Managing for success February 2011

Managing for successby Toronto Training and HR February 2011

Contents 3-4 Introduction to Toronto Training and HR 5-9 History of management 10-11 Defining a management model12-13 Responsibilities & training provision 14-16 Managers v leaders-resilience 17-19 Managers and quality20-25 Consistency and fairness26-28 Going back to the floor and civility29-36 It’s becoming a habit37-38 Engaging and managing others39-44 Cause of problems45-47 Appreciative inquiry and systems48-50 Negative feedback for subordinates51-52 Harnessing the power of mid-level managers53-56 Career development57-61 Influencing skills62-64 Managing fears and agile managers65-66 Re-inventing management67-68 Case study69-70 Conclusion and questions

Introduction to Toronto Training and HRToronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:Training course design

Training course delivery- Reducing costsSaving time

Improving employee engagement & morale

Services for job seekersPage 5History of management

History of management 1 of 4Scientific managementBureaucratic organizationsAdministrative principles

History of management 2 of 4SCIENTIFIC MANAGEMENTGeneral approachContributionsCriticisms

History of management 3 of 4BUREAUCRATIC ORGANIZATIONS-WeberDivision of labour with clear definitions of authority and responsibilityPositions organized in a hierarchy of authorityPersonnel selected and promoted based on their technical qualificationsAdministrative acts and decisions recorded in writingManagement separate from the ownership of the organizationManagers subject to rules and procedures that will ensure reliable and predictable behaviour

History of management 4 of 4Humanistic perspectiveManagement science perspectiveRecent historical trendsNew management thinking for turbulent times

Defining a management model

Defining a management modelUnderstandingEvaluatingEnvisioningExperimenting

Responsibilities & training provision

Responsibilities & training provisionAppraisal and performance managementRecruitment and selectionEmployee developmentAbsence managementDealing with grievancesDisciplinary proceduresCoaching of direct reportsPay decisions and/or communicating about pay

Managers v leaders-resilience

Managers v leaders-resilience 1 of 2Managers spend energy as they fight through tough realities; leaders generate energy by creating new realities. Managers control to avoid crisis; leaders thrive in the game-changing, mind-changing and system-changing potentiality of crisis.Managers become mired in have-to-dos, thereby depleting energy; leaders seek want-to-dos, thereby restoring energy.Managers try to manage time, to get more out of people; leaders seek to foster energy by investing more in people.

Managers v leaders-resilience 2 of 2Managers hope to find life balance; leaders discover their own resilience formula for generating sustainable energy.Managers control to minimize risk and maximize results; leaders trust to multiply opportunity and optimize long-term sustainability.Managers tend to focus on goals; leaders try to focus on purpose.Managers tend to focus on limited resources (time, money) while leaders tend to focus on investing in unlimitedresources of energy, purpose, engagement, vision and contribution.

Managers and quality 1 of 2In the workplace, who must benefit?Why am I important?How can I positively influence others?Quality in an era of changeApplying management skillsReflections on quality

Managers and quality 2 of 2Avoiding frustrationsFailure to communicate clearly and clarify messagesInability to understand the concept of qualityLack of or poor training practicesLack of clearly identified and understood objectivesAvoid unrealistic, vague and confusing expectations

Consistency v fairness 1 of 5First, think back to a time you were treated unfairly in order to maintain consistency, and then consider the effect it had on your motivation. It'll be the same feeling for those you now manage.Establish clear targets and rewards, and be crystal clear about your expectations.Carefully articulate what constitutes outstandingperformance, and the rewards that await all who achieve it.Those who perform receive the reward, those who don't receive coaching and encouragement to achieve it next time.

Consistency v fairness 2 of 5Develop a well-thought-out system that allows you the flexibility to give spontaneous "spot rewards" when you see a deserving performance, and keepan element of fun in your reward system. Employees are motivated by the expectation of, but not entitlement to, frequent small rewards for valuable performance.

Consistency v fairness 3 of 5Account for differences in personal circumstances, especially in the short term, and those beyond the employee's control. If an employee experiences the loss of a close family member, cut them some slack for a reasonable period. Go the extra mile for your employees in these situations, and you'll have their full attention when you talk about going theextra mile for your customers. Offer help if their slump lingers for more than a few weeks.

Consistency v fairness 4 of 5When an employee complains that you've treated him unfairly, listen because he may have a point.Ask what he would consider fair, and engage in a dialogue that gets both perspectives on the table. Be reasonable, and ask for the same from the other party. Be willing to compromise reach a mutual agreement. Then move on.Develop and maintain an effective Alternative Dispute Resolution (ADR) process in your organization. If the situation rises to such a level, engage the ADR process to resolve the issue without involving lawyers and the courts.

Consistency v fairness 5 of 5Mediation, and other ADR interventions can beextremely effective in restoring a sense of fairness to all parties, and maintaining productive workingrelationships. Be consistent in yourself. Don't change your tune with every change of mood, and don't maintain different standards for different people, or different groups, without reasons everyone feels good about. Keep your promises, and follow through.

Going back to the floor and civility

Going back to the floor and civility 1 of 2GOING BACK TO THE FLOORIt’s not about PRUndercover or not?Arrive without warningRoll up your sleevesGround rulesIt’s just one toolMake it part of your businessBe sure to deliverCome with humility

Going back to the floor and civility 2 of 2CIVILITYPursue understanding firstListen and respect other opinionsSeek common ground, even if it’s to agree to disagreeTune into what’s happening around you; observe the climateAccept responsibility for your actions and the consequences of those actionsOffer and willingly accept constructive feedback

It’s becoming a habit

It’s becoming a habit 1 of 7WORK PRODUCTIVITYwork efficiently in getting the job doneset high standards for themselvesdemonstrate proper motivation at workshow initiative and are pro-active in decision-makingare flexible and quick to adapt

It’s becoming a habit 2 of 7WORK COLLABORATION & PEOPLE RELATIONSdemonstrate civility, courtesy and decencyshow concern for the personal well being of othersdemonstrate a caring attitude toward otherscontribute their "fair share" on collaborative taskswork effectively with other managers and supervisorsseek the input of those affected by decisionslisten to others' views before making any judgments

It’s becoming a habit 3 of 7ETHICStake a stand where issues of ethics are at stakesafeguard confidential informationrefuse to comply with unethical requestsconsider the rights of others in making decisionsavoid conflicts of interest

It’s becoming a habit 4 of 7WORK PASSIVITYpassive and unwilling to take needed actionunable to complete work on timerepeatedly late for work or meetingsindecisive and unwilling to take a stand

It’s becoming a habit 5 of 7COLLABORATIONoverly judgmental of the shortcoming of othersoverly aggressive and intimidating to otherswilling to blame their failures on otherswilling to claim credit for the accomplishmentsof othersdistrustful of the motives of other team membersa source of unnecessary conflict withteam membersunwilling to compromise with others

It’s becoming a habit 6 of 7IDEAS AND INFORMATIONdefensive and unable to accept criticismclosed to new ways of doing thingsprone to make hasty decisions without duedeliberationunwilling or unable to listen attentively

It’s becoming a habit 7 of 7SELF-MANAGEMENTperform their job well some days but poorly onother daysunable to keep promisesunable to control his/her temperknowingly make unreasonable demandsdoes not recognize the impact of their feelingson their actions

Engaging and managing others

Engaging and managing othersThey focus on the individualThey have an empowering managerial styleThey are honest, authentic and competent-which drives high levels of trust

Cause of problems 1 of 5MANAGERS SOMETIMES CREATE ISSUESDoes every member of your management team know the company’s mission, purpose, and vision?Can they describe the values—and give examples of how they’re demonstrated daily?Do they have the skills, resources, and knowledge to lead to the ideal future state?Do you have a succession plan—an approach for developing high-potential candidates?

Cause of problems 2 of 5MANAGERS SOMETIMES CREATE ISSUESDo people who are promoted to or hired for a management position clearly demonstrate company values?Do you have an effective way to transition new managers into their positions? Do you remove poor and ineffective managers quickly?

Cause of problems 3 of 5ENSURE SOUND MANAGEMENT FIRSTGet managers to function as an aligned team and to translate the mission, vision and values to subordinates to promote (by example not exhortation) the way business will be doneCarefully select people for management positions Support the transition into management

Cause of problems 4 of 5ENSURE SOUND MANAGEMENT FIRSTDefine standards of performance for all managersBe responsible for performance managementand for instilling accountability

Cause of problems 5 of 5PEOPLE-CENTRIC MANAGEMENTInternal service quality is a key driver Internal service quality leads to employee satisfaction, resulting in employee retention and productivityEmployee satisfaction leads to customer satisfactionCustomer satisfaction leads to customer loyalty, which results in retention, repeat business, and referralsCustomer loyalty leads to revenue growth and profitability

Appreciative inquiry and systems

Appreciative inquiry and systems 1 of 2APPRECIATIVE INQUIRYKnow your audienceCustomize your solutionTransfer theory into practiceChecklist

Appreciative inquiry and systems 2 of 2SYSTEMSSystems can’t provide satisfaction in domains that require a unique and personal human solutionA strength of systems and institutions is the ability to suppress the personal and commodify throughreplication Automated human functions affect relationships and our capacity to associate closely with others Systems are designed to make relationships instrumentalSystems do make an effort to compensate for their utilitarian nature

Negative feedback for subordinates

Negative feedback for subordinates 1 of 2WHY NOT?The manager wants the protégé he is grooming to be his successor to thrive, and fears that a rebuke will derail him. The manager operates from the perspectivethat you catch more flies with honey than with vinegar. The manager believes that in a PC culture, being known as hostile or aggressive has negative long-term consequences, such as not being invited to sit on boards.

Negative feedback for subordinates 2 of 2GUIDELINES TO FOLLOWBefore being angry with an employee, map out the issue you wish to discuss to rule-out extraneous influences.When possible, condemn behaviours—not the person. Honesty is the best policy.

Harnessing the power of mid-level managers

Harnessing the power of mid-level managersStart with the end in mindSpecify talent qualities that ensure quality resultsDevelop the right skills in the right waySupport the transition into, up, through and onto new levels of management with a sound succession planEngage mid-level managers and inspire them to meet business needs

Career development 1 of 3ENGAGEMENT/SATISFACTIONThe manager’s role is to manage for career developmentBEYOND DISENGAGEMENTWhat’s the cost of disengagement?What’s the solution?

Career development 2 of 3FROZEN CAREER PIPELINESSlower career advancement/promotions for people below the blockage producing “stuck” disgruntled workersLess hiring at a time when we most need open positions to reverse the downturn in the job marketPressure from older workers for special accommodations like changes in assignments or less working hoursOrganizations will be forced to confront under-performing, older workers who are coasting to retirementIncreased health care costsMore law suits from older workers who feel they were unfairly pushed out or not promoted

Career development 3 of 3WHAT SHOULD MANAGERS DO?Audit the retirement plans of people at or near retirement ageMaximize the contribution of those who will stay onMake accommodations, where possible, for the special physical needs of older workersConfront older people whose performance is marginal or poorTrain and develop people whose promotional opportunities are put on hold

Influencing skills 1 of 4Environment scanningResource allocation and interventionDiplomacy and conflict resolution

Influencing skills 2 of 4BUILDING INFLUENCE AND INCLUSIONFundamental techniques for strengthening relationshipsHow to win people to your way of thinkingHow to change people without giving offense orarousing resentment

Influencing skills 3 of 4GLOBAL PERSPECTIVES ON INFLUENCE AND INCLUSIONTeam leaders’ involvementTeam members’ involvementTeam members’ responses

Influencing skills 4 of 4SEVEN PRINCIPLES FOR EFFECTIVE INFLUENCE1.Remember that a person’s name is to that person the sweetest and most important sound in any language2.Make the other person feel important—and do it sincerely.3.The only way to get the best of an argument is to avoid it4.Begin in a friendly way5.Let the other person feel that the idea is his or hers6.Ask questions instead of giving direct orders7.Make the other person happy about doing the thing you suggest

Managing fears and agile managers

Managing fears and agile managers 1 of 2Acknowledge and examine the fearsFace you fear; prepare yourself to take actionCome from love-establish a purpose that is greater than the fearStay in the present moment

Managing fears and agile managers 2 of 2Managing employeesRewarding employeesPlanningTechnological agilityPolitical skillsProblem-solvingDoing more with less

Re-inventing management

Re-inventing managementFIVE FUNDAMENTAL SHIFTSGoal shiftRole shiftMode shiftValue shiftMeans shift

Managing for success February 2011

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