This document provides an overview of people management topics in late 2015. It covers definitions of management, personality types, action sequences, organizing groups, culture, biases, assumptions, roles, mindsets, projects, performance, creativity and advice. The document is from Toronto Training and HR and aims to help managers improve employee engagement, reduce costs and save time. It concludes with a summary and questions.

1. All you need to know about people
management in late 2015
by Toronto Training and HR
August 2015

2. CONTENTS
3-4 Introduction
5-6 Definition
7-8 Personality types and management
9-11 Action sequence and management
12-15 Organizing for group efficiency
16-17 Culture and management
18-19 Shame and management
20-21 Relational contracts
22-23 Extroverts and introverts
24-25 Chinese managers
26-27 Biases that accompany decision-making processes
28-29 Assumptions to tackle
30-31 Daily management roles
32-33 Effective managerial mindsets
34-35 Managing projects
36-37 Improving poor performance
38-40 Measuring managers
41-42 Creative managers
43-46 Advice for managers
47-48 Lessons for managers
49-50 Conclusion, summary and questions
Page 2

3. Page 3
Introduction

4. Page 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

5. Page 5
Definition

6. Definition
• Management
Page 6

7. Page 7
Personality types and
management

8. Personality
types and
management
• S personalities
• A personalities
• U personalities
• C personalities
Page 8

9. Page 9
Action sequence and
management

10. Action sequence
and
management
1 of 2
• Goals
• Information seeking
• Planning
• Monitoring and
feedback
Page 10

11. Action sequence
and
management
2 of 2
Personal initiative
• Self-starting
• Proactive
• Overcoming barriers
Page 11

12. Page 12
Organizing for group
efficiency

13. Organizing for
group efficiency
1 of 3
Questions to ask
• Do you have too many
people reporting to
you?
• Do you delegate
authority along with
responsibility?
• Do you check on
overlap?
• Do you study specific
activities?
Page 13

14. Organizing for
group efficiency
2 of 3
Questions to ask (cont.)
• Do you avoid overload?
• Do you review job
assignments with
employees?
• Have you defined lines
of authority?
• Do you observe
patterns of
organization?
Page 14

15. Organizing for
group efficiency
3 of 3
Questions to ask (cont.)
• Are employee
responsibilities properly
related?
• Do you periodically
analyze the
organization?
Page 15

16. Page 16
Culture and management

17. Culture and
management
• What is culture?
• Cross-cultural
scenarios
• Dimensions of culture
• Guidelines for
managing across
cultures
Page 17

18. Page 18
Shame and management

19. Shame and
management
• Felt shame
• Sense of shame
• Systemic shame
• Episodic shaming
Page 19

20. Page 20
Relational contracts

21. Relational
contracts
Why may they be difficult
to build?
• Unobserved
heterogeneity
• Credibility problems
• Clarity problems
Page 21

22. Page 22
Extroverts and introverts

23. Extroverts
and introverts
• Definitions
• Areas to consider
• Opportunities for all
team members to
contribute
• Introverted managers
Page 23

24. Page 24
Chinese managers

25. Chinese
managers
• Create their own
ecosystems
• Manage the state whilst
managing the operations
• Differences between
Chinese and Western
companies
Page 25

26. Page 26
Biases that accompany
decision-making processes

27. Biases that
accompany
decision-
making
processes
• Availability
• Substitution
• Optimism and loss
aversion
• Framing
• Sunk-cost
• Mental filter
Page 27

28. Page 28
Assumptions to tackle

29. Assumptions to
tackle
• The skills leaders
develop in frontline
roles will be sufficient
when they move to
middle management
• There are no good
options for developing
middle managers
• Mid-level leadership
development does not
directly address
business issues
Page 29

30. Page 30
Daily management roles

31. Daily
management
roles
• Interpersonal
category
• Informational
category
• Decisional category
Page 31

32. Page 32
Effective managerial
mindsets

33. Effective
managerial
mindsets
• Managing self/reflective
mindset
• Managing
organizations/analytical
mindset
• Managing context/worldly
mindset
• Managing
relationships/collaborative
mindset
• Managing change/action
mindset
Page 33

34. Page 34
Managing projects

35. Managing
projects
• Scope
• Cost
• Time
• Quality
Page 35

36. Page 36
Improving poor
performance

37. Improving poor
performance
• Increase
accountability
• Set performance
objectives
• Areas to be reviewed
• Plan properly
• Ask for feedback and
conduct exit
interviews
• Revamp the
development process
Page 37

38. Page 38
Measuring managers

39. Measuring
managers 1 of 2
• Effecting
compliance
• Identity
maintenance
• Establishing
fairness
• Positive affect
• Negative affect
Page 39

40. Measuring
managers 2 of 2
Justice
• Distributive
justice
• Procedural justice
• Informational
justice
• Interpersonal
justice
Page 40

41. Page 41
Creative managers

42. Creative
managers
• Be curious
• Pose questions such as “why”
and “how”
• Bring up ideas
• Incubate
Page 42

43. Page 43
Advice for managers

44. Advice for
managers
1 of 3
• Discrete advice
• Counsel
• Coaching
• Mentoring
Page 44

45. Advice for
managers
2 of 3
• Obstacles to be
overcome
Page 45

46. Advice for
managers
3 of 3
Guidelines for each
stage of advising
• Finding the right fit
• Developing a shared
understanding
• Crafting alternatives
Page 46

47. Page 47
Lessons for managers

48. Lessons
for
managers
• It’s never all about you
• It’s not all about the
data either
• Spontaneity takes
practice
• You need your enemies
• Success is a self-
fulfilling prophecy
• It’s all about the
journey-there is no
destination
Page 48

49. Page 49
Conclusion, summary and
questions

50. Page 50
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions