slide 1 d1.hml.cl10.03 d2.trm.cl9.06. lead and manage people this unit comprises three elements: 1....

LEAD AND MANAGE PEOPLED1.HML.CL10.03

D2.TRM.CL9.06

Lead and manage people

This Unit comprises three elements:

1. Model high standards of performance and behaviour

2. Develop team commitment and cooperation

3. Manage team performance

Slide 2

Assessment

Assessment for this unit may include:

Oral questions

Written questions

Work projects

Workplace observation of practical skills

Practical exercises

Formal report from employer/supervisor

Slide 3

Element 1 – Model high standards of performance and behaviourPerformance Criteria for this Element are:

Make individual performance a positive role model to team

Show support for and commitment to enterprise goals in day-to-day work performance

Treat people with integrity, respect and empathy.

Slide 4

Make individual performance a positive role model to teamIt is important to note:

Managers achieve results through the efforts of others

The model they provide is a major indicator of a manager’s success

Staff tend to reflect/duplicate what the manager does

Being a good/positive role model involves ‘walking the talk’

Slide 5

Make individual performance a positive role model to teamWorkplace teams:

Two or more people coming together to achieve nominated goals

May be ‘project-based’ or permanent/ongoing

Have become very popular in recent management theory

Slide 6

Make individual performance a positive role model to teamWhy do businesses use teams?

They create esprit de corps

They enable strategic management thinking

They speed up decision making

They facilitate workplace diversity

They increase performance and productivity

Slide 7

Make individual performance a positive role model to teamTeams may be classified as:

Formal teams:

• ‘Vertical’ or ‘horizontal’

• ‘Task force’ or ‘committee’

Self-directed teams

Slide 8

Make individual performance a positive role model to teamWork team size:

Can vary between seven to twelve

Seven is a good number

Small teams have more agreement

Large teams have more talent/experience but increased potential for conflict and reduced opportunity for engagement of members

Slide 9

Make individual performance a positive role model to teamWork team roles – there is a dual need:

‘Task specialist’ role

‘Socio-emotional’ role

Slide 10

Make individual performance a positive role model to teamOther characteristics of effective teams:

Clear goals

Relevant skills

(Continued)

Slide 11


Mutual trust

Unified commitment

(Continued)

Slide 12


Good communication

Negotiation skills

(Continued)

Slide 13


Appropriate leadership

Internal and external support

Slide 14

Make individual performance a positive role model to teamManagers as role models:

All managers are role models – even if they do not intend to be

Staff observe them and listen to then and the manager’s actions will always have a major influence of how staff behave

Slide 15

Make individual performance a positive role model to teamManagers must manage themselves:

Know their job and the responsibilities

Planning work to be done

Managing their time efficiently and effectively

Managing their own stress

Slide 16

Make individual performance a positive role model to teamTo be a good workplace leader:

Have the trust of staff – and trust them

Show respect for the staff

Be able to motivate workers

Be passionate and committed to work

(Continued)

Slide 17

Make individual performance a positive role model to team Be able and prepared to

delegate

Clearly know the goals and objectives of the business and the department

Help others achieve their goals

Communicate often and effectively

Share information, concerns and praise

Slide 18

Make individual performance a positive role model to teamTips for effective time management:

Prioritise what needs to be done

Develop SOPs to deal with common situations and predictable requirements

Delegate certain management tasks to others

(Continued)

Slide 19

Make individual performance a positive role model to team Break work to be down

into component elements/sub-parts so they can be done ‘a bit at a time’

Use prevention rather than cure – by addressing small issues before they become big problems

Group all similar activities together to be done at the same time

(Continued) Slide 20


Develop the ability to make on-the-spot decisions

Become comfortable with saying ‘No’ to people

Come in to work at least 30 minutes early

Slide 21

Make individual performance a positive role model to teamLeaders:

Influence others and have managerial authority

May be appointed by, or emerge from, a group

Have lots of personal power and the ability to promote vision, creativity and change within an organisation

Slide 22

Make individual performance a positive role model to teamMore useful points to note:

Managers are appointed and have ‘legitimate’ power bestowed on them by the business

Managers must promote stability and order

Managers are problem solvers

Managers must be leaders but not all leaders can be managers

Slide 23


Qualities of ‘Leaders’ may be seen as soul-related – being:

Visionary and passionate

Creative and flexible

Inspiring and innovative

Courageous

Slide 24


Qualities of ‘Managers’ may be seen as mind-related – being:

Rational and consulting

Persistent and problem-solving

Tough-minded and analytical

Structured

Slide 25

Make individual performance a positive role model to teamPower is a major source of difference between managers and leaders:

Power = the potential to affect the behaviour of others

‘Position’ power comes from the organisation giving them power to reward or punish staff to influence their behaviour

Slide 26


Examples of ‘position’ power:

Legitimate power

Reward power

Coercive power

Slide 27

Make individual performance a positive role model to teamBy comparison, ‘personal’ power comes from inside the person via:

Expertise/expert power – their skills, knowledge or experience

Personality/referent power – their personal characteristics which command respect and admiration

Slide 28

Make individual performance a positive role model to teamTips for a successful management career:

Demonstrate loads of competence

Embrace lots of responsibilities – look for extra responsibility

Make meaningful contributions

(Continued)

Slide 29


Learn to adapt – the workplace is always dynamic

Make a commitment – do things rather than talk about doing them

Continue to learn – no-one ever knows it all

(Continued)

Slide 30

Make individual performance a positive role model to team Prioritise loyalties –

demonstrate work is important

Choose every job/position with great care

Always do good work – whatever the job, whatever the position, whatever the business

(Continued)

Slide 31

Make individual performance a positive role model to team Present the right image –

someone is always watching

Learn the power structure within the business

Gain control of the resources within the business

(Continued)

Slide 32

Make individual performance a positive role model to team Stay visible – stay on

people’s radar

Do not stay ‘too long’ in the same job

Find a mentor

(Continued)

Slide 33


Support the boss

Think laterally

Slide 34

Show support for and commitment to enterprise goals in daily work

It is vital managers understand:

Their actions and what they are say are always on show

They are in a position to influence how others (staff) act

Staff will make judgements about what the manager likes and dislikes by what they see the manager do and what they hear the manager say

Slide 35

Show support for and commitment to enterprise goals in daily workWays to show support for and commitment to organisational goals in day-to-day work:

Verbally state the support given

Explain initiatives to team members

Do not make negative comments about senior management or the business

Provide required resources and training to staff

(Continued)

Slide 36


Set work targets

Monitor action taken on goals and targets

Check levels of staff compliance

Communicate regularly and effectively with teams

(Continued)

Slide 37


Set agenda ‘standing’ items for each enterprise goal at all team meetings

Remind teams about important goals on a regular basis on other occasions

Celebrate success

Slide 38

Treat people with integrity, respect and empathyTreating staff with integrity means:

Being honest with them

Telling the truth

Being sincere

Only promising what can actually be delivered

Not taking credit for what others do

Slide 39

Treat people with integrity, respect and empathyTreating staff with respect means:

Appreciating their work

Acknowledging effort

Allowing individuals to be different

Talking and dealing with them in an appropriate manner

Slide 40

Treat people with integrity, respect and empathyManagers must also be empathetic:

They need to see things through the eyes of staff

They must treat individuals differently realising their unique nature, needs and wants

Staff will help the organisation get what it wants if they get what they want from the work they do and the environment they are working in

Slide 41

Treat people with integrity, respect and empathyManagers also be fair with employees:

They must not ‘play favourites’

They must share the good and the bad aspects of work

It is important to use communication to make sure everyone knows what everyone else is doing

Slide 42

Treat people with integrity, respect and empathyManagers also need to be consistent in the way they interact with staff – in order to:

Be seen as predictable in their reactions/responses

Deliver uniformity of behaviour/action

Slide 43

Treat people with integrity, respect and empathyFailure to treat staff properly may result in:

Minimal compliance, commitment and effort

Intentional ‘misunderstandings’ about what is required

Workplace sabotage

Higher levels of theft, absenteeism and staff turnover

Failure by staff to notify management about important issues

Slide 44

Treat people with integrity, respect and empathyIt is important for managers to understand:

Others (such as senior management/owners) judge them by the way they treat their staff

They have very little power or influence if workers decide not to cooperate

They are (essentially) reliant and dependent on their staff

Slide 45

Element 2 – Develop team commitment and cooperationPerformance Criteria for this Element are:

Develop and clearly communicate plans and objectives in consultation with the team

Make plans and objectives consistent with enterprise goals

Communicate expectations, roles and responsibilities in a way that encourages individuals/teams to take responsibility for their work

(Continued)

Slide 46

Element 2 – Develop team commitment and cooperation Encourage teams and individuals to

develop innovative approaches to work

Identify, encourage, value and recognise and reward team members

Model and encourage open and supportive communication styles within the team

Seek and share information from the wider community with the team

Represent team interests appropriately to the wider environment

Slide 47

Develop and communicate plans and objectivesPlanning:

Integrates and coordinates effort

Gives direction

Reduces negative impact of change

Minimises waste and duplication of effort

(Continued)

Slide 48

Develop and communicate plans and objectives Reduces levels of

uncertainty

Concentrates focus on specific targets

Enables (‘forces’) rationalisation of decisions which are made

Sets performance standards

Motivates staff

Slide 49

Develop and communicate plans and objectivesPlanning can address:

Broad and complex company mission, objectives and strategies

Single tasks – including action as well as monitoring and evaluation

Short-term issues, mid-term issues or long-term issues

Slide 50

Develop and communicate plans and objectivesPlans are often prepared for the following:

Sales targets

Performance targets for projects

Increased productivity

Achieving goals/KPIs

(Continued)

Slide 51

Develop and communicate plans and objectives Organisational strategies

Operational activities

Task management

Contingency management

Slide 52

Develop and communicate plans and objectivesPlan must be in writing in order to:

Provide a constant reference point

Facilitate sharing of the plan with others

Allows people to give more informed feedback

Slide 53

Develop and communicate plans and objectivesIn relation to preparing plans:

Many businesses use pro forma documents

It is useful/advisable to view plans made by others before preparing own plans

Slide 54

Develop and communicate plans and objectivesPlans traditionally will cover:

Basic information

Details of action to be taken

Resources available

Allocation of work

Timelines

Slide 55

Develop and communicate plans and objectivesPlans need to be shared with:

Those on whom they impact

Those with nominated responsibilities under the plans

Other managers

Senior management

Administration

Slide 56

Develop and communicate plans and objectives

Sharing plans may include:

Holding staff meeting/s

Talking about them at briefing/s

Putting a notice on staff notice board

Emailing copies to staff

Handing out hard copies

Slide 57

Develop and communicate plans and objectives

A face-to-face presentation is the preferred way of communicating plans as it enables:

Full explanation of all aspects

Rationale for the plan to be given

Information about what will happen if plan is not achieved/implemented

Context to be provided

Questions to be answered

Slide 58

Make plans and objectives consistent with enterprise goalsPlans must:

Align with Mission Statement

Support Vision Statement

Reflect Value Statement

Accord with strategic plans

Maintain required business image

Maintain necessary market position

Slide 59

Make plans and objectives consistent with enterprise goalsImportant to understand:

Goal = the objective/expected outcome

Strategy = what will be done to achieve the goal

Tactic = a technique to be used within a strategy

Slide 60

Make plans and objectives consistent with enterprise goalsBetter goals can be written using SMARTER:

S = Specific

M = Measurable

A = Assignable

R = Realistic

T = Trackable

E = Evaluated

R = Reviewed

Slide 61

Make plans and objectives consistent with enterprise goalsFormal planning occurs at three levels:

The strategic level

The tactical (divisional) level

The operational (departmental) level

Slide 62

Make plans and objectives consistent with enterprise goalsIn relation to performance/operational plans:

They may be daily or longer

Consistent trade usually means less need for regular development of plans

Most are ‘single use’

Review of plans is usually just ‘fine tuning’.

Slide 63

Communicate expectations, roles and responsibilitiesCommunication options:

Job descriptions/PDs

Inductions and orientations

Team/departmental meetings

Slide 64

Communicate expectations, roles and responsibilitiesLeadership styles can impact communication:

Autocratic leaders:

• Centralise authority

• Rely on legitimate reward and coercive power

Democratic leaders:

• Delegate authority

• Encourage participation

• Rely on expert and referent power

Slide 65

Communicate expectations, roles and responsibilities

‘Charismatic’ leaders – key characteristics:

Self confidence

Vision

Ability to articulate their vision

Strong convictions about their vision

Behaviour which is out of the ordinary

Appearance as a change agent

Environment sensitivity

Slide 66


Leaders may be also seen as:

Transactional leaders

Transformational leaders

Slide 67

Communicate expectations, roles and responsibilitiesCommunication regarding workplace expectations, roles and responsibilities should:

Be clear and unambiguous

Use workplace/work-based examples

Slide 68


Topics to be covered in communication include:

Nature/scope of work to be done

Relationships with others in the workplace

Independent areas of activity

Roles of leaders/managers

Communication channels and methods

Reporting requirements Slide 69

Encourage innovative approaches to workEncouraging innovation and staff input:

Must be actively pursued by managers

Demonstrates managers see staff as intelligent people with ideas to contribute

Shows staff they are regarded as valuable assets to the business

Slide 70

Encourage innovative approaches to workStaff must be encouraged to be innovative and contribute ideas in relation to:

Organisational policies – which guide/direct activities

Practices/SOPs

Slide 71

Encourage innovative approaches to workStaff need to be encouraged to be innovative because they are the best ones to have ideas on:

How to operate and work more effectively and efficiently

How to work more safely

How to obtain/produce better quality

How to operate less expensively

How to generate a workplace ‘point of difference’

Slide 72

Encourage innovative approaches to workWays to encourage innovation:

Ask for ideas

Describe criteria which needs to be met

Have an ‘open door’ policy

Share ideas

(Continued)

Slide 73

Encourage innovative approaches to work Be ready to test/trial new

ideas

Talk about innovation regularly

Create teams to support innovation

Source ideas from non-traditional places

(Continued)

Slide 74

Encourage innovative approaches to work Creative a supportive culture

Reward people

Thank people

Explain why rejected ideas were not adopted

Give people credit for their work/contributions

Train staff in ‘creative thinking’

Slide 75

Identify, encourage, value and recognise and reward teamReward team input must address:

Successful contributions

Suggestions and/or effort which did not achieve anything tangible

Slide 76

Identify, encourage, value and recognise and reward team

Examples of rewards and recognition:

Informal acknowledgement

Formal acknowledgement

Presentation of internal award

Written report to management

Use of incentive initiatives

Slide 77

Model and encourage open and supportive communication styles

Team processes include dynamics which change over time and can be influenced by team leaders – they include:

Stages of team development

Team cohesiveness

Team norms

Slide 78


Stages of team development:

Forming

Storming

Norming

Performing

Adjourning

Slide 79

Model and encourage open and supportive communication stylesTeam cohesiveness – teams are cohesive if there is:

Team interaction

Shared goals

Personal attractionto the team

Slide 80

Model and encourage open and supportive communication stylesNorms = acceptable standards of behaviour - they:

Identify team values

Clarify role expectations

Facilitate team survival

Govern day-to-day behaviour

Apply to output and performance

Slide 81

Model and encourage open and supportive communication stylesWays to create a supportive environment:

Invite team members to question what is said

Do not ‘shoot the messenger’

Create an environment where it is OK to make mistakes

(Continued)

Slide 82

Model and encourage open and supportive communication styles ‘Walk the talk’

Admit personal mistakes

Offer help and advice

Put problems/issues in perspective

Slide 83


Communication options:

Individual one-on-one talks

Formal, group meetings

Non-verbal communication

Written communication

Slide 84

Seek and share information from the wider environment with teamInformation from wider community may include:

Overall enterprise objectives

Rationale for management decisions

Changes in enterprise policies

Marketing information and targets

(Continued)

Slide 85

Seek and share information from the wider environment with team Business performance

information

Technology updates

Plans for new equipment

Training developments

Slide 86

Seek and share information from the wider environment with team

Information from the ‘wider community’ may comprise information:

From higher-level management/The Board

From other departments in the business

From market research undertaken by the organisation

(Continued)

Slide 87

Seek and share information from the wider environment with team From internal administration

From customers/guests

From the competition/the opposition

From industry events

Slide 88

Seek and share information from the wider environment with team

Reasons managers need to share information with team:

Demonstrates commitment to the team

Indicates willingness to help

Shows faith in team ability

Assists goal achievement

Demonstrates involvement

Supports organisational work

Gives a better context for decision making and action Slide 89

Seek and share information from the wider environment with teamStandard ways to share information with teams:

Discussing matters face-to-face

Using hard copy handouts

Sending emails

Posting notices on staff notice board

Making entries in ‘Communications Book’

Slide 90

Represent team interests appropriately in the wider environment

Manager’s position must be to support the Boss … but:

A balance should be sought characterised by balance and harmony

The approach must never be to generate a ‘them’ and ‘us’ position between management and the team/s

Slide 91


Always strive for ‘win-win’ outcomes – which can occur:

When there are requests by staff for training

Where staff suggest product/service-related initiatives

(Continued)

Slide 92


When teams report faulty/unsafe equipment

Where requests are made for more/extra or different staff

If a suggestion is received for a media release to be prepared

Slide 93


It is essential to prepare negotiations when representing team interests and managers must be able to show:

Real benefits of the idea, request or suggestion

Cost of the proposal

Source of funds

Slide 94


Presentation must also include a strategy including:

Those to whom presentation needs to be made

Venue and style of presentation

Time and date

Possible objections

Responses to identified objections

Slide 95

Element 3 – Manage team performancePerformance Criteria for this Element are:

Assess the skills of team members and provide opportunities for individual development

Monitor team performance to ensure progress towards achievement of goals

Delegate tasks and responsibilities appropriately

Provide mentoring and coaching support to team members

Recognise and reward team achievements Slide 96

Assess the skills of team members and provide opportunities for PDAreas to assess:

Skills

Knowledge

Attitude

Slide 97

Assess the skills of team members and provide opportunities for PDNot all staff want to be given a chance to develop:

Some are happy with where they are and what they have got

It can be unwise to ‘force’ some staff into PD

Slide 98

Assess the skills of team members and provide opportunities for PD‘Training gap’:

Difference, for each person, between what the organisation requires them to do, and what it is they can actually do

Should form the basis for training/PD

Slide 99

Assess the skills of team members and provide opportunities for PDMotivation – key in:

Making training effective

Improving staff morale

Raising team cohesion

Slide 100

Assess the skills of team members and provide opportunities for PD

Motivation = a driver to do/refrain from doing something.

May be:

• ‘Economic’ reward

• ‘Non-economic’ reward.

Slide 101


Contemporary approaches to motivation:

Content theories

Process theories

Reinforcement theory

Slide 102

Assess the skills of team members and provide opportunities for PDContent theories – emphasise the needs that motivate people as identified by:

The hierarchy of needs theory (Maslow and ERG)

The motivation hygiene theories (Herzberg)

Acquired needs theory (McClelland)

Slide 103

Assess the skills of team members and provide opportunities for PDProcess theories – provide an understanding of why people choose to behave in a certain way and the reasons for reacting the way they do.

They include:

Expectancy theory

Equity theory

Slide 104

Assess the skills of team members and provide opportunities for PDReinforcement theory – looks at relationship between behaviour and consequences:

Focus is on changing behaviour through use of rewards and punishments

Ignores factors such as goals, expectations and needs

Emphasis is on what happens after the behaviour has occurred

Slide 105


More modern motivational programs focus on:

Empowerment

Management of a diversified workforce

Slide 106

Assess the skills of team members and provide opportunities for PDGuidelines for motivating staff:

Recognise individual difference

Match people to jobs

Use goals

Ensure goals are seen as attainable

(Continued)

Slide 107

Assess the skills of team members and provide opportunities for PD Individualise rewards

Link rewards to performance

Check system for equity

Do not ignore money as a motivator

Ensure value in the eyes of recipient

Slide 108

Assess the skills of team members and provide opportunities for PDJob design may operate/be used as motivation:

Job simplification

Job rotation

Job enlargement

Job enrichment

Job characteristics model

Slide 109

Assess the skills of team members and provide opportunities for PDOpportunities for workplace PD:

Training

Change in job responsibilities

Opportunity for more autonomy or responsibility

Promotion

(Continued)

Slide 110


Chance to perform at a higher-level position

Mentoring another person

Leading training

Being sent to an event/conference

Slide 111

Monitor team performance to ensure progress towards goals

It is important to monitor team performance to:

Allow evaluation of plans

Demonstrate involvement with workplace activities

Show interest

(Continued)

Slide 112

Monitor team performance to ensure progress towards goals Identify issues requiring

attention

Identify need for assistance

Provide basis for future action

Gain evidence to use for reward and recognition

Slide 113

Monitor team performance to ensure progress towards goalsWays to monitor – use a variety of approaches:

Observe/watch staff

Talk to customers

Talk to team members

Talk to other managers

(Continued)

Slide 114

Monitor team performance to ensure progress towards goals Analyse plans

Monitor budgets – expenses and sales

Inspect the workplace

Slide 115

Monitor team performance to ensure progress towards goalsConflict in teams refers to:

Disagreement between two parties

Perceived and incompatible differences resulting in opposition

Slide 116

Monitor team performance to ensure progress towards goalsTraditional view of conflict was it:

Was bad for the team/organisation

Would always generate a negative impact/outcome

Was best avoided

It is now seen as ‘inevitable’ and ‘necessary’.

Slide 117

Monitor team performance to ensure progress towards goalsMain causes of conflict:

Communication differences

Structural differences

Personal differences

Slide 118

Monitor team performance to ensure progress towards goalsCommunication differences:

May result from individual perception, misunderstanding or noise in the communication channel

May mask other root causes – different goals, personality clashes, differing value systems

Slide 119

Monitor team performance to ensure progress towards goalsStructural differences:

May cause problems of vertical or horizontal integration within the organisation

Caused by issues relating to the structure of the business

May result from people pursuing different goals, or because of unfair work ‘boundaries’

Slide 120

Monitor team performance to ensure progress towards goalsPersonal differences:

May be caused by individual personal values, culture, background

Can be a ‘personality’ issue

Could occur due to correct or incorrect assumptions or perceptions

Slide 121


Five main ways to handle conflict:

Avoidance

Accommodation

Forcing

Compromise

Cooperation

Slide 122

Monitor team performance to ensure progress towards goalsOther potentially useful conflict resolution techniques:

Setting subordinate goals

Bargaining/negotiating

Providing mediation

(Continued)

Slide 123


Providing clear/well-defined tasks

Facilitating communication

Attention should always be paid to intentionally stimulating intention (controlled) conflict to refresh and re-generate the team and the organisation.

Slide 124

Delegate tasks and responsibilities appropriately

‘Delegation’ can have two meanings for a manager:

Allocating work as part of the planning process

Giving some of the management tasks to staff

Slide 125

Delegate tasks and responsibilities appropriatelyWhen ‘allocating’ work as part of the planning process:

Be clear about what needs to be done

Explain why tasks need to be done

Notify staff in a timely manner

Provide necessary instructions

(Continued)

Slide 126

Delegate tasks and responsibilities appropriately Providing training or

demonstration

Check if employee has questions

Check for understanding of what needs to be done

Give positive feedback

Slide 127

Delegate tasks and responsibilities appropriatelyProblems when delegating often occur in relation to:

Age differences

Differences in experience

Gender differences

Slide 128

Delegate tasks and responsibilities appropriatelyBenefits of delegating management activities to team:

Frees up manager for other work

Gives team managerial experience

Promotes a team approach through sharing

Supports career development/ advancement

Slide 129

Delegate tasks and responsibilities appropriatelyWhen delegating management tasks to team:

Only delegate to those who want it

Delegate interesting and varied work

Ensure tasks are suitable and achievable

(Continued)

Slide 130

Delegate tasks and responsibilities appropriately Provide support and training

Inform others of the delegation

Review progress at given times

Be available for questions/help

Slide 131

Provide mentoring and coaching to support team membersMentoring:

Where a more experienced person supports and encourages a less experienced person

Person providing support = mentor

Person receiving support = mentee

Focus is on personal development, growth, self-reflection and learning from the experience of others

Slide 132

Provide mentoring and coaching to support team members

Mentoring is a one-on-one activity with the two people meeting:

In private

At regular, pre-arranged times

Whenever the mentee wants a meeting

Slide 133

Provide mentoring and coaching to support team membersMentoring:

Usually embraces transfer of workplace culture, mores and norms

Passes on contextual information which gives other knowledge its fuller/fullest sense and meaning

Enables the mentee to gain immediate input to a problem/situation they are facing

(Continued)

Slide 134


Features discussion as its primary tool

Supports/encourages mentee to arrive at their own decisions/conclusions

Managers often do not make good mentors for their own staff.

Slide 135

Provide mentoring and coaching to support team membersCoaching:

Semi-formal method of on-the-job training

Needs to be highly organised

Will feature use of a ‘coaching plan’

Slide 136

Provide mentoring and coaching to support team membersCoaching should always take into account:

Agreement from learner about need for training

Availability of staff to be coached

Availability of suitable space and resources

Maintenance of required service levels/standards

Slide 137


Coaching often used to teach:

A new skills

How to operate equipment

About new products

A new SOP

About new compliance requirements

Slide 138

Recognise and reward team achievementsReward and recognition:

May be applied to individual staff/team members or entire teams

May acknowledge outcomes, effort or (even) participation

Slide 139

Recognise and reward team achievementsRecognition and reward may feature:

Informal acknowledgement – one-on-one

Formal acknowledgement – in front of peers

Presentation of an award

(Continued)

Slide 140

Recognise and reward team achievements Written report to management

Incentive initiatives

Slide 141

Recognise and reward team achievementsImportant points to note:

Reward/recognition must be earned

Reward/recognition must have value for recipient

Reward/recognition should be celebrated

Slide 142

slide 1 d1.hml.cl10.03 d2.trm.cl9.06. lead and manage people this unit comprises three elements: 1....

Documents

team performance slide

individual performance

employersupervisor slide

productivity slide

talk slide

team teams

goodpositive role model

team managers