Half day open training event held in Toronto, Ontario.

1. Becoming a better manager
by Toronto Training and HR
February 2014

2. CONTENTS
3-4
5-6
7-8
9-10
11-12
13-14
15-17
18-19
20-21
22-23
24-25
26-27
28-29
30-31
32-33
34-35
36-38
39-40
41-42
43-44
45-49
50-51
Introduction
Defining a great manager
Categories of manager performance
Autonomy and control
Steps to improve manager capability
Obtaining an edge
Skills gap analysis and redefining the job
Diminishing of middle management
Personality types
Managing the truth-resistant
Tackling dishonesty
Managers and emotions
“You’re too generous”
Open book management
Communicate to motivate
Training wheels
Facilitation
Unseen essentials
A common sense approach
Trust
Aim higher and dream bigger
Conclusion, summary and questions
Page 2

3. Introduction
Page 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
Page 4

5. Defining a great manager
Page 5

6. Defining a
great
manager
• Enablement
• Energy
Page 6

7. Categories of manager
performance
Page 7

8. Categories of manager
performance
HIGH
PERFORMANCE
FOCUS
Building trust
Developing
people
Configuring
work
Good at
managing
work
Exit door
Balanced
strengths
Delivering the
deal
Good at
building
employee
capability
LOW
LOW GROWTH HIGH GROWTH
PERFORMANCE FOCUS
FOCUS
Page 8
FOCUS

9. Autonomy and control
Page 9

10. Autonomy and control
HIGH
CONTROL
LOW CONTROL
LOW
AUTONOMY
Page 10
HIGH
AUTONOMY

11. Steps to improve manager
capability
Page 11

12. Steps to
improve
manager
capability
• Diagnose manager
performance
• Redefine manager role
• Measure manager
performance and align
rewards
• Develop manager
capability
• Make change happen
Page 12

13. Obtaining an edge
Page 13

14. Obtaining an
edge
•
•
•
•
Competitive
Hiring
Human capital
Workplace
Page 14

15. Skills gap analysis and
redefining the job
Page 15

16. Skills gap
analysis and
redefining
the job 1 of 2
SKILLS GAP ANALYSIS
• Time allocation surveys
• Social media analysis
• Analysis of outcome or
value
Page 16

17. Skills gap
analysis and
redefining
the job 2 of 2
REDEFINING THE JOB
• Virtualization
• Outsourcing or
contracting out
Page 17

18. Diminishing of middle
management
Page 18

19. Diminishing
of middle
management
• High profile leaders
• Self service
• Electronic and social
media
Page 19

20. Personality types
Page 20

21. Personality
types
•
•
•
•
Direct
Spirited
Considerate
Systematic
Page 21

22. Managing the truthresistant
Page 22

23. Managing the
truthresistant
•
•
•
•
•
Gorillas
Foxes
Horses
Owls
Skunks
Page 23

24. Tackling dishonesty
Page 24

25. Tackling
dishonesty
• Appoint a lead
investigator
• Give the employee a
chance to respond
• Ask open-ended
questions
• Inform the employee of
his or her duty to be
truthful
• Set out expectations
• Record the interviews
Page 25

26. Managers and emotions
Page 26

27. Managers
and emotions
• Providing emotional help
is not part of the job
description
• Emotional help is not the
“natural” responsibility of
managers
• Reciprocation
• Solicited emotional help
• Unsolicited emotional
help
• Positive response
• Negative response
Page 27

28. “You’re too generous”
Page 28

29. “You’re too
generous”
• Timidity
• Empathy
• Availability
Page 29

30. Open-book management
Page 30

31. Open-book
management
•
•
•
•
•
•
•
•
•
•
What does it involve?
Survey the team
Develop critical numbers
Design scoreboards to
monitor progress
Create “mini-games”
Provide financial training
Meet regularly
Create incentives
Be a cheerleader
Make long-range plans
Page 31

32. Communicate to motivate
Page 32

33. Communicate
to motivate
• Terms and conditions of
employment/contracts
• Job descriptions
• Individual meetings
Page 33

34. Training wheels
Page 34

35. Training
wheels
• Structured learning pathway
• Mentors
Page 35

36. Facilitation
Page 36

37. Facilitation
1 of 2
•
•
•
•
•
•
What can it be used for?
Key factors to balance
Knowledge needed
Group decisions
Effective facilitators
Scope, degree of
uncertainty and type of
thinking
• The stages of a process
• Facilitation formats
• Process tools
Page 37

38. Facilitation
2 of 2
STEPS TO TAKE
• Identify issues
• Focus on main issue
• Define the problem
• Find the main causes
• Select the criteria
• Generate ideas
• Pinpoint most appropriate
solutions
• Adverse consequences
• Action plan
Page 38

39. Unseen essentials
Page 39

40. Unseen
essentials
• What makes a top
organization?
• No cost components
• Talk about them
• Put them in writing
• Ensure they are on the
agenda
• Reinforce them
• Don’t get greedy
• Take stock
Page 40

41. A common sense approach
Page 41

42. A common
sense
approach
•
•
•
•
•
•
•
•
•
•
The right attitude
Solve problems
Act as a role model
Be an expert communicator
Learn
Ooze positivity
Ask good questions
Compromise
Be real
Common sense is not that
common
Page 42

43. Trust
Page 43

44. Trust
• Credibility
• Reliability
• Intimacy
• Self-orientation
Page 44

45. Aim higher and dream
bigger
Page 45

46. Aim higher
and dream
bigger 1 of 4
• Ensuring the management
serves a higher purpose
• Embedding an ethos of
community
• Humanizing the language
and practice of business
• Increasing trust and
reducing fear
• Reinventing the means of
control
• Inspiring leaps of
imagination
Page 46

47. Aim higher
and dream
bigger 2 of 4
• Expanding and exploiting
diversity
• Enabling communities of
passion
• Taking drudgery out of
work
• Sharing the work of
setting direction
• Harnessing the power of
evolution
• Destructing and
disaggregating
organizations

48. Aim higher
and dream
bigger 3 of 4
• Creating internal
markets for ideas,
talents and resources
• Depoliticizing decision
making
• Building natural, flexible
hierarchies
• Expanding the scope of
autonomy
• Refocusing the work of
leadership on mobilizing
and mentoring
Page 48

49. Aim higher
and dream
bigger 4 of 4
• Creating a democracy of
information
• Encouraging dissenters
• Developing holistic
performance measures
• Transcending traditional
trade-offs
• Stretching management
time frames and
perspectives
• Retooling management for
an open world
Page 49

50. Conclusion, summary and
questions
Page 50

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