Managing People
ARE YOU A MANAGER
OR A LEADER?

Managing People
DEFINITION
MANAGERS LEADERS
Monitor People Inspire Their Team
Suffer Over Failures Learn From Them
Manage The Present Focus On The Future
Enforce Rules Promote Values
Get Through The Day No Title Necessary
Re-active Proactive

Managing People
Definition:
Skills used to achieve success with people
or
The ability to help people and
companies surpass themselves
(Easier to observe than explain)

Managing People
FACT
LEADERS DO NOT HAVE
TO BE GOOD MANAGERS
BUT
MANAGERS HAVE
TO BE GOOD LEADERS

Managing People
Could you still achieve good results
With your team if you did not have your
Title or the power to hire and fire?

Self
Belief

Managing People
Self mastery
• Total self belief
• Clearly defined values
• Positive mental attitude
• Self discipline
• Credibility
• Continual learning

Managing People
Before you manage others you
have to manage yourself

Time
Management

Time Management
Do you say these statements to yourself:
• If only there were more hours in the day
• It’s quicker to do the job myself
• I don’t know where the day has gone
• If only there were not so many interruptions,
I could cope
• If I want a job done properly I do it myself

Time Management
Your Colleagues will be saying these things about you:
• I never know what’s happening or what to do
• I can’t ever find him/her
• He/she never has time to talk about things properly
• He/she says they will do things then cancels at the last
minute
• You can’t rely on him/her
• He/she is always late

Time Management
Define the purpose of your
company

Time Management
2. Your Purpose is to assist the company in
hitting their targets

Time Management
Prioritising
• Active tasks - Important (your purpose)
• Re-active tasks - Everything else that
hits your desk

Time Management
It’s easier to be busy
than to get things done.

Time Management
Focus
Focus
Focus
Focus

Work styles
Psycho-
Geometric’s

Choose a shape

Motivation

What motivates you?
Why do you get out of bed in the morning ?

Key Motivators
• Job satisfaction
• Security
• Salary - Incentives
• Achievement - Recognition
• Status
• Prospects for advancement
• Responsibility

Management
styles

Managing People
Four main styles
TELL
SELL
CONSULT
JOIN

Managing People
TELL
Manager makes a decision, tells team what to do.
They conform to the decision
ADVANTAGES
Good if manager has total commitment and
respect. Also is the fastest system of management
DISADVANTAGES
Ignores the ideas of the team, demotivates and
can stop development. Can lead to management
by fear

Managing People
SELL
Manager makes a decision, then sells the idea
to them persuasively. Gives them all the benefits.
ADVANTAGES
Overcomes resistance to decisions, flatters people.
We like to be sold to.
DISADVANTAGES
Ignores ideas of team, could be seen as manipulative
or perceived as dishonest.

Managing People
CONSULT
Manager makes a provisional decision,
presents decision to team. This can then be
modified or changed.
ADVANTAGES
By listening to teams ideas, decision may be
modified for the better.
DISADVANTAGES
Managers can find it difficult to be neutral,
may then resort to “SELL” Decisions may

Managing People
JOIN
Manager makes no decision, manager chairs
decision meeting. Joint decision is reached.
ADVANTAGES
Encourages free flow of ideas, team is
therefore committed. Good motivating tool.
DISADVANTAGES
Leadership skills may be questioned, and
teams resistance may be strong. May cost respect
and takes

Managing People
SUMMARY
• Leadership requires skill
• Ability to adapt to different situations
• Ability to use more than one style
• Knowing when to take command

Delegation
Skills

Delegation Skills
Delegation is not
ABDICATION

Delegation Skills
The Process
1. What can I delegate
2. To whom can I delegate
3. How do I delegate
4. How do I train
5. How do I control
6. Tell everyone concerned
7. How do I evaluate the results
8. Finally

Delegation Skills
What can I delegate?
Make a list of all the jobs you do.
How do you complete these tasks, i.e. Time spent.
Do any of these tasks belong to anybody else?
How much is routine and time consuming?
Which tasks could be delegated?
Remember to list the jobs you ENJOY as well as
the ones you DON’T!

Delegation Skills
To whom can I delegate?
Who would like to do some of your work?
Do they have the time to take on more?
Do they have the ability or skills to do the job?
Do you enough about your staff to decide?

Delegation Skills
How do I Delegate?
Explain the reason why you are delegating.
Explain why they were chosen to do the task.
Explain the objectives of the job and the
limits
-of the authority.
Discuss training needs with your subordinate
-and how they will be achieved.

Delegation Skills
How do I train?
It must be systematic.
Draw up and agree a training plan.
Make sure the training is thorough, complete
-and effective. (But not pressurised)

Delegation Skills
How do I control?
Monitor progress.
Be available to answer questions.
Don’t check everything but keep in touch.
Give guidance and advice where necessary.

Delegation Skills
Make sure everybody is informed
Tell everybody concerned about the delegation.
Make sure everything to do with the job goes
-directly to your subordinate.

Delegation Skills
How do I evaluate the results?
Is the job being performed satisfactorily?
If so, give praise.
If not, find out why and take necessary action
-to rectify, i.e. further training, more time.
Has a better way of doing the job evolved?

Delegation Skills
Finally
Can I now delegate any more tasks?
How much time have I saved?
HOW ARE YOU GOING TO USE THAT
TIME MORE EFFECTIVELY?

Delegation Skills
Things to remember
• Think very carefully about which jobs to delegate.
• Remember to include jobs that you enjoy,
-it probably means that your subordinate will enjoy
them to.
• If you get it wrong it will not be taken seriously next
time.
• Finally observe from a distance.

Summary

Managing People
• MANAGERS
• Deal with people where they are
• LEADERS
• Take people to where they need to be!

LEADERSHIP SKILLS
Managing People
Definition of a Professional
• Someone who does their best even
when they don`t feel like it
• Do one tough challenging task per day
• Do one fun task every day

Managing People
To be successful in your business
you must be a student of your
business

Managing People
Differences between efficiency and effectiveness
• EFFICIENCY is doing the job right
• EFFECTIVENESS is doing the right job

Managing People
SUMMARY
• Designing a blueprint for the future
• The future belongs to the people who see
opportunities before they become obvious
“If you see a bandwagon it is to late”

Action Plan