One day training course in the Midlands for the managers and directors of a precision engineering business.

1. Management in 2010 by Fluid January 2010

2. Contents 3-4 Introduction to Fluid 5-6 Managing your boss 7-8 Move into management 9-10 Managing change 11-12 Managing expectations 13-14 Exercise A 15-16 Management fads 17-18 Using comedy 19-20 Management development 21-23 Leader or manager? 24-25 Exercise B 26-28Evidence-based management 29-30 Managing more effectively 31-32 Challenging negative beliefs 33-34 Power of persuasion 35-36 Communicating with line managers 37-38 Key to good talent management 39-40 Improving your listening 41-44 Managing the stress of others 45-46 Cope with management derailment 47-48 Case studies 49-50 Exercise C 51-52 Conclusion and questions

3. Page 3 Introduction

5. Selection- Attraction - Remuneration & Reward - Outplacement - Training & HR consultancy

6. Page 5 Managing your boss

8. Don’t let yourself be bullied

9. Evaluate your boss’s psyche

10. Work less

11. Make your move

12. Plan

13. Build your relationship

14. Make your boss look good

15. Prove you can do your manager’s job

18. Tell your boss

19. Try before you apply

20. Meetings are work

21. Ditch your workmates

22. Don’t expect love

23. Believe the corporate dream

24. Network with other managers

25. Keep learning

28. Have a clear, shared vision

29. Plan for the long term

30. Involve your key communicators

31. Explain as early as possible

32. Reduce the fear factor

33. Participation and involvement are crucial

34. Identify the resources you need before you proceed

35. Keep employees happy and motivated

38. No crystal ball? Try email

39. Look on the dark side

40. Beware of changing goalposts

41. I’m not that great, really

42. Don’t keep problems a secret

43. Know your boss

44. Expectations cut both ways

45. Being new

47. Page 14 Exercise A

48. Page 15 Management fads

50. Blue-Sky management

51. Amnesic management

52. Anecdotal management

53. Doppler-Effect management

54. Email management

55. PA management

56. Personal Development management

57. Reorganisation management

58. Secrecy management

59. Total obedience managementManagement fads

60. Page 17 Using comedy

62. Less is more

63. Confidence

64. Responsibility

67. Performance improved if management development was designed to address managers’ abilities and competencies, motivation and potential to address business needs

68. Significantly greater employee engagement, a higher organisation performance and greater productivity resulted if organisations had initially reported a high degree of employer responsibility for manager developmentManagement development

69. Page 21 Leader or manager?

71. Visionary

72. Passionate

73. Creative

74. Flexible

75. Inspiring

76. Innovative

77. Courageous

78. Imaginative

79. Experimental

80. Independent

81. One who shares knowledgeLeader or manager? 1 of 2

83. Rational

84. Consulting

85. Persistent

86. Problem-solving

87. Tough-minded

88. Analytical

89. Structured

90. Deliberative

91. Authoritative

92. Stabilising

93. One who centralises knowledgeLeader or manager? 2 of 2

94. Page 24 Exercise B

95. Page 25 Exercise B

96. Page 26 Evidence-based management

98. Example-ABSENCE

99. Do I know exactly what the absence level is?

100. Has the absence level changed?

101. What is likely to happen to the absence level over time?

102. How does the absence level compare with norms for my sector?

103. Do I know the positions and locations of those who are absent?

104. What is the problem with the level of absence? Does it matter and in what ways?

105. What internal, organisational evidence do I have for the causes of absence?

106. How good do I think this evidence is?Evidence-based management 1 of 2

108. How good is this evidence and can I apply it?

109. What other causes of absence might there be here?

110. If the absence level is high, what is the external evidence from research about the effectiveness of interventions to reduce o manage absence?

111. Is the absence level so high that it requires an intervention?

112. Will the benefits of interventions outweigh the costs?

113. How well do I think these interventions might work in my situation?

114. Might they have unintended negative consequences?

115. How will I evaluate the effects of interventions?Evidence-based management 2 of 2

116. Page 29 Managing more effectively

118. Ensure you get the basics right before moving on to more challenging tasks

119. Spend time measuring and evaluating your activity and its impact

120. Delegate where you can and make time to understand how systems can improve efficiency and processes

121. Network and learn from others on how they prioritise and manage their workloadsManaging more effectively

122. Page 31 Challenging negative beliefs

124. Magnification and minimisation

125. Overgeneralising

126. Jumping to conclusions

127. Catastrophising

128. Challenging beliefsChallenging negative beliefs

129. Page 33 Power of persuasion

131. Having something in common with the person you’re trying to persuade gives you an advantage

132. Raising or lowering anchor points is a useful technique

133. Once someone has agreed a deal they are unlikely to go back on it, even if the terms of that deal changePower of persuasion

134. Page 35 Communicating with line managers

136. Choose your moment to communicate with them

137. Gather data and use it as evidence to support your case

138. Focus your organisation on people priorities by including them in personal objectives

139. Give managers the tools they need to make processes work properly

140. Target the ‘resistors’ and offer individual coachingCommunicating with line managers

141. Page 37 Key to good talent management

143. Take into account not only your high potentials but also your high professionals-they make the organisation work.

144. The faster you can show success, the greater the acceptance and momentum

147. ‘Soft focus’ your eyes to take in the whole scene rather than looking into the eyes of the other person

148. Give them time-don’t be impatient

149. Set your personal agenda aside, even temporarily

150. Visualise

151. Believe what the other person is saying

152. Repeat back some of the words or phrases used

153. Take notes if appropriate

154. Turn your internal commentator on or offImproving your listening

155. Page 41 Managing the stress of others

157. Regularly discuss their work pressures with them

158. Allow flexible working

159. Help them understand how to manage their own stress

160. Give discretionary time off

161. Recommend external sources of professional help

163. Being able to clarify the factors that may lead to stress for individual direct reports

164. Skills in discussing issues that lead to stress with direct reports

165. Understanding why people react in the ways they do

167. Respect and responsibility

168. Managing and communicating existing and future work

169. Managing the individual in the team

172. Pre-empt disruptive behaviour

173. Facilitate communication

174. Offer feedback

175. Don’t ignore the derailer’s colleaguesCope with management derailment

176. Page 47 Case studies

177. Page 48 Case studies

178. Page 49 Exercise C

179. Page 50 Exercise C

180. Page 51 Conclusion & Questions

181. Page 52 Conclusion Summary Questions