Management Development Programme


Published on

Mini Presentation, Middlesex

Published in: Education, Business
  • Be the first to comment

  • Be the first to like this

Management Development Programme

  1. 1. Journey so far: Yusuf Danesi July 14
  2. 2. Outcomes: 360 <ul><li>Relationships with people – 69% </li></ul><ul><li>Thinking Style – 65% </li></ul><ul><li>Feelings and Emotions – 54% </li></ul><ul><li>Strongest overall – Democratic/Caring = 9/10 </li></ul><ul><li>Conceptual/Innovative = 8/10; But ESTJ! </li></ul><ul><li>Optimistic = 9/10 </li></ul>
  3. 3. Outcomes: MBTI (Interpretative) <ul><li>Lessons </li></ul><ul><li>Expressive (in-preference): now consciously developing good listening skills </li></ul><ul><li>Gregarious (in-preference): no longer jack of all trades and giving energies to high-leverage activities </li></ul><ul><li>Sensing (concrete; in-preference): now flexible and seeing the bigger picture </li></ul>
  4. 4. Outcomes: MBTI (Interpretative) (continued) <ul><li>4. Experiential (in-preference): optimism as a result of linking the present to the future </li></ul><ul><li>5. Questioning (in-preference): no longer question if issues have been clarified. </li></ul><ul><li>Challenge: what happens if managers are low reactors? More questioning as a counteracting agent? </li></ul>
  5. 5. Outcomes: MBTI (Interpretative) (continued) <ul><li>6. Early starting-pressure prompted (in-preference): managing time effectively, ‘getting rid of the monkeys’ </li></ul><ul><li>7. Tough (in-preference): striving to pay more attention to people’s emotions </li></ul><ul><li>Results on the 20 Facets </li></ul><ul><li>Strongest = Experiential; Methodical </li></ul>
  6. 6. Development Goals (Team related) <ul><li>Communication: Not doing badly with speaking people’s language now – see mentor and Croydon Team </li></ul><ul><li>Decision-making: ‘People-first’ personal policy in interpersonal relations </li></ul><ul><li>Change management: becoming more flexible and enthusiastic </li></ul><ul><li>Conflict management: now ‘decentring’ </li></ul>
  7. 7. Application of Knowledge Today <ul><li>Mentor sessions </li></ul><ul><li>First contact : C H </li></ul><ul><li>Second contact: SMT meeting, C H </li></ul><ul><li>Third contact: C T meeting – shadowed by mentor </li></ul><ul><li>Peer-to-Peer Mentoring </li></ul><ul><li>1. With M S (ESTJ), ICC meeting, G H, Middlesex </li></ul>
  8. 8. Application of Knowledge Today (continued) <ul><li>(b) Call for peer-to-peer mentoring with an ESFP (none so far); ENFP closest alternative (opposite facet pole for behaviour modification) </li></ul><ul><li>2. Easy-read minutes with line art illustrations produced for service user meetings </li></ul><ul><li>3. SMART Agenda produced (sought input from members) for team meetings </li></ul>
  9. 9. Application of knowledge Today (continued) <ul><li>4. Ground rules produced for team meetings (members’ input sought) </li></ul><ul><li>5. Evaluation form produced for team meetings (feedback) </li></ul><ul><li>6. Easy-read job-spec produced for a customer (LD/MH) under threat of losing her job </li></ul><ul><li>7. Now organising (life) on a weekly basis (quadrant II tool, TM Matrix) </li></ul>
  10. 10. Conclusion (wishes, goals, opportunities, etc.) <ul><li>To live the mission and vision of A in relationships with internal and external customers </li></ul><ul><li>To be more driven not by ‘dissatisfiers’ </li></ul><ul><li>To support Theory Y as well as the push/pull mix in performance management </li></ul><ul><li>To belong to a winning team and be open to opportunities </li></ul>