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The 4 core
This document provides an overview of a 1-day training module on the 4 core management skills required for effectively managing people. The 4 skills covered are coaching for performance management, effective delegation, leading with high emotional intelligence (EQ), and rewarding/recognizing and empowering employees. The training utilizes discussion, case studies, and activities to help participants improve their people management abilities. It aims to increase team morale, trust, performance, retention, and engagement through teaching managers how to apply these core skills.
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The 4 core
- 1. THE 4 CORE TRAININGMODULE
- 3. LET’S GET TOKNOW EACH OTHER INTRODUCE YOURSELF(NAME, DESIGNATION) AND SHARE ONE OF YOUR STRENGTHS AS A MANAGER, SOMETHING THAT YOU ARE PROUD OF.
- 4. 4 CORE THIS WORKSHOPCOVERS 4 CORE MANAGEMENT SKILLS REQUIRED TO EFFECTIVELY MANAGE PEOPLE IN THE ORGANIZATION. DURATION: 1 DAY WITH TWO TEA BREAKS AND 1 LUNCH BREAK BATCH SIZE: 23
- 5. “Leaders in acompany, namely the team lead, department heads, and managers, leverage people management practices to oversee the flow of tasks and increase the performance of employees on a daily basis. The process looks into how employees work, engage, behave, and attain growth in the business. It is the job of a people manager to provide continual support and lead the way for employees towards success.” WORKSHOP OBJECTIVE & METHODOLOGY This training program brings this definition to life and applies a well researched framework to help managers and senior executives lead, coach, develop and work with their people. Utilizing a combination of discussion sessions, case studies, and group activities, the workshop will invite participants to examine their own people management skills and improve them.
- 6. • COACHING FOR PERFORMANCE MANAGEMENT •EFFECTIVE DELEGATION • LEADING WITH HIGH EQ • REWARDING/RECOGNIZING AND EMPOWERING THE “4 CORE” Caption
- 7. SESSION OUTCOMES MANAGERS WILLLEARN TO APPLY CORE SKILLS THAT WILL RESULT IN : • INCREASED TEAM MORALE • TRUST THAT IS EARNED • ENHANCED TEAM PERFORMANCE • EMPLOYEE RETENTION • GREATER TEAM ENGAGEMENT • POSITIVE ENVIRONMENT • DEVELOPMENT OF FUTURE LEADERS
- 8. Cellphones – offor on silent mode Respect Time A day to mingle Get out of your comfort zones. Respect diverse Opinions Great Answers and participation will be rewarded with Saudi delights !
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- 10. BEFORE WE STARTTHIS LETS HEAR FROM YOU Activity time: 5 minutes ◼ What in your understanding is Coaching? ◼ How is a mentor different from a Coach?
- 11. DEFINE COACHING Coaching isapart of the day-to-day interaction between a manager and an employee who reports to them Coaching is unlocking a person's potential to maximize their own performance. It is helping them to learn rather than teaching them.
- 12. COACHING ◼ A systematicprocess focused on improving job performance task related ◼ Has specific agenda / goal / task plan ◼ Every line manager should coach their team ◼ Coaching generates the solution
- 13. COACHING AS ACONVERSATION ◼ Performance management, it is changing for most employees. ◼ Era of the “annual performance review discussion” is in the rearview mirror. ◼ In many organizations, including Harvard, managers are encouraged to provide regular input to employees through ongoing coaching conversations. While early signs indicate that this is a better approach, some help may be needed on how to approach this new normal.
- 14. BENEFITS OF COACHING ◼The benefits of coaching depend on the effectiveness of the coaching process. ◼ With the assistance of an effective coach and through having a coaching conversation, the coachee typically takes more action, considers more opportunities and completes the job or task at the required level/standard due to the mutual accountability established through the coaching conversation. ◼ Effective means achieving the desired coaching result. The coaching process was effective because the individual or team performance has improved as required by the specific job key performance /s and indicator/s-
- 18. REMEMBER ◼ Set thestage for this “new normal.” Let your employee know that you would like to use some of your regular time together to coach them on performance. Be transparent about this so they are aware
- 19. REMEMBER ◼ Coaching conversationsincrease productivity and engagement. Research indicates that having regular coaching conversations increases employee productivity and overall development.
- 20. REMEMBER ◼ Regular conversationsare part of the annual performance management process. Ongoing conversations help to align employees and managers regarding the employee’s performance.
- 21. COACHING AS CONVERSATION Approachingthe Conversation Discuss Development Providing Constructive Criticism
- 22. APPROACHING THE CONVERSATION ◼Set aside time and keep to it ◼ Be on time ◼ Be intentional ◼ Be fully present. ◼ Listen ◼ Discuss what’s happening now ◼ Focus on guidance
- 23. DISCUSS DEVELOPMENT ◼ Acknowledgesuccess. ◼ Be specific when praising. ◼ Talk about your employee’s career growth ◼ Find what is needed ◼ Contemplate new challenges ◼ Connect development with goals
- 24. PROVIDING CONSTRUCTIVE CRITICISM ◼Frame your guidance ◼ Start from a positive place ◼ Be timely ◼ Be brief and specific ◼ Don’t make it personal ◼ Think of yourself as a GPS
- 25. LET’S ROLE PLAY Duringthis activity you will work in 4 groups. ◼ Consider what has been discussed. ◼ One person acts as a coach and the other as a coachee ◼ Pick a situation from the coming slides and plan a coaching conversation following the process discussed. ◼ Groups will come and present to the larger audience while the other participants shall observe and record, provide feedback in the end. Time: 1 hour Each group gets 15 minutes to prepare and 10 to present
- 26. SHORT CASE WITHA COACH AND A COACHEE - ACTIVITY Lets practice ◼ Case 1: A person is habitual in late coming ◼ Case 2: Someone has to be groomed on body odor ◼ Case 3 : A team member is aggressive and always react on small things and critic ◼ Case 4: A person never takes responsibility of his / mistakes actions, always blame others ◼ Case 5: Team member needs to improve his presentation skills
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- 28. COACHING CONVERSATION STARTERS TEAMAND ENVIRONMENT
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- 31. REFLECTION TOOL FOREFFECTIVE COACHING style and SWOT analysis Draw up a personal development plan to develop your coaching skills What do you do well? What could you improve on? What should you focus on in future to enhance your effectiveness as a coach?
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- 34. DELEGATION IS NOTABDICATION • You share accountability for the assignment, which is why you establish checkpoints to monitor overall progress. Just as the outcomes of your entire department are your responsibility, you are also responsible for the ultimate success of the delegation process. • Leaders cannot accomplish goals alone. Others may need to act on the leader’s behalf. • A leader relies on others to do some of the necessary work. There’s only a limited amount that you can do, however hard you work, the number of people you can help is limited, your success is limited.
- 35. BARRIERS TO DELEGATION Sometimesleaders may feel uncomfortable about delegating, for several reasons: ◼ Lack of confidence ◼ Control ◼ Selfishness ◼ Insecurity ◼ Reluctance.
- 37. This is thestory of Ahmad, a Team Leader who has been recently promoted and has a tight deadline to meet. With no prior experience in leading a team, he has been facing a lot of difficulty and went wrong with his delegation task. ATIKA IMTIAZ STORY BRIEF AHMAD’S DILEMMA
- 38. MEET OMAR ANDRANIA 1. Experience: 3 Years in Business Development 2. Repute: Clients & Consultants like to work with her 3. Strengths: Good PR with Clients, Excellent interpersonal skills. 4. Interests: Wants to become a facilitator in future 1. Experience: 1.5 years in Business Development, 2 years prior experience in Event Management 2. Repute: Is known to negotiate great deals 3. Strengths: Event Logistics, Negotiation skills 4. Interests: Likes to manage the operational side
- 39. DELEGATION CHALLENGE Omar and Raniahave been tasked to complete an urgent assignment by Ahmad. They have two days to organize a mental health webinar for a major client, the client requires highly qualified and experienced mental health experts who have prior experience with corporate webinars. This client is very important for Biz group and Ahmad’s repute with the client is at stake, this will be a first of its kind event for Biz group, a big opportunity that can’t be missed. Let’s help Ahmad delegate
- 40. • Confused asto where to begin,Ahmad calls Omar and Rania to an urgent team meeting. At the meeting Ahmad brief’s them about the assignment and the date of the event, he also explains the requirement to both. • He gives them a day to work out between them and find suitable mental health experts and ensure all logistics. • Since this is an urgent project, he has also given them a budget and a range to work out with potential consultants, highlighting that they have the authority to close the deal if it’s within budget, provided he approves the consultant. • This meeting has left Omar and Rania extremely stressed out, they are trying to figure out who does what to align everything by day end. My Team seems clueless, What did I miss? Can you help?
- 41. IDENTIFY THREE KEYPOINTS THAT AHMAD MISSED WHILE DELEGATING Task Distribution as per KSA Explain the objective in detail Offer support if necessary Clarify expectations Check on Current work load Clarify Level of Authority
- 42. BASED ON THE6 KEY POINTS WE JUST LEARNED, DE
- 43. BY ROBERT B.MADDUX
- 45. THINK AND REFLECT ◼Think of a task that you have to delegate to one of your team members. ◼ Choose a delegation level from the “6 Levels of Delegation” that is suitable for the task and the delegatee. Describe how you approach the delegation task and record it. ◼ What strategies would you use to gradually increase the level of delegation in order to save more time and increase the efficiency of your team and organization? Record your strategy in your notebook so you can discuss it later with the class.
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- 47. LEAD WITH HIGHEI MODULE
- 49. LEVELS OF EMOTIONALINTELLIGENCE 1. Perceiving emotions: The first step in understanding emotions is to perceive them accurately. In many cases, this might involve understanding nonverbal signals such as body language and facial expressions. 2. Reasoning with emotions: The next step involves using emotions to promote thinking and cognitive activity. Emotions help prioritize what we pay attention and react to; we respond emotionally to things that garner our attention. 3. Understanding emotions: The emotions that we perceive can carry a wide variety of meanings. If someone is expressing angry emotions, the observer must interpret the cause of the person's anger and what it could mean. For example, if your boss is acting angry, it might mean that they are dissatisfied with your work, or it could be because they got a speeding ticket on their way to work that morning or that they've been fighting with their partner. 4. Managing emotions: The ability to manage emotions effectively is a crucial part of emotional intelligence and the highest level. Regulating emotions and responding appropriately as well as responding to the emotions of others are all important aspects of emotional management.
- 51. THE PROCESS OFEMOTIONAL AGILITY
- 52. EI ON TEAMPERFORMANCE
- 53. FOUR DIMENSIONS OFEI TO CHANGE MANAGEMENT DANIEL GOLEMAN EI MODEL
- 54. READ AND REFLECT ◼Take five minutes to read about each competency ◼ Think of an event which required you to use EQ. ◼ Take ten minutes to think and list down the competencies you did not apply or should have applied to create a more emotionally intelligent response based on the 4 steps of emotional agility. ◼ Any volunteers can share their thoughts.
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- 58. THINK AND REFLECT Considera time where you felt recognized by your manager How did you feel? Consider a time where you felt you were not rewarded for your hard work. How did you feel?
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- 62. IMPORTANCE OF INTRINSICREWARDS The dynamics of keeping employees engaged and motivated have changed significantly over the past several years. One of the biggest changes in this context has been the growth in the importance of intrinsic rewards, which are increasingly replacing material and monetary rewards. Keeping employees engaged and committed to the business objectives is quite challenging especially in the workplaces of modern times. An effective way for organizations to create and sustain a healthy, flourishing, and engaging work culture is to tap into intrinsic employee rewards. Organizations are increasingly becoming aware of the fact that traditional rewards such as salary increments, bonuses, and other monetary incentives are no longer enough to keep employees motivated.
- 64. INTANGIBLE REWARD -TIPS AND TECHNIQUES
- 66. EMPOWERING LEADERS • Encourageautonomous thinking, • Support novel ideas, • Increase communication - and encourage their direct reports to do the same.
- 67. ADVANTAGES OF EMPOWERING Empoweringleadership increases trust among your employees Empowering Leadership increases creativity Empowered employees take more ownership under
- 68. DISADVANTAGES OF MISUSINGEMPOWERMENT Over delegation can lead to employee stress which can have a negative impact on productivity and motivation
- 69. HAZARDS OF NOTVALUING EMPLOYEES
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Editor's Notes
- #15 Print it
- #23 Set aside time and keep to it. Regular, recurring meetings provide continuity to your conversations. Be on time. This signals to your employee that this conversation is important to you. Be intentional. Think in advance about what “coaching” you want to provide. Focus on these topics. Be fully present. Think of these meetings as an important time to really connect with your employees. Avoid the temptation to check your devices or pick up a phone call. Listen. Active listening is essential for building trust and solidifying your relationship with your employee. Listen with the intent to understand, not to “defend” when your employee responds to your coaching. Discuss what’s happening now. Find out what the employee is working on and what the challenges they’re facing. Focus on guidance. Don’t let the fact that you might not be able to provide a solution make you reluctant to offer your perspective on a problem.
- #24 Acknowledge success. Recognize your employees’ accomplishments and help them to identify their strengths, based on your perspective and observations. Be specific when praising. Take the time to understand what your employee did and why it was so great. Be as specific and as thorough as possible. Talk about your employee’s career growth. When possible, give employees the opportunity to discuss long-term goals. Find what is needed. Talk with your employees about relevant trainings and other learning opportunities that might help them grow their skills and/or take the next step in their career. Contemplate new challenges. Discuss “stretch” opportunities with your employee in an effort to identify areas in which they can “stretch” their skills. Connect development with goals. When possible, help your employee to identify those areas they need to develop in order to accomplish their stated goals.
- #25 Frame your guidance. Begin by sharing your intent: to help your employee to improve and/or grow. Start from a positive place. Set the tone by beginning with something positive. Be timely. Try to provide feedback in a timely way, so an employee can directly connect the feedback to recent behavior or actions. Be brief and specific. Describe the situation, give specific examples of the employee’s actions, and/or behavior and discuss impact. Offer suggestions for different approaches so your employee understands how they might approach similar situations differently next time. Don’t make it personal. Keep your guidance focused on the work, not the person. Discuss changes that would be helpful within the context of behaviors and actions. Think of yourself as a GPS. If you guide your employee on an ongoing basis with some frequency, any issues that arise will be easier to solve. Less time “off road” makes it easier to get back on track.
- #28 I have some thoughts to share on the work you just completed on X project. Is this a good time to do that? Next time you work on X project or with Y person, what might you keep in mind? Is there anything you might approach differently? What went well regarding the project you worked on? What have you tried so far on X project? What might be some other options? What did you learn on this project? Were certain skills required you felt you needed but didn’t have? I’m going to describe a problem I see. I may be wrong and, if so, I hope you’ll tell me. If I’m not, let’s discuss ways to address it. What do you need to do next, and is any of this unclear to you? If so, can you say more? What’s one thing I can do to help you?
- #29 What are your favorite aspects of our department/group/team? What might you change and why? How can I support you in X project? In your long-term goals? What are some things you’d like to see more of from me?
- #30 Do you have the chance to work on projects that use your skills and expertise in the best way? Are there projects or areas you’d like to work on if you had the chance? Given the opportunity, which skills and/or competencies would you most like to develop? What is most important to you in your work? What are your key priorities as you think about your career? How does that connect to your current work? Are there things you’d like to accomplish that you don’t yet feel prepared to do? If so, what’s the nature of the ‘gap?’
- #31 I have some feedback that might be difficult to hear. Are you open to hearing these thoughts? Based on my own observations, you may be engaging in some behaviors that are getting in your way. Can we discuss this? What do you think worked with X assignment, and what could have gone better? How might you do things differently next time?
- #36 Sometimes leaders may feel uncomfortable about delegating, for several reasons: Lack of confidence. Some leaders simply do not believe team members have the ability to do the necessary tasks. Control. Sometimes leaders are afraid of losing authority and control. Selfishness. Some leaders don’t want to share credit. Insecurity. Leaders fear that a team member may do so well that the team member may take their job. Reluctance. A few leaders are reluctant to ask others to take on additional responsibility. These individuals end up doing all of the work themselves
- #44 Also explain importance of Trust . Lack of Trust. This is when you do not trust that staff in your team can do a good job. If you work with a team though, you have to be able to trust other people. It may be that you do not trust them because you had previous bad experiences. Instead of letting those experiences put you off though, you should learn from them. Analyze what you did, any mistakes you made (for example, choosing the wrong people or not communicating clearly), and try to do better the next time.
- #45 If delegation is not done properly, it can create more problems than it solves. For example, employees will become frustrated if the manager is perceived as lazy; if s/he does not communicate tasks clearly; if s/he does not offer any support or if s/he is unable to let go and is always on the employees’ back.
- #49 Understand and control your own emotions to deal effectively with yourself and others Emotional intelligence refers to the ability to identify and manage one’s own emotions, as well as the emotions of others. Imagine a world in which you could not understand when a friend was feeling sad or when a co-worker was angry.
- #50 How EI is believed to influence behavioral changes and contribute to workplace results References: Peter Salovey and John D. Mayer,
- #51 How developing EI saved a career Emotionally intelligent people know that emotions can be powerful, but also temporary. When a highly charged emotional event happens, such as becoming angry with a co-worker, the emotionally intelligent response would be to take some time before responding. This allows everyone to calm their emotions and think more rationally about all the factors surrounding the argument.
- #53 Influence of EI on team performance, leading to career advancement
- #54 1. Self Awareness Emotional Self-Awareness, the ability to know yourself and understand your feelings. Accurate Self-Assessment, understanding your strengths and weaknesses and their effects. Self-Confidence, having faith in yourself and being willing to put yourself forward. 2. Self-Management Emotional Self-Control, an important part of emotional maturity, controlling your feelings and/or expressing them in the appropriate settings is a key skill. Achievement, i.e. being goal-oriented and being able to work toward your goals. Initiative, being self-motivated, and having the ability to keep working despite setbacks. Transparency, being honest and open, interacting with integrity and being trustworthy. Adaptability, showing resilience and the ability to change course when necessary. Optimism, having a positive outlook, hoping for the best and preparing for success. 3. Social Awareness Empathy, one of the pillars of the ability to form connections with others, understanding and acknowledging others’ emotions. Service Orientation, being helpful, contributing to the group effort, and displaying good listening skills. Organizational Awareness, the ability to explain yourself well and be aware of how you are being understood, as well as sensing the level of comprehension of your audience. 4. Social Skills - Relationship Management Inspirational Leadership, like being a good mentor, role model, and authority figure. Influence, articulating points in persuasive, clear ways that effectively motivate others. Conflict Management, having the skills to improve relationships, negotiate, and lead. The ability to settle disputes, differences of opinion, and misunderstandings. Change Catalyst, recognizing and supporting the need for change, and making it happen. Developing others, helping others build their skills and knowledge. Teamwork and Collaboration, working with others in an effective manner.
- #58 Clearly show your regard so they will feel important and empower Respect, encourage even if they are not working 100% correct Guide Support
- #60 Share your thoughts – ask from participants
- #61 Divide participants in group Ask participants to think what should can be the reward / ideas without investing money / Without taking investment from company Ask them to share 1 by 1 and share their point of you First ask from participants about Intangible reward Intangible rewards include autonomy in choosing work problems, having talented colleagues, group solidarity, a shared sense of purpose, and job satisfaction. Types of intangible rewards • Praise • Thanks • Public acknowledgment/recognition • Lunches and dinners out • Encouragement to pursue ideas • Personal development opportunities
- #65 Everybody needs to be recognized for their individual accomplishments by the people around them, and especially above them. Since your team members are intrinsically motivated, it is the anticipation of the recognition they will receive for the completion of a task that motivates them internally to “go the extra mile.” Freedom – Give your employees a bit of leeway and ownership of independent projects. Flexibility – Similarly, no one wants to feel like they’re caged in, lacking room for growth and creativity. Simple accommodation of schedules can breathe air into an otherwise stuffy organization. Challenge – Instill trust and confidence in your employees by giving them challenging and satisfying tasks. Job title-Not that job titles are everything but even a simple switch from “associate” to “manager” can help establish power and clarify boundaries. Here are some things you can implement today and why they work.
- #66 Empowerment means to facilitate developments that maintain distinctions and result from differences, instead of uniformity. Empowering Leadership is made up of 1) Sharing Power 2) Sharing Responsibility and 3) Delegation (in depth). Practically, this means that empowering leadership behavior is likely to encourage autonomous thinking, support novel ideas, increase communication - and encourage their direct reports to do the same.
- #68 The leadership behavior behind empowerment does NOT make you the team cheerleader. Yes, you are on the sidelines. Yes, you encourage them. And yes, sometimes you'll do things that make onlookers do a double-take. But you're not a cheerleader. According to the Harvard Business Review, Empowered leadership behaviors lead to an increase of trust from employees towards leaders. This is because empowerment cannot exist without trust. If you don't believe me, try this experiment.
- #69 Science Direct pointed out that, "...there is a burdening process in which specific empowering behaviors of the leader increase followers' job induced tension, which in turn diminishes the positive influence of empowering leadership on followers' work role performance."
- #70 Offer Recognition Whether this is public praise via an Intranet announcement, a shout out during a team meeting or a private, personal ‘thank you’ note, the fact that you’re taking time out of your day to recognize their efforts will fuel their determination to be acknowledged again. Be Open to Social Interaction If your employees don’t feel like they are being recognized (especially those who are more inclined towards recognition on their personality profile), you will eventually lose them.