02 managing managers. 43pp.pdf
TRANSCRIPT
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Maya Richmond, Executive Director, Animal Welfare Association
Jennifer Adams, Director – HR, Connecticut Humane Society
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Dictionary Definition
Focus on Big Picture – mission, vision, innovation
Focus on creating long-term, strategic plans
Advancing the organization not necessarily the people
“Leadership is the art of accomplishing more than the science
of management says is possible.” – General Colin Powell
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Dictionary definition
Oversees the day to day, focuses on the bottom line
Essential middleperson
Fight the fires
Motivates and develops their people
“Managing is getting paid for home runs that someone else
hits.” – Casey Stengel
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What is the difference?
Working Supervisor
o Does the same work as the employee
o Mostly focuses on completing assigned work
o Some employee oversight
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People leave managers not companies
Managers are your front line problem solvers
Good managers are hard to come by
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How does workflow impact operations?
o Any inconsistencies?
o Limited resources?
o Under time constraints?
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Dog and owner show up or do they call first?
Intake counseling or waiting list?
Documentation.
Behavior process (SAFER or other)?
Medical exam?
Space available?
Additional medical care?
Spay/Neuter?
Up for adoption?
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Open, closed, private, municipal, etc.
What area of work exist?
Intake/Surrender
Adoption Counseling
ACO
Foster care
Vet & Medical Staff
Behavior staff
Accountant/Business Services
Transport staff
Facilities
Volunteer Coordinator
Spay/Neuter & Clinic
Receptionist/Scheduler
Data entry
Development Staff
Event Planners
Marketing/Media
Website
Humane Education Coordinators
Pet Therapy Coordinators
Human Resources
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An organizational chart outlines reporting structures which should help streamline work. What is it about animal welfare that makes this untrue?
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Work is not always easily departmentalized.
Resources are lean.
Demands are never ending.
Expectations aren’t always known.
People have personalities.
Conflicts arise.
High degree of interdependence.
Nothing comes in a neat tidy packages.
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The intensity of interactions within an organization impact the performance of others.
There are 3 types
Pooled – Each area has completely separate functions, maybe be blind to how they depend on each other. o Example: financial controls, fee changes, etc.
Sequential – One department does something needed for the performance of then next. o Example: Processing a pet’s intake before adoption.
Reciprocal –Similar to sequential in that what one department does leads to the start of another’s work process but it is cyclical and many departments are in this cycle at all times. In this model a change in how one area operates can alter the workflow of many departments.
o Example: You change the time your medical staff arrive and don’t let
the surgery, adoption, care or other staff know.
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For a manager, understanding interdependencies in their
area and among areas they interact with is critical.
o The level of interdependence is how departments should be shaped.
For example in pooled interdependency managers need
standardization in rules and operating procedures while in
the others there is the need for flexibility and constant
information sharing.
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Managers must know the organization’s strategic vision.
Managers must know the organization’s long-range and
short-range goals.
Managers must put action plans together annual plans
based.
Managers must know their peer departments’ action plans.
The management team then must make things happen.
o Managers are the implementation specialists for the leadership.
Managers
Frontline Employees
Leadership
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Managers
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To achieve this your people must know where the boat is going, why
you are taking them there and what role they play on the boat.
Organizational alignment exists when the decisions
and actions of all organization members, from the
directors to the frontline staff, optimally support
achievement of the organization’s established goals
on a day-to-day, week-to-week, and year-to-year basis.
Such a focus eliminates the wasted time and energy
spent on non-value adding activities; activities that
do not directly serve the achievement of the
organization’s purpose for being.
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Strategic planning:
o Aligns the staff under the leader.
o Everyone sees the ultimate direction.
All departments need to do annual plans:
o These take the large picture and puts the plan into the steps that
must happen to move the department (organization) forward.
o Then do action plans.
• Action plans put happen and when it must happen.
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Keys to Success
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Structure
Knowledge/Intuition
Employee Focus
Conduit for information sharing
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Where are your managers
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Push for change
Willing to deal with issues
Open to learning
Understanding of the business and the people
Fair and reasonable when dealing with people
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Identify what you are looking for
o Technical skill sets
o Past experience
o Interpersonal skills
You can look at what talent you have inside the organization
o Review resumes for current employees
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Setting Managers up for Success
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Performance Assessment
FLSA/Wage and Hour Law
HR Hot Topics – FMLA, ADA, Sexual Harassment
Payroll and Time Card process and policy
OSHA/Workplace injuries
Understanding that employees are different
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Step 1 - Coaching
Step 2 - Use of Performance Improvement Plans
Step 3 –Termination
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Train Managers not to:
Be friends with their staff
Undermine the organization
Disregard employee issues
Micromanage
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Information Sharing and Coaching
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Public –
o Changes to policies/procedures
o Anything that affects the whole department
o Praise a job well done
Private
o Any and all performance feedback
o Information that relates to change for an employee or their work
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Step one in a good management relationship
Simple
Give them as much information as often as possible
What do you share?
o Policy Changes
o New procedures
o Upcoming events
o Organizational changes
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Coaching is…
"a process that enables learning and development to occur and thus performance
to improve. To be a successful a Coach requires a knowledge and understanding of
process as well as the variety of styles, skills and techniques that are appropriate to
the context in which the coaching takes place“ Eric Parsloe, The Manager as Coach
and Mentor (1999)
Manager Driven
Focuses on the employee becoming better
Fine tunes and develops skills
Define learning opportunities for them
Don’t solve their problems
Use of Feedback
"There is a great man who makes every man feel small. But the real great
man is the man who makes every man feel great." --G.K. Chesterton
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Qualification of the coach
Involvement of the coach
Clarity and goals
Autonomy of the coachee
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What do your managers need to remember?
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Change is a fact of life
Challenge the status quo – even the small stuff
Do regular reviews of processes and procedures
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All management needs to be on the same page
Involve your “key” employees
Keep open lines of communication
Managers need to facilitate and enable change
Ask for input
Stay the course
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People
o Explain how the change will effect them
o Give employees direction (lay out the plan)
o Create ownership
o Address employees who refuse to change
Past failed changes
Breakdown the silos – we are all dependent on each other
Emotion
Information sharing is key
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Why Measuring is Important
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Use results to manage the action, annual and strategic plans.
To be meaningful the goals you set must be:
Tangible and logical.
Anchored with realistic due dates.
Results oriented.
o Measurable
• Measurement, metric
• Baseline, trend
Monitoring outcomes and sharing them is basis of accountability!
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Identify what to measure.
o What do you need to know and should track?
Adoptions, LOS, Donations, Clinic Usage, etc.
o Metrics can be done to track areas of interdependence.
What shows management overlap?
o Volunteer retention drops.
• How would you know?
• What could be some causes?
o Length of stay increases.
• Why?
• Medical issues, no adoption promotions, challenging intake mix?
o Workman’s Compensation claims increase?
• Which kinds?
• Can you do something about it and see if it makes a difference?
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How does it work for us?
Set the Vision.
Discuss with the leadership.
Identify deficiencies and gaps.
Review last year’s goals and successes.
Ask:
o What do they need?
o How will they know it worked?
o When do they need to report back?
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Communication to the staff.
o How it can work when you are very busy?
Communication across managers.
Remember to revisit the big picture, long-range goals to
bring about alignment.
Use information and doses of understood interdependence
to solve issues: