successfully managing people march 2012
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Successfully managing people
by Toronto Training and HR
March 2012
Contents3-4 Introduction to Toronto Training and HR5-6 Definition7-8 What are the management functions?9-10 Roles of a manager11-12 Managerial skills13-14 Being an effective manager15-16 Basic operations in the work of a manager17-18 Perception19-21 Seven sins for new bosses22-23 Better problem-solving24-25 Counselling26-28 Management traps29-30 Critical success factors of management31-33 Grooming future managers34-35 Benefits from a closed door policy36-37 Neuro-linguistic programming38-39 Needs of people working in teams40-42 Power and empowerment43-44 Valuing45-46 Presenting with panache47-48 Networking skills49-50 Case study51-52 Conclusion & 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 banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 6
Definition
Page 6
DefinitionWhat is management?
Page 7
What are the management
functions?
Page 8
What are the management functions?
PlanningOrganizingDevelopingStaffingCoordinatingBudgeting
Page 9
Roles of a manager
Page 10
Roles of a manager
Interpersonal relationship makingInformation processingDecision-making
Page 11
Managerial skills
Page 12
Managerial skills
Technical skillsInterpersonal skillsAnalytical skillsHuman skillsDiatonic skillsCommunication skills Conceptual skillsTime Management skills
Page 13
Being an effective manager
Page 14
Being an effective managerBe proactiveBegin with the end in mindPut first things firstThink ‘win-win’Seek first to understandSynergize‘Sharpen the saw’
Page 15
Basic operations in the work of a manager
Page 16
Basic operations in the work of a manager
Sets objectivesOrganizesMotivates and communicatesHas the job of measurementDevelops people
Page 17
Perception
Page 18
Perception
REASONS FOR DIFFERENCESPhysical sensitivitySelective attentionCategorizationLimits on our capacityThe environmentIndividuality
Page 19
Seven sins for new bosses
Page 20
Seven sins for new bosses 1 of 2
Don’t sleep with a colleague unless you are married or in a relationship with themDon’t keep using the annoying phrase “ how we did things at my old company”Avoid too many introductory meetings that you simply can’t follow upDon’t make decisions just for the sake of being decisive
Page 21
Seven sins for new bosses 2 of 2
Don’t avoid sacking someone in the hope that they’ll work out-they rarely doDon’t avoid playing the political game because you’ll find everyone else is at itAvoid telling people you’re going to spend your first three months asking questions
Page 22
Better problem-solving
Page 23
Better problem-solving
Improve understanding of what co-workers doReinforce the people who are integratorsExpand the amount of power availableIncrease the need for reciprocityMake employees feel the shadow of the futurePut the blame on the uncooperative
Page 24
Counselling
Page 25
Counselling
STAGES IN A COUNSELLING INTERVIEWFactual interchangeOpinion interchangeJoint problem-solvingDecision-making
Page 26
Management traps
Page 27
Management traps 1 of 2
Not ‘nipping it in the bud’Squelching the flow of bad newsDoing drop-down workSpending too much time on a problem childDelaying decisions until it is too late
Page 28
Management traps 2 of 2
Letting employee enthusiasm fizzleFailing to delegateLosing touchTurning people into cogsGiving only negative feedback
Page 29
Critical success factors of management
Page 30
Critical success factors of management
Intensive planning and problem analysisTransferable solutionsStrategic, not tacticalBuilding communities of practiceClear and frequent communicationProviding actionable results
Page 31
Grooming future managers
Page 32
Grooming future managers 1 of 2
Identify who has potentialFind out their career ambitions – do they actually want to progress, or would they rather bloom where they’re planted?Identify what capabilities your line managers need to have in order to lead, manage and develop people effectivelyDevelop those skills!
Page 33
Grooming future managers 2 of 2
When vacancies arise, encourage them to apply but manage expectations, and if they don’t succeed, be sure they see it as part of their development journey rather than a reason to give up
Page 34
Benefits from a closed door policy
Page 35
Benefits from a closed door policy
You will create clearer and more accurate expectationsYou will manage interruptionsYou will encourage personal and team developmentYou will allow space for important and not just urgent workYou will improve organizational productivity
Page 36
Neuro-linguistic programming
Page 37
Neuro-linguistic programmingPay attention to non-verbal communication
Write things downUnderstand the direction of people’s motivationYou don’t always have to set the agenda……but you do have to agree the rules of engagementPrepare emotionally for stressful situationsBe creative, practical and criticalAvoid drama merchantsUnderstand the difference between vision and ambitionGive people space to excel
Page 38
Needs of people working in teams
Page 39
Needs of people working in teams
Task to be accomplished togetherMaintaining social cohesion of the groupIndividual needs of team members
Page 40
Power and empowerment
Page 41
Power and empowerment 1 of 2
Different ways of complying with powerVarying degrees of commitment and involvementTypes of involvement and powerBases of powerExamples of power being used to influence othersSources of power
Page 42
Power and empowerment 2 of 2
EMPOWERED WORKFORCEPerformance appraisals drawn from a variety of sourcesVariable rewardsTolerance of errorsEnhanced communicationGeneralist managersTime available to develop confidence in each otherSufficient resources to deliver solutions
Page 43
Valuing
Page 44
Valuing
ConsiderationFeedbackDelegationConsultation and participation
Page 45
Presenting with panache
Page 46
Presenting with panacheKnow your audienceKeep slides to a minimumMake eye contactStick to the pointKeep it briefThink about toneShare your own experienceVary the paceRemember; practice makes perfectRelax-but not too much
Page 47
Networking skills
Page 48
Networking skillsBe true to yourselfLess is morePlan your first impressionResearchSet challenging yet achievable goalsShow, don’t tellSpend more time with fewer peopleListenGive yourself a breakFollow up or forget about it
Page 49
Case study
Page 50
Case study
Page 51
Conclusion and questions
Page 52
Conclusion and questions
SummaryVideosQuestions
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