Management

by Toronto Training and HR

December 2014

1

CONTENTS3-4 Introduction5-8 Leaders or managers?9-10 Why managers fail11-12 How managers succeed13-14 Self-control15-16 Employee state paranoia17-18 Manage by borrowing from innovative organizations19-22 Be a manager with common sense23-26 Getting money; budget negotiations 27-28 Measures to promote a culture of vitality and learning29-30 REACH to manage your remote team31-32 What not to say to a subordinate33-34 Questions to ask oneself35-36 Behaviours of a conscious victim37-38 Lessening the impact of employee rivalries39-41 Tackling pollution within your department42-46 Ways to manage uncertainty47-49 Avoid accountability killers50-51 Conclusion, summary and questions

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Introduction

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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

15 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

HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale

Services for job seekers4

Leaders or managers?

5

Competency groups

• Thought leadership

• Interpersonal abilities and communications

• Personal leadership

• Team leadership

• Achieving results

• Personal characteristics

6

Leaders or managers? 1 of 3

Leaders

• Visionary

• Collaborator

• Salesperson

• Negotiator

7

Leaders or managers? 2 of 3

Managers

• Captain

• Analyst

• Conductor

• Controller

8

Leaders or managers? 3 of 3

Why managers fail

9

• People management and project management

• Relationships

• Integrity

• Communication

• Decision making

• Ethics

10

Why managers fail

How managers succeed

11

• Be aware and prepared

• Be coachable

• Have clarity of direction

• Communicate often

• Develop your own relationships

• Treat everyone as a VIP

• Welcome feedback

• Leave on your own terms

12

How managers succeed

Self-control

13

• Definition

• Capacity for self-control

• Power of the manager

• Abusive management

• Goals for abused subordinates

• Hostility and aggression

• Ingredients to facilitate people’s ability to control impulses

14

Self-control

Employee state paranoia

15

• What is paranoia?

• Arousal and cognition

• Safety behaviours and suspicion behaviours

• Individual, contextual and relational factors

16

Employee state paranoia

Manage by borrowing from innovative organizations

17

• Observe and apply

• Extract the central idea

• Types of deviant

• Evaluate and import

18

Manage by borrowing from innovative organizations

Be a manager with common sense

19

• Managers who have common sense don’t overload their brains with useless information

• Managers who have common sense know when to hold and when to fold

• Managers who have common sense are quick to recognize other people who don’t have it

20

Be a manager with common sense 1 of 3

• Managers who have common sense know how things work

• Managers who have common sense know how to deal with people

• Managers who have common sense are leery about what other people think they know

21

Be a manager with common sense 2 of 3

• Managers who have common sense are naturally creative

• Managers who have common sense experience a work-life balance

• Managers who have common sense trust their intuition

• Managers who have common sense get things right from the start 22

Be a manager with common sense 3 of 3

Getting money; budget negotiations

23

Questions to answer

• Why is the money needed? Why now?

• Why is your request urgent, unique and important?

• Why are you the person asking?

• Why are particular prospects being asked?

• Why should they care?

24

Getting money; budget negotiations 1 of 3

Questions to answer(cont.)

• What might the contributor expect in return?

• What will happen if you don’t get the money requested?

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Getting money; budget negotiations 2 of 3

Secrets to successful solicitation

• Choose the right prospects

• Develop a clear, concise and convincing case

• Build on existing connections and relationships

• Show tangible results where possible

• Use stories to make your point

26

Getting money; budget negotiations 3 of 3

Measures to promote a culture of vitality and

learning

27

• Provide decision-making discretion

• Share information about the organization and its strategy

• Minimize incivility

• Offer performance feedback

28

Measures to promote a culture of vitality and learning

REACH to manage your remote team

29

• Responsiveness

• Empathy

• Accountability

• Connection

• Help

30

REACH to manage your remote team

What not to say to a subordinate

31

• “There’s nothing I can do”

• “It’s always been that way”

• “No one else is complaining”

• “If you don’t like it, find another place to work”

32

What not to say to a subordinate

Questions to ask oneself

33

• Am I solving problems by making this statement?

• Am I respecting my employee as someone to be valued?

• Am I representing myself as someone who is open and approachable?

• Do I sound defensive or self- righteous?

• Am I empowering this employee to take an active or a passive role? 34

Questions to ask oneself

Behaviours of a conscious victim

35

• Artful dodger

• Fails to deliver

• Hides out

• Self-justifies

• Great pretender

• Is defensive

• Enrols others

36

Behaviours of a conscious victim

Lessening the impact of employee rivalries

37

• Collect data

• Be willing to separate rival employees to reduce tension

• Know your limits

• Don’t strive for perfect fairness

• Conduct an honest self-appraisal of favouritism

38

Lessening the impact of employee rivalries

Tackling pollution within your department

39

• Inspect your environment

• Check job inputs for signs of contamination

• Detect actions that poison subordinate aspirations

• Inspect your environment for contamination

• Imbalanced workload

40

Tackling pollution within your department 1 of 2

• High traffic areas

• Cramped working conditions

• Identify corrupt tactics that disrupt teamwork

• Inadequate tools and training to do the job

• Noise pollution

41

Tackling pollution within your department 2 of 2

Ways to manage uncertainty

42

• Develop a more global perspective

• Learn a foreign language (and as much of the culture that goes along with the language as possible)

• Build a honeycomb network of intergenerational relationships throughout your organization and beyond 43

Ways to manage uncertainty 1 of 4

• Follow what others in your field are doing, thinking and planning

• Force yourself to think and plan long range

• Get comfortable with information overload

• Figure out a comfortable way for you to stay current on technology

44

Ways to manage uncertainty 2 of 4

• Assemble your own personal posse of supporters and advisors to help you manage change and navigate the uncertainties of a volatile marketplace

• Find a savvy mid-career mentor to help you make the transition to tomorrow

45

Ways to manage uncertainty 3 of 4

• Use objective-setting to achieve the measures listed, plot a career of continuous growth and become the leader you want to be for the future

46

Ways to manage uncertainty 4 of 4

Avoid accountability killers

47

• Showing up late

• Saying you’ll do it…and then not doing it

• Being offended by the truth

• Covering up mistakes

• Blaming others

• Asking others to cover for you

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Avoid accountability killers 1 of 2

• Not offering an explanation for bad behaviour…

• …or trying to justify it with a bad one

• Stealing someone else’s thunder

• Failing to take or give feedback

• Forcing others to remind you to act

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Avoid accountability killers 2 of 2

Conclusion, summary and questions

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Conclusion, summary and questions

Conclusion

Summary

Videos

Questions

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