the proactive manager

Increase your personal managerial effectivenessAccess to Performance Optimization Group

PAYOFF

To look at your work environment differently and provide a contextand tools for you to manage PROACTIVELY.

PURPOSE• Managing Self / Others • Define, Illustrate, Invite Reflection• Access more value online• A provocation and a challenge• Questions and Answers• One on One with us

PROCESS

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Proactive Manager Agenda

7:30 to 8:00am Registration and Breakfast

8:00 to 10:15am The Proactive Manager

10:15 to 10:30am Q&A

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What does it mean to be Proactive?

Personal Responsibility vs Outside Forces

Awareness of choices betweenStimulus and Response

The first creation is in the Mind

4

Proactive Managers arePrinciple Centered

Observable truths about the most effective and efficient way

to accomplish sustainable results through the efforts of others

PRINCIPLES

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The Garage Door Opener

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Values and Beliefs

“When stuff happens, we areall graduates of M.S.U.”

PRINCIPLES

VALUES

BELIEFS

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What does it mean to be aProactive Manager?

SelfAwareness

Correct Principles Choice

A proactive manager has the ability to chooseto respond to circumstances and stimuli based on self awareness and correct principles.

StimulusPRO

ResponseACTIVE

What to do about Bill Kamps?• Confront him with your concern

about his attitude?

• Find out from HR what it will taketo get rid of Bill?

• Explain to Bill why the companythinks this initiative is important?

• Make it clear to Bill that this is not optional and he must comply?

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Discernment

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The quality ofbeing able to graspand comprehend

what is obscure

Awareness of PrinciplesDevelops Values and Beliefs Change

Awareness of Principles growsover the entire career of an

effective manager –and so beliefs and values

change and develop

The Trust Principle

TRUST

A manager’s effectiveness is directly relatedto the perception of his/her trustworthiness

TRUST

TRU

ST

TRUST

TRUST

ProprietyCommonalityCompetence

Intent+

EMPATHY

LEGITIMATEPOWER

The Power PrinciplePower Sources for Managers

COERCIVEPOWER

UTILITYPOWER

Bill Kamps Revisited

People do things for their own reasons…

not for yours

Characteristics of aProactive Manager

Continuous learner

Asks discerning questions

Radiates optimismand positive energy

Accepts problems

Believes in the potential of others

Models a balanced life

Flexible

Future orientation

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Proactive Managers arePrinciple Centered

Summary• Beliefs / Values / Principles• Discernment Challenge

Principles need to be discovered1. Intent2. Trust

3. Power4. Motives

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Personal ProductivitySelf Management

My Passion

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Personal ProductivitySelf Management

FIT FOR YOUR FUTURE

ASSESSMENT PLAN DEVELOPMENT MAINTENANCE

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Awareness =Personal Development Plan

PLAN DEVELOPMENT MAINTENANCEASSESSMENT

Identify PERSONAL STRENGTHSand development needs

Review Prior InputSurvey Current ManagerSurvey Current Staff

Identify a LeadershipMentor / Coach

Internal Senior LeaderExternal Consultant

1 2

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Initiate your ownPersonal Development Plan

ASSESSMENT MAINTENANCE

Concentrate on limited number ofStrengths and Opportunities for Development

Select format

Share with manager and staff

PLANDEVELOPMENT

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Be accountable forYour Development

ASSESSMENT PLAN DEVELOPMENT

MAINTENANCE

Monitor ProgressDiary Check in with Manager and StaffReview plan semi-annually

Stay the CourseFocus for 6-9 monthsbut be prepared toadjust as needed

1 2

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Personal ProductivitySelf Management

FIT FOR YOUR FUTURE

ASSESSMENT PLAN DEVELOPMENT MAINTENANCE

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Break

The Managing Process

DELEGATE

FEEDBACK REVIEW

There is a process to managing other’s work

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Phase 1: Delegate

Describe expectationsclearly and completely

Provide directionand ownership

Ensure sufficient lead time

Sample Checklist

Describe the work

Discuss expectations

Plan review sessions

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ACTIVITY OUTCOMESTIMING (weeks)

Phase 2: ReviewReview frequency based on:

• Experience• Complexity• Timeline• Importance

WHAT I HAVE DONE WHAT I AM WORKING ON

PHASE 1:DELEGATE

PHASE 2:REVIEW

PHASE 3:FEEDBACK

Sample Templates

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Phase 3: Feedback

Timely

Balanced

Two Way

PHASE 1:DELEGATE

PHASE 2:REVIEW

PHASE 3:FEEDBACK

WHAT WENT WELL

EVEN BETTER IF

Sample Template

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Your Manager ‘Hats’

THE TEACHERRefining currentskills and knowledge

THE COACHDeveloping peopleto their full potential

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Process Exercise

DELEGATE

FEEDBACK REVIEW

Proactively Managing

Getting the MOST and BESTfrom your team

PEOPLE

Proactively Managing People

vsPROACTIVEActing in advance to deal with an

expected difficulty or challenge

REACTIVEActing passivelyor responding

to environment/ conditions

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Symptoms ofManaging Reactively

INEFFECTIVE /REACTIVE

MANAGEMENT

ATTENDANCE ISSUES

ATTRITION / UNWANTED TURNOVER

POOR PERFORMANCE

WORKPLACE CONFLICT

LEGAL CLAIMS / COMPLAINTS

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Effective Engagement Formula

A proactive manager engages the team

+ =IntentionalRelationship

EffectiveCommunication

ENGAGEDTEAM

Focused, Committed, Motivated, Productive, Fulfilled ENGAGED

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1 HIRE THE RIGHT TALENT

5 Proactive Strategies toAchieve Engagement

Identify organization / team objectives and culture

Assess talent / strengths required

Evaluate candidate’s strengths:tools, observation

Ensure team memberconnected to strengths

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5 Proactive Strategies toAchieve Engagement

Establish written objectives, role descriptions,KPIs, policies, procedures

Communicate and reinforce

Consistently apply

Evaluate effectiveness

2 CLEARLY SET EXPECTATIONS

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3 BE ACCESSIBLE

5 Proactive Strategies toAchieve Engagement

Connect and provide opportunity for contact

Acknowledge interests / share interests

Be mindful of your communication

Model the behaviour you expect

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4 BE SOLUTION-FOCUSED

5 Proactive Strategies toAchieve Engagement

Acknowledge “mistakes”

Correct mistakes, soliciting solutions

Focus on learning opportunity

Re-empower the“mistake-maker”

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5 RECOGNIZE AND REWARDMEANINGFULLY

5 Proactive Strategies toAchieve Engagement

Connect recognition / reward to objectives

Praise for effort and reward for results

Look for things going right

Meet reward expectations

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Continually Audit Engagement

Assess engagementIdentify gapsAddress gaps

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Q & A

The Proactive Manager Checklist

PRINCIPLES PERSONALPRODUCTIVITY Seeks in-depth awareness

of principles

Considers other perspectivesand a range of options

Accepts problems witha future orientation

Models a balanced life

Identifies personal strengthsand development needs

Secures mentor or coach

Creates a development plan

Establishes accountability andmonitors progress

PROCESS Fully invests during upfront

assignment of work

Reviews work regularly

Provides balanced andspecific feedback

Embraces role as both acoach and teacher

Intentionally establishes relationships

Ensures effective communication

Implements strategiesto engage team

Continually assesses engagementand addresses gaps

PEOPLE

TOM POTTER MICHAEL CLOUTIER

LAURA WILLIAMSANN GOMEZ

Making you a better manager todayand a better leader tomorrow

TEL

EMAIL

WEBSITE

tom.potter@pogroup.catpotter@megamationsystems.com www.5whleadership.com 905.973.0550

ann.gomez@pogroup.caann.gomez@clearconceptinc.ca www.clearconceptinc.ca 416.209.2221

michael.cloutier@pogroup.ca mscloutier@5whleadership.comwww.5whleadership.com 416.543.8161

laura.williams@pogroup.ca lwilliams@ccpartners.ca www.ccpartners.ca 905.874.9343 x226

905.237.1651

proactive@pogroup.ca

www.pogroup.ca