THis is a sample of the Core Management SKills Programme slides offered by Learningcogs.com.

1. Core Management Skills

2. This is about half of the slides from the Learning Cogs Core Management Skills Programmewhich you can purchase at Learningcogs.net

3. Overall objective Enable participants to improve their leadership skills and achieve more effective results as a Manager.

4. Experiential Learning Cycle Something happens:- An interaction/ A work goal/ I don’t get a result I want etc. I reflect on the experience – How do I feel/ Why did I react that way? I experiment with new behaviour:- What do I need to change/do differently or continue doing etc. I draw conclusions:-What conclusions can I draw from that? What rules/beliefs/assumptions does it challenge about me, others, the world?

5. EI : 2 Basic principles + _

6. Some examples

7. Flourishing mode, exploring, learning, creating, rational, mature self High road Emotional brain Low road Fight/ flight mode, Fight, flight, freeze, flock 2 Brain modes

8. Emotional Self Awareness Social Influence Emotional Literacy Emotional Intelligence Emotional Self Expression Emotional Control Empathy & Social Awareness

9. Prefers a fast pace D I Tends to focus on data & tasks Tends to focus on people & relationships S C Prefers a slower, steady pace

11. Seeks to be in authority or control

12. Are driven & ambitious

13. Can think their way is best

14. May be insensitive to others

15. May sometimes be too forceful or

16. impatient

17. Focuses on tasks

20. Supportive

21. Pragmatic

22. Harmony seeking

23. Warm and empathetic

24. Can be too easy going

25. Reactive rather than proactive

26. Loyal and trusting

28. Planning & Time Management

29. 2. Set Clear Goals 3. Chunk Goals into Tasks 6. Focus & Execute 1. Clarify Your Priorities 4. Schedule Tasks 5. Use Task Lists

30. Decide what your priorities areand how much time you'll spend on them. If you don't, someone else will.

31. Brainstorm: What are the top 5 or 6 priorities or key result areas of your role for the next 6 months to a year? Priority Priority Priority Priority Priority Priority

32. Control the F.L.A.B. File Planner/Organiser/ Filing system Task list Daily/Monthly Information/ Paper Email Etc. List Do it or delegate it Action Delete, bin, recycle Bin

33. Ensure you have the right resources allocated – time, people, planning tools etc. Construct your daily task list Prioritise the list – A, B, C Focus on one thing at a time One task at a time One conversation at a time Tick off as you complete Carry forward any tasks undone Deal with interruptions Continuously draw your attention back to the highest priority Stay focused

34. 5 step planning process

35. Communication Skills

36. The Interpersonal Trust Account When trust is high things work faster, problems get solved easier.

37. Thinking about the trust account and the investments and withdrawals you have made. How healthy is your balance with your team or key stakeholders? Score it from – 10 to + 10 Put the initials of a person beside each circle and then score where you think your trust account balance is with them. The Interpersonal Trust Account Pick one person. What investments or deposits do you need to make with them? What do you need to avoid doing?

38. Getting a good balance Self Directing, Suggesting, Talking, Advocating, Offering opinions & ways forward, Advising Listening, Inquiring, Clarifying understanding, Questioning, Encouraging Other

39. The three mind warps Deletion Distortion Generalization "When two people have the same stimulus, why don't they have the same response?" the answer is: because we delete, distort, and generalize the information from the outside in different ways.

40. Deletion Paris in the the spring Once in a a lifetime A bird in the the hand

41. Words We Use 7% Nonverbals,Body Language 38% 55% How We Say Words, Tone How We Communicate What does any of this mean?

42. Listening happens as much through the eyes as the ears

43. Listening Skills What kind of mindset do you need to have in order to listen effectively? What are the skills and behaviours involved in effective listening? What is the difference between passive and active listening?

44. Active Questioning – general examples How do you mean? Could you give me a sense of what is important…..? Can you walk me through the problem How specifically…….? What tells you that? Can you help me to get a better understanding….? Is there anything else? What things are not being said that need to be?

45. Delivering your message

46. Delivering your message - PROSE Purpose Rapport Ownership Sensitivity/Strength Enthusiasm

48. What is your end in mind for this communication?

49. Be clear about your intent

50. Reasons and results

52. Rapport at many levels Physical presence Physical action Gestures, Posture, activity, breathing. Tone of voice, Pace of talk, Volume. Language used Mental processing Visual, Auditory, Kinaesthetic Feelings sensed Personality Values/Beliefs/Likes/Dislikes Sense of what matters Sense of what matters most

53. Balance Strength with sensitivity High Sensitivity Low High Low Strength

54. Sensitivity/Strength How do you deliver a strong message while making it safe? Safe to challenge? Safe to give feedback? Safe to appear a bit silly? Safe to be creative?

55. Enthusiasm/Energy

56. P.R.O.S.E.– Inspiring messages Purpose Rapport Ownership Sensitivity/Strength Enthusiasm/Energy

57. Giving feedback Sensory feedback model What I saw/heard, see/hear (in terms of behaviour or output) My interpretation of the impact How I feel about that My expectation (What do you think?)

58. Assertive Aggressive Passive

59. Positive Assertion Empathy/validation: Say something that demonstrates your understanding of the other person’s feelings and/or point of view. Example: I understand the traffic is really bad in the City

60. Part 2: Statement of problem describe your difficulty /dissatisfaction, say why you need something to change. For example: “I have a problem with you turning up to meetings late all the time.”

61. Part 3: Statement of need What I need is….. I wish you would……… I would like it if you…… I prefer……

62. D I Influence and innovate Get results now How might these intents create conflict with one another? S C Promote harmony Get quality results

63. Dealing with conflict Take a step back Take a breath Act don’t react

65. Try to have an enabling mindset

66. Believe that you need to understand the other person

68. Describe using evidence and impact what you see and hear If possible write it down on a flipchart in order to brainstorm solutions

69. Any general issues or challenges should be chunked down into the specific behaviours or actions that can be pinpointed and addressed.

70. Use joint problem solving. How can we influence this? Let’s see if we can brainstorm and come up with some solutions How do you think we will solve this?

71. On a flipchart in groups of 3/4 What typical conflicts will you come across as a manager? How should you respond to these conflicts? What should you avoid doing?

72. Negotiating

73. Competitive negotiation Competitive negotiation or confrontational negotiation is often seen as a zero sum game in which there is a limited amount be won. Once a competitive negotiator wins the other party is often likely to walk away feeling dissatisfied. When might this be useful?

74. Collaborative negotiation Collaborative or cooperative negotiation sees negotiation as a way to create value for all. The collaborative negotiator understands the importance of long term mutually beneficial relationships. When will this be useful?

75. Negotiation Process

76. Managing individuals

77. Pair up with someone. 1. Reflect back on the last ten to twenty years. Identify two people who have encouraged your development, coached or mentored you. Discuss what it was they did for you.2. Imagine you are fifteen years from now and tuning in (unnoticed) to a conversation between two of your current team members who have moved on. What would you like them to be saying about you and your coaching skills.

78. I am unaware of what I don’t know or can’t do. Because I have never tried it, I don’t know what it takes to do it or to learn how. Ignorance is bliss therefore if I am interested I am enthusiastic. Unconscious Incompetence

79. I am now aware of what I don’t know or can’t do. Because I have now tried it, I now know how much it will take to do it or to learn how. The complexity of the challenge creates disillusionment. Conscious Incompetence

80. I am now able to do the task if I think about it. I have learned how but I am not yet adept. Because of this I need to practise to become expert. Conscious competence

81. I am now adept at doing the task. I can manage it on my own. Unconscious competence

82. Management Styles High Control, Risk Low Control, Risk Teach & tell Facilitate & Encourage Observe & Coach Release & Give Autonomy Low initiative, creativity High initiative, creativity

83. 4 stages of managing performance

84. 10 steps Delegating Look at the 10 steps in your notes, which steps do you do and which ones do you not do?

85. Why delegate To develop another team member Because you need help To develop the team Because the task is not your job Because others are faster or more experienced Etc.

86. 5 Essential coaching skills Goal setting Active Listening Active Questioning Confronting and challenging Praising and providing feedback

88. Passionately engaged How engaged are your team? Engaged & committed Cooperative Compliant Disengaged Unconscious saboteurs Conscious saboteurs

89. How can we create conditions where teams will thrive and flourish?

90. Key ratio in teams Observed behaviour in high performing teams Ratio of positive to negative emotions expressions 3:1 or greater Based on research by Losada & Frederickson

91. More effective teams show a good balance between these More effective teams show a 3:1 bias towards the positive

92. Remember: 2 Basic principles + _

93. Where are your strengths and weaknesses? Understand your role and context Engage the team Coaching & feedback Balance Management & Leadership Planning & Organising Build an enabling culture structure, systems & processes

94. What kind of structures, processes and leadership behaviours facilitate a group moving through these stages effectively? Performing Forming Norming Storming If storming is mismanaged Dysfunctional Norms

95. What is your typical reaction to change in the work place? Identify a recent change you have experienced. Discuss what changed physically, culturally, mentally and emotionally? What was your immediate response and your longer term response?

96. The events that take place Outcome and results focused Context dependent Usually physical and environmental Usually fairly quick Change How you experience the changing circumstance Emotional, mental, social, cultural Tends to be slower Harder to predict and control Transition

97. William Bridges Model of Transition & change Neutral Zone

98. www.learningcogs.com