Fleet Management Investing in your people Budapest, April 2014.
Management April 2014
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Transcript of Management April 2014
Becoming a better people manager
by Toronto Training and HR
April 2014
Page 2
CONTENTS3-4 Introduction5-7 Pain points for new managers8-9 Management development10-11 Internal coaching12-15 Fostering self-esteem in others16-17 Organizational factors contributing to self-esteem18-23 Avoiding real and perceived misconduct24-27 Strategies for successful managers28-31 What must a planning task force do?32-34 Putting together a planning task force35-36 “Stop doing this and start doing that…please”37-38 How to develop a team culture39-41 Encouraging creativity42-46 Being a strong communicator47-48 An effective business report49-50 What does a good plan look like?51-53 What does a good strategy look like?54-55 Conclusion, summary and questions
Page 3
Introduction
Page 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 banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers
Page 5
Pain points for new managers
Page 6
Pain points for new managers 1 of 2
• Prioritization• Delegation• Addressing
performance issues• Managing former
peers• Decision making• Leadership style• Networking• Creating a vision and
leading change
Pain points for new managers 2 of 2
• Developing a broader perspective
• Influencing within a political culture
Page 7
Page 8
Management development
Page 6
Management development
• Definition• Management
competences• Formal learning
interventions
Page 10
Internal coaching
Internal coaching
• Senior leadership support
• Learning culture/positive focus
• Business need• Moderate amount of
structure• Multiple levels of
measurement• Confidentiality
Page 11
Page 12
Fostering self-esteem in others
Fostering self-esteem in others 1 of 3
• Reaffirm subordinates’ worth to the organization; offer praise and give constructive criticism
• Trust subordinates to perform a job well without having their progress monitored every minute, and without constant suggestions
Page 13
Fostering self-esteem in others 2 of 3
• Make pay increases based on objective merit and not favouritism
• Design work so employees can experience success
• Offer enriched work which challenges the knowledge, skills and abilities of the individuals
Page 14
Fostering self-esteem in others 3 of 3
• Employees should not be restricted by so many rules they feel like they have no discretion
• Provide high-quality ad relevant training programs
Page 15
Page 16
Organizational factors contributing to self-
esteem
Organizational factors contributing to self-esteem
• Supervisory support and respect
• Organization structure• Enriched work• Adequate resources • Co-worker support
Page 17
Page 18
Avoiding real and perceived misconduct
Avoiding real and perceived misconduct 1 of 5
• Avoid risky places and situations
• Be careful whom you associate with
• Socialize in groups• Always have a witness
when meeting ‘privately’ with an employee or customer of the opposite sex
• Be paranoid about what you post onlinePage 19
Avoiding real and perceived misconduct 2 of 5
• Be friendly but not overly familiar
• Be generous with praise for exemplary performance, but be cautious about compliments of appearance or attire that may be misinterpreted
• Try to include spouses and significant others at office parties Page 20
Page 21
Avoiding real and perceived misconduct 3 of 5
• Avoid drugs and manage alcohol, instead of allowing it to manage you
• Don’t flirt, tease or try to be ‘sexy cute’
• Watch how you dress• Be cautious about
overnight travel with peers or employees of the opposite sex
Avoiding real and perceived misconduct 4 of 5
• Be careful about working late with an employee of the opposite sex
• Rebuff any inappropriate advances immediately and firmly
• Cultivate one trusted confidante who will tell you the truth about what they’re saying about you ‘out there’
Page 22
Avoiding real and perceived misconduct 5 of 5
• If you feel you have to lie about any behaviour, don’t do it
• When considering any form of questionable or borderline behaviour, ask yourself how would this look to your spouse? Your mother? Your boss?
Page 23
Page 24
Strategies for successful managers
Strategies for successful managers 1 of 3
• Successful managers believe they are ultimately responsible for their team’s success and failures
• Successful managers lower their expectations of others
• Successful managers motivate others to think creatively
• Successful managers help others achieve their goals and dreamsPage 25
Strategies for successful managers 2 of 3
• Successful managers challenge their assumptions
• Successful managers set written performance standards
• Successful managers accept no excuses for lousy performance
• Successful managers lead by example
Page 26
Strategies for successful managers 3 of 3
• Successful managers motivate others to take action
• Successful managers create strong relationships with employees
Page 27
Page 28
What must a planning task force do?
What must a planning task force do? 1 of 3
• Appoint a leader and commit to working together unselfishly
• Know the purpose of the task force and management’s desired goal
• Understand fully the problem to be solved
Page 29
What must a planning task force do? 2 of 3
• Assign duties to each individual task force member and establish realistic timelines
• Gather relevant data• Create a flexible
mindset and be receptive to feedback
• Be aware of internal/external limitations
• Keep the plan simple and transparentPage 30
What must a planning task force do? 3 of 3
• Statement of the final plan must be highly organized and well written
• The leader presents a final and comprehensive plan that incudes the problem, objective and strategy
Page 31
Page 32
Putting together a planning task force
Putting together a planning task force 1 of 2
• Seven people• At least three non-
managers• Each member should
be a good report writer• Designing a good plan
to solve a problem is somewhat like detective work
• Problem solving requires thinking out of the box and breaking new groundPage 33
Putting together a planning task force 2 of 2
• Make sure one member is designated as the leader, and has the authority to keep the team on task
• A successful task force is vigorous
Page 34
Page 35
“Stop doing this and start doing that…
please”
“Stop doing this and start doing that…please”
• Make your proposals timely
• Break the news gradually
• Don’t exaggerate the issue
• Tell the whole story• Accent the positive• Don’t ‘oversell’• Invite comments
Page 36
Page 37
How to develop a team culture
How to develop a team culture
• Emphasize team goals
• Link individual accomplishments to team goals
• Accent cooperation• Share the credit for
the success of the team
Page 38
Page 39
Encouraging creativity
Encouraging creativity 1 of 2
• Put yourself into the other person’s shoes
• Assume you know nothing about what solution is needed
• Actively try to understand what people are saying
• Ask dumb questions• Want to listen• Be open to
suggestionsPage 40
Encouraging creativity 2 of 2
• Check out the conditions that caused the problem
• Involve everyone in the process while listening for a solution
• Provide quick feedback and acting on what you have heard
Page 41
Page 42
Being a strong communicator
Being a strong communicator 1 of 4
• Do you frequently have to explain your letters with follow-up correspondence or telephone calls?
• Do you favour short, direct words over multisyllabic ones…or do you believe your position dictates the use of gobbledygook?
• Are you dissatisfied with your correspondence until it says precisely what you want it to say?
Page 44
Being a strong communicator 2 of 4
• Do you state your ideas within a familiar context?
• Do you present your ideas and the facts to back them up in a logical sequence?
• Do you recognize listening as an active and not passive communication skill?
• Do you watch speakers for non-verbal clues to their meanings?
Page 45
Being a strong communicator 3 of 4
• Before answering a speaker, are you usually certain you have taken in his point of view?
• When giving instructions, do you frequently assume more knowledge on the part of your employee than he or she actually possesses?
Page 46
Being a strong communicator 4 of 4
• Do you break complicated procedures down to more easily understood sub-steps?
• Do you speak clearly, without slurring or mispronouncing words?
• Do you talk too fast or too slowly for comprehension?
Page 47
An effective business report
An effective business report
• What is the report about and who wrote it?
• What does it contribute?
• What are its conclusions and recommendations?
• What are the implications for the company?
Page 48
Page 49
What does a good plan look like?
Page 50
What does a good plan look like?
• Describe the problem• Explore the root
causes• Identify the goal• Explore several
strategies to reach the goal
• Select the best strategy to accomplish the goal
Page 51
What does a good strategy look like?
What does a good strategy look like? 1 of 2
• Identify the actions needed to implement the chosen strategy
• Organize steps into logical and efficient sequences
• Work out logistics, resources and task assignments
Page 52
What does a good strategy look like? 2 of 2
• Establish a measurement for determining strategy effectiveness and eventual success
• Set up process that can monitor progress and make corrections that deviate from strategy
Page 53
Page 54
Conclusion, summary and questions
Page 55
Conclusion, summary and questions
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