Highlights a gap between expected performance and actual performance. 21 21
- 22. Reinforcing Feedback 1. Intention 2.Description 3. Effect of Behavior 4. Appreciation 22 22
- 23. Redirecting Feedback 1st Big 2nd Big Effect of Intention Description Picture Expectation Picture Appreciation Behavior Question Question 23 23
- 24. The SARA Modelfor Receiving Feedback Shock Anger Resistance Acceptance 24 24
- 25. Learning Needs Identification •Envisioning the Goal • Developing Options • Checking relevance of options • Identifying and eliminating roadblocks • Create action plan • Recap 25 25
- 26. SMART Action Plan Specific : A clear description of what must be done Measurable : How will I know I achieved success? Attainable : A reasonable likelihood of success with perseverance Realistic : Really makes a difference, fits the situation Timely : Clear understanding of what must be done by when Milestones 26 26
- 27. Instilling Pride ofPurpose 4 Crucial Questions To Instilling a Sense of Purpose: Leaders seeking to instil pride need to ask three crucial questions: 1. What is my purpose in my role as a Leader? 2. How Well Do My Employees Understand What is Expected Of Them? 3. How Well Do My Employees Know How Their Work Compliments The Greater Whole? 4. What Can I Do To Foster More Pride? 27 27
- 28. Expectations From Employees • Often employees focus on their job titles and lose sight of their roles and responsibilities. • This can lead to confusion about who does what and why. • Good managers make certain their people know not only their own jobs but everyone else’s too. 28 28
- 29. Employee Contribution toThe Greater Whole • At times employees’ contributions that help the company succeed go un-noticed. • Leaders need to create the links that show an employees contribution leading to an improvement in quality or productivity of the team. • Among the ways leaders instil purpose in an organization, is through communicating the vision, tying customer benefits to employee contributions, and linking work to results. 29 29
- 30. What Can IDo To Foster More Pride? • Company mission statements that recognize employee value are worthwhile, but it is the manager who brings them alive. • Successful managers make a habit of acknowledging accomplishments of individuals in front of the team. • These managers make it clear that team success relies upon individual contributions. 30 30
- 31. Techniques Used inDecision Making • Brainstorming • SWOT Analysis • Fish Bone Analysis 31 31
- 32. Brainstorming A means ofgetting a large number of ideas from a group of people in a short time. • No criticism • Wild ideas are welcome • Everyone must take part • Everything stays written down • Build on others’ ideas 32
- 33. SWOT Analysis STRENGTHS WEAKNESSES What is the value of the present What are the perceived weaknesses opportunity? What resources are inadequate? What unique resources are available? What weaknesses cannot be overcome? What strengths can be acquired? OPPORTUNITIES THREATS What is the value of the present Are there market-technology conditions that opportunity? reduce the value? Is value enhanced by evolving market- What is the level of competition? technology conditions? Will your weaknesses limit your success? Is value enhanced by your organization's core strengths? 33
- 34. Fishbone Analysis •Cause and Effect Diagram. • Identify the problem (head). • Identify main factors causing the problem. • “What is causing this?” • Go recursively to lowest level possible. 34
- 35. Summing it up:Your Attitude • Improve your appearance • Make decisive decisions • Set a faster tempo • Handle mistakes calmly • Share humorous incidents • Demonstrate your ability to communicate with superiors • Be a positive person • Be confident 35 35
- 36. The 6 UnforgivalbleMistakes 1. Treating individuals unequally 2. Breaking trust 3. Being inconsistent 4. Not following policy and procedures 5. Losing your cool 6. Personal relationships 36 36
- 37. Creating an Atmosphereof Involvement • Clearly define each team members roles and responsibilities. • Encourage team members to learn about other roles in the organisation. • Show employees linkage between their efforts and department/organisation success. • Involve team members in team decision-making. • Empower people. • Be flexible in meeting needs. • Adopt ethical values • Foster two way communication. • Support team members while overcoming challenges • Recognise efforts of each team member • Appreciate and celebrate success. 37 37
- 38. ® Leading People. Leading Organizations. Thank you 38 38
Editor's Notes
- #3 What are the benefits of being a New Manager?What are some challenges that you would face?
- #7 Debrief: Was the activity challenging?What made you accomplish the task despite its challenges?- Team work, co-ordination, best use of resources, planning, review and reorganising of resources, having a clear understanding of the goal, feedback,
- #8 In the groups formed for the activity ask participants to generate a one line definition of a team. Teach point: What is a team?According to Webster's dictionary, “A number of persons associated together in work or activity”. When one person cannot accomplish a task alone and several individuals must co-operate to accomplish a mission, you need a team. The better the cooperation, communication and co-ordination among the members, the more efficient the team. Why do Teams work? Often those at the top of the organisation are challenged by what changes are necessary within the organisation. Teams provide a valuable source of feedback. A team setting opens up new communication lines. Because of the necessity of communication within a team, members encounter problems and challenges in early stages and are able to head them off with greater efficiency and success. Each team member has specific talents. By combining individuals in a team, all of these individual talents are pooled together to work towards a common goal.
- #9 Found in far East Russia, Alaska, Canada, Northern USAMigrate South for winterFlocks of 200-300 in V shape formation
- #15 Discussion Point: Revisiting the activity and the lessons from the Geese what would you say are the characteristics if an Effective Team.
- #18 Debrief: Was the activity challenging?What made you accomplish the task despite its challenges?- Team work, co-ordination, best use of resources, planning, review and reorganising of resources, having a clear understanding of the goal, feedback,
- #26 Activity: Envisioning the Goal
- #28 Expectation settingConventional wisdom says managers should specify the steps that employees need to take to accomplish a specific task. But great managers define the outcomes they seek and let each person use her individual talent to achieve them. For example, while great managers do not usually mandate steps to be taken, they do provide specific direction when accuracy or safety is involved, or when a company or industry standard is at stake. But even then they don’t let the steps obscure the focus on the outcome.Specificity is critical to purpose. Two questions have been developed that managers can ask themselves to ensure that they are using purpose as a lever to effect positive results. The first, is asking oneself if you are teaching your staff about a purpose. Secondly, ask if you are ensuring your staff follow through on the shared purpose.