Successfully managing people March 2012
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Half day open training event held in Mississauga, Canada.
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Successfully managing people March 2012
- 1. Successfully managing people by Toronto Training and HR March 2012
- 2. 3-4 Introduction to Toronto Training and HR 5-6 Definition Contents 7-8 9-10 What are the management functions? Roles of a manager 11-12 Managerial skills 13-14 Being an effective manager 15-16 Basic operations in the work of a manager 17-18 Perception 19-21 Seven sins for new bosses 22-23 Better problem-solving 24-25 Counselling 26-28 Management traps 29-30 Critical success factors of management 31-33 Grooming future managers 34-35 Benefits from a closed door policy 36-37 Neuro-linguistic programming 38-39 Needs of people working in teams 40-42 Power and empowerment 43-44 Valuing 45-46 Presenting with panache 47-48 Networking skills 49-50 Case study 51-52 Conclusion & questions
- 3. Introduction Page 3
- 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 4
- 5. Definition Page 6
- 6. Definition What is management? Page 6
- 7. What are the management functions? Page 7
- 8. What are the management functions? Planning Organizing Developing Staffing Coordinating Budgeting Page 8
- 9. Roles of a manager Page 9
- 10. Roles of a manager Interpersonal relationship making Information processing Decision-making Page 10
- 11. Managerial skills Page 11
- 12. Managerial skills Technical skills Interpersonal skills Analytical skills Human skills Diatonic skills Communication skills Conceptual skills Time Management skills Page 12
- 13. Being an effective manager Page 13
- 14. Being an effective manager Be proactive Begin with the end in mind Put first things first Think „win-win‟ Seek first to understand Synergize „Sharpen the saw‟ Page 14
- 15. Basic operations in the work of a manager Page 15
- 16. Basic operations in the work of a manager Sets objectives Organizes Motivates and communicates Has the job of measurement Develops people Page 16
- 17. Perception Page 17
- 18. Perception REASONS FOR DIFFERENCES Physical sensitivity Selective attention Categorization Limits on our capacity The environment Individuality Page 18
- 19. Seven sins for new bosses Page 19
- 20. Seven sins for new bosses 1 of 2 Don‟t sleep with a colleague unless you are married or in a relationship with them Don‟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 up Don‟t make decisions just for the sake of being decisive Page 20
- 21. Seven sins for new bosses 2 of 2 Don‟t avoid sacking someone in the hope that they‟ll work out-they rarely do Don‟t avoid playing the political game because you‟ll find everyone else is at it Avoid telling people you‟re going to spend your first three months asking questions Page 21
- 22. Better problem-solving Page 22
- 23. Better problem-solving Improve understanding of what co-workers do Reinforce the people who are integrators Expand the amount of power available Increase the need for reciprocity Make employees feel the shadow of the future Put the blame on the uncooperative Page 23
- 24. Counselling Page 24
- 25. Counselling STAGES IN A COUNSELLING INTERVIEW Factual interchange Opinion interchange Joint problem-solving Decision-making Page 25
- 26. Management traps Page 26
- 27. Management traps 1 of 2 Not „nipping it in the bud‟ Squelching the flow of bad news Doing drop-down work Spending too much time on a problem child Delaying decisions until it is too late Page 27
- 28. Management traps 2 of 2 Letting employee enthusiasm fizzle Failing to delegate Losing touch Turning people into cogs Giving only negative feedback Page 28
- 29. Critical success factors of management Page 29
- 30. Critical success factors of management Intensive planning and problem analysis Transferable solutions Strategic, not tactical Building communities of practice Clear and frequent communication Providing actionable results Page 30
- 31. Grooming future managers Page 31
- 32. Grooming future managers 1 of 2 Identify who has potential Find 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 effectively Develop those skills! Page 32
- 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 33
- 34. Benefits from a closed door policy Page 34
- 35. Benefits from a closed door policy You will create clearer and more accurate expectations You will manage interruptions You will encourage personal and team development You will allow space for important and not just urgent work You will improve organizational productivity Page 35
- 36. Neuro-linguistic programming Page 36
- 37. Neuro-linguistic programming Pay attention to non-verbal communication Write things down Understand the direction of people‟s motivation You don‟t always have to set the agenda… …but you do have to agree the rules of engagement Prepare emotionally for stressful situations Be creative, practical and critical Avoid drama merchants Understand the difference between vision and ambition Give people space to excel Page 37
- 38. Needs of people working in teams Page 38
- 39. Needs of people working in teams Task to be accomplished together Maintaining social cohesion of the group Individual needs of team members Page 39
- 40. Power and empowerment Page 40
- 41. Power and empowerment 1 of 2 Different ways of complying with power Varying degrees of commitment and involvement Types of involvement and power Bases of power Examples of power being used to influence others Sources of power Page 41
- 42. Power and empowerment 2 of 2 EMPOWERED WORKFORCE Performance appraisals drawn from a variety of sources Variable rewards Tolerance of errors Enhanced communication Generalist managers Time available to develop confidence in each other Sufficient resources to deliver solutions Page 42
- 43. Valuing Page 43
- 45. Presenting with panache Page 45
- 46. Presenting with panache Know your audience Keep slides to a minimum Make eye contact Stick to the point Keep it brief Think about tone Share your own experience Vary the pace Remember; practice makes perfect Relax-but not too much Page 46
- 47. Networking skills Page 47
- 48. Networking skills Be true to yourself Less is more Plan your first impression Research Set challenging yet achievable goals Show, don‟t tell Spend more time with fewer people Listen Give yourself a break Follow up or forget about it Page 48
- 49. Case study Page 49
- 50. Case study Page 50
- 51. Conclusion and questions Page 51