Operational Leadership and Operational Leadership and Line ManagementLine Management

OverviewOverview

Your convenorObjectivesLeadership and ManagementManaging remote teamsShort breakManaging changeTeam motivation and engagement

Jenny LyonsJenny Lyons

Associate Director- GfK NOPSpecialist in Telephone Research27 years MR experienceIQCS Council member since 2002

…and I still love it!

ObjectivesObjectives

Understanding “Management” and “Leadership”

Exploring some of the challenges of working within Operations

Increasing confidenceRe-igniting enthusiasm to motivate and

engage our teams

Management and LeadershipManagement and Leadership

Management v LeadershipManagement v Leadership

Exercise 1

We need some Managers and Leaders

What do they do?What are the differences?What key words describe their actions?

ManagementManagement

Operational: Present Orientated

LeadershipLeadership

Evolutionary: Future Orientated

“ People tolerate being managed, but they love being led”

-Stuart Wyatt, ‘The Secret Laws of Management’ 2010

How are we managing? (1)How are we managing? (1)

Team/individual resultsAppraisals360 degree feedback systems“My team loves me…”We feel good about what we are doing

So that’s good, isn’t it??

How are we managing ? (2)How are we managing ? (2)

Team expectations v realityStaff rarely rebel against poor managersIncompetent managers often slip

through the netThings tend to get done….Company politics

How are we leading? (1)How are we leading? (1)

“It is the followers, not the leaders or someone else who determines if the leader is successful. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed”

-Don Clark

How are we leading? (2)How are we leading? (2)

Team inspired to do/be the bestRaised performance levelsAir of encouragementTeam feel empoweredHigh levels of enthusiasm and energy

Skill SetsSkill Sets

??

Management Skill SetsManagement Skill Sets

TECHNICAL

team-player

adaptable

Leadership Skill SetsLeadership Skill Sets

Visionary/strategicPlanningCoaching and DevelopmentRelationship- buildingInfluential

Management & Leadership (1)Management & Leadership (1)

We need both…Good management elicits good

performancesThe team knows what to do and how

they need to do it.. but without leadership they are less

motivated to give their best

Management & Leadership (2)Management & Leadership (2)

Good leadership inspires….Team more likely to become

empoweredMore drive towards peak performance…but without good management there

can be a lack of coordinated direction

Managing Remote TeamsManaging Remote Teams

Managing Remote TeamsManaging Remote Teams

Field workersHome workersStaff based at other sitesStaff based in other countries

Managing Remote TeamsManaging Remote Teams

Exercise 2

What are the main challenges?

ChallengesChallenges

TrustTrust

Determined by all you say and doBe consistent and honestFollow- up as agreedMake the most of face-to-face contactUse opportunities to get involvedDemonstrate accountability

Lack of ControlLack of Control

Change of mindsetWe cannot monitor all activitiesChange of focus to outcomesCoach the team to achieve these

outcomes

CommunicationCommunication

Set out how you will communicateMany variables out of our control Regular v impromptuConsider the toneMeetings need to have structureEncourage peer group communicationEncourage team to communicate with us

Personal InteractionPersonal Interaction

Do the best you canMaximise opportunitiesHearing a voice can work wonders….Encourage peer group contact

No HistoryNo History

Not always a bad thingMaximise opportunities for getting to

know the teamStarting relationships “from scratch” can

reap rewardsIt can be tough for the team too…..

Difficult ConversationsDifficult Conversations

Always better face-to-faceRecognise not always possibleThe first and last thing you say will be

the most powerfulDon’t “fluff” the issue… or go “overboard” if you are not

having the meeting face-to-face

MotivationMotivation

Ensure you have communicated a clear strategy to the team

Let the team know what you are doingAim to empower as much as possibleAcknowledge achievements

Managing PerformanceManaging Performance

Set clear objectives and targetsFollow-up as agreedBe fair/consistentBe clear about the prioritiesRevisit processes used to manage team

performance

Team BuildingTeam Building

It’s tough……Most people want to “belong”Encourage peer group bondingMaximise opportunities for personal

contactCommunication is keyLook for “bridges”

TimeTime

Our biggest enemyThere is no easy solution …..Be organisedUnderstand and communicate the

prioritiesBelieve your team are worthy of your

time

Flexible WorkingFlexible Working

Don’t be scared……Remember the benefitsUse your HR departmentActivities v outcomes

TechnologyTechnology

Can be your friend or enemyVariables out of our controlUnderstand team preferencesSometimes the personal touch will be

bestExperiment… (and encourage your

team to do so too)

Managing ChangeManaging Change

Change Happens …Change Happens …

… we know that

(but it doesn’t stop it from being annoying)

Big Things……Big Things……

Take-overs/ mergersCompany namesLocationsRolesTeamsTechnologyProcesses

Small Things…Small Things…

New corporate coloursStationeryAnother new pen, mug and mouse

mat…

Prosci’s Change Management Prosci’s Change Management MethodologyMethodology

Individual Change Management

Organisational Change Management

Understanding how one person makes a successful change

Understanding what tools we have to help individuals make

changes successfully

Individual ChangeIndividual Change

A Awareness of the need for change

D Desire to participate

K Knowledge of how to change

A Ability to implement required skills/behaviours

R Reinforcement to sustain the change

Organisational ChangeOrganisational Change

•Sponsor roadmap•Training plan•Communication plan•Coaching plan•Resistance management

Connecting the two ….Connecting the two ….

Communications

Sponsor Roadmap

Coaching

Resistance Management

Training Reinforcement

Ability

Knowledge

Desire

Awareness

It’s all about attitude…..It’s all about attitude…..

… an attitude that builds a culture that supports change

MindsetMindset

Consider change as an opportunityRekindle enthusiasmIncorporate ideas from the teamChange is ongoing and should be

expectedChange is not an impositionBe as open as possible

Channelling that attitude …Channelling that attitude …

Appear positiveEncourage team to instigate changeAcknowledge resistance/ concernsExplain changes clearlyBe involved and follow-through

Things will go wrong….Things will go wrong….

Opportunity for negative people to justify their opposition

Be calm…..Acknowledge the situationRevisit your plans and amend where

necessary

Don’t Forget…..Don’t Forget…..

To acknowledge those who helped make the change happen

To review the process (formally or informally)

Team Motivation and Team Motivation and EngagementEngagement

Team Motivation and Team Motivation and EngagementEngagement

Exercise 3

What are the common de-motivators?

Common De-motivatorsCommon De-motivatorsPersistent criticismUnattainable targets/changing themWithholding informationBeing singled-outOver-monitoring of workLack of recognitionStolen CreditRemoving responsibility

Creating the Team CultureCreating the Team Culture

Be seen to make things happenBe disciplinedSet clear goals and targets and revisitEnsure roles and responsibilities are clearKnow your teamAcknowledge and praiseEncourage and empower

Ultimately, it’s about usUltimately, it’s about us

…. and what we bring as individuals to the team

Those who know much may be learned,Those that understand themselves are more intelligent.Those who control others may be powerful, but those who master themselves are mightier still.

Lao-Tzu 4th century BC

Questions/ Comments?Questions/ Comments?

Thank you