Half day open training event held in Hamilton, Canada.

1. Management
by Toronto Training and HR
December 2014
1

2. CONTENTS
3-4 Introduction
5-8 Leaders or managers?
9-10 Why managers fail
11-12 How managers succeed
13-14 Self-control
15-16 Employee state paranoia
17-18 Manage by borrowing from innovative organizations
19-22 Be a manager with common sense
23-26 Getting money; budget negotiations
27-28 Measures to promote a culture of vitality and learning
29-30 REACH to manage your remote team
31-32 What not to say to a subordinate
33-34 Questions to ask oneself
35-36 Behaviours of a conscious victim
37-38 Lessening the impact of employee rivalries
39-41 Tackling pollution within your department
42-46 Ways to manage uncertainty
47-49 Avoid accountability killers
50-51 Conclusion, summary and questions
2

3. Introduction
3

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
4

5. Leaders or managers?
5

6. Competency groups
• Thought leadership
• Interpersonal
abilities and
communications
• Personal leadership
• Team leadership
• Achieving results
• Personal
characteristics
6
Leaders or
managers?
1 of 3

7. Leaders
• Visionary
• Collaborator
• Salesperson
• Negotiator
7
Leaders or
managers?
2 of 3

8. Managers
• Captain
• Analyst
• Conductor
• Controller
8
Leaders or
managers?
3 of 3

9. Why managers fail
9

10. • People
management and
project
management
• Relationships
• Integrity
• Communication
• Decision making
• Ethics
10
Why managers
fail

11. How managers succeed
11

12. • Be aware and prepared
• Be coachable
• Have clarity of direction
• Communicate often
• Develop your own
relationships
• Treat everyone as a
VIP
• Welcome feedback
• Leave on your own
terms
12
How managers
succeed

13. Self-control
13

14. • Definition
• Capacity for self-control
• Power of the manager
• Abusive management
• Goals for abused
subordinates
• Hostility and aggression
• Ingredients to facilitate
people’s ability to
control impulses
14
Self-control

15. Employee state paranoia
15

16. • What is paranoia?
• Arousal and cognition
• Safety behaviours and
suspicion behaviours
• Individual, contextual
and relational factors
16
Employee state
paranoia

17. Manage by borrowing
from innovative
organizations
17

18. • Observe and apply
• Extract the central idea
• Types of deviant
• Evaluate and import
18
Manage by
borrowing from
innovative
organizations

19. Be a manager with
common sense
19

20. • Managers who have
common sense don’t
overload their brains with
useless information
• Managers who have
common sense know
when to hold and when
to fold
• Managers who have
common sense are quick
to recognize other people
who don’t have it
20
Be a manager
with common
sense 1 of 3

21. • Managers who have
common sense know
how things work
• Managers who have
common sense know
how to deal with people
• Managers who have
common sense are leery
about what other people
think they know
21
Be a manager
with common
sense 2 of 3

22. • Managers who have
common sense are
naturally creative
• Managers who have
common sense
experience a work-life
balance
• Managers who have
common sense trust their
intuition
• Managers who have
common sense get things
right from the start 22
Be a manager
with common
sense 3 of 3

23. Getting money; budget
negotiations
23

24. Questions to answer
• Why is the money
needed? Why now?
• Why is your request
urgent, unique and
important?
• Why are you the
person asking?
• Why are particular
prospects being asked?
• Why should they care?
24
Getting
money;
budget
negotiations
1 of 3

25. Questions to
answer(cont.)
• What might the
contributor expect in
return?
• What will happen if you
don’t get the money
requested?
25
Getting
money;
budget
negotiations
2 of 3

26. Secrets to successful
solicitation
• Choose the right
prospects
• Develop a clear, concise
and convincing case
• Build on existing
connections and
relationships
• Show tangible results
where possible
• Use stories to make your
point 26
Getting
money;
budget
negotiations
3 of 3

27. Measures to promote a
culture of vitality and
learning
27

28. • Provide decision-making
discretion
• Share information
about the
organization and its
strategy
• Minimize incivility
• Offer performance
feedback
28
Measures to
promote a
culture of vitality
and learning

29. REACH to manage your
remote team
29

30. • Responsiveness
• Empathy
• Accountability
• Connection
• Help
30
REACH to
manage your
remote team

31. What not to say to a
subordinate
31

32. • “There’s nothing I can
do”
• “It’s always been that
way”
• “No one else is
complaining”
• “If you don’t like it, find
another place to work”
32
What not to say
to a subordinate

33. Questions to ask oneself
33

34. • Am I solving problems by
making this statement?
• Am I respecting my
employee as someone to
be valued?
• Am I representing myself
as someone who is open
and approachable?
• Do I sound defensive or
self- righteous?
• Am I empowering this
employee to take an active
or a passive role? 34
Questions to
ask oneself

35. Behaviours of a conscious
victim
35

36. • Artful dodger
• Fails to deliver
• Hides out
• Self-justifies
• Great pretender
• Is defensive
• Enrols others
36
Behaviours of a
conscious victim

37. Lessening the impact of
employee rivalries
37

38. • Collect data
• Be willing to separate
rival employees to
reduce tension
• Know your limits
• Don’t strive for perfect
fairness
• Conduct an honest self-appraisal
of favouritism
38
Lessening the
impact of
employee
rivalries

39. Tackling pollution within
your department
39

40. • Inspect your
environment
• Check job inputs for
signs of contamination
• Detect actions that
poison subordinate
aspirations
• Inspect your
environment for
contamination
• Imbalanced workload
40
Tackling
pollution within
your department
1 of 2

41. • High traffic areas
• Cramped working
conditions
• Identify corrupt tactics
that disrupt teamwork
• Inadequate tools and
training to do the job
• Noise pollution
41
Tackling
pollution within
your department
2 of 2

42. Ways to manage
uncertainty
42

43. • Develop a more global
perspective
• Learn a foreign language
(and as much of the
culture that goes along
with the language as
possible)
• Build a honeycomb
network of
intergenerational
relationships throughout
your organization and
beyond 43
Ways to
manage
uncertainty
1 of 4

44. • Follow what others in
your field are doing,
thinking and planning
• Force yourself to think
and plan long range
• Get comfortable with
information overload
• Figure out a comfortable
way for you to stay
current on technology
44
Ways to
manage
uncertainty
2 of 4

45. • Assemble your own
personal posse of
supporters and advisors
to help you manage
change and navigate the
uncertainties of a volatile
marketplace
• Find a savvy mid-career
mentor to help you make
the transition to
tomorrow
45
Ways to
manage
uncertainty
3 of 4

46. • Use objective-setting to
achieve the measures
listed, plot a career of
continuous growth and
become the leader you
want to be for the future
46
Ways to
manage
uncertainty
4 of 4

47. Avoid accountability killers
47

48. • Showing up late
• Saying you’ll do it…and
then not doing it
• Being offended by the
truth
• Covering up mistakes
• Blaming others
• Asking others to cover
for you
48
Avoid
accountability
killers 1 of 2

49. • Not offering an
explanation for bad
behaviour…
• …or trying to justify it
with a bad one
• Stealing someone else’s
thunder
• Failing to take or give
feedback
• Forcing others to
remind you to act
49
Avoid
accountability
killers 2 of 2

50. Conclusion, summary and
questions
50

51. Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions
51