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Operational Leadership and Operational Leadership and Line ManagementLine Management
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OverviewOverview
Your convenorObjectivesLeadership and ManagementManaging remote teamsShort breakManaging changeTeam motivation and engagement
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Jenny LyonsJenny Lyons
Associate Director- GfK NOPSpecialist in Telephone Research27 years MR experienceIQCS Council member since 2002
…and I still love it!
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ObjectivesObjectives
Understanding “Management” and “Leadership”
Exploring some of the challenges of working within Operations
Increasing confidenceRe-igniting enthusiasm to motivate and
engage our teams
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Management and LeadershipManagement and Leadership
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Management v LeadershipManagement v Leadership
Exercise 1
We need some Managers and Leaders
What do they do?What are the differences?What key words describe their actions?
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ManagementManagement
Operational: Present Orientated
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LeadershipLeadership
Evolutionary: Future Orientated
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“ People tolerate being managed, but they love being led”
-Stuart Wyatt, ‘The Secret Laws of Management’ 2010
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How are we managing? (1)How are we managing? (1)
Team/individual resultsAppraisals360 degree feedback systems“My team loves me…”We feel good about what we are doing
So that’s good, isn’t it??
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How are we managing ? (2)How are we managing ? (2)
Team expectations v realityStaff rarely rebel against poor managersIncompetent managers often slip
through the netThings tend to get done….Company politics
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How are we leading? (1)How are we leading? (1)
“It is the followers, not the leaders or someone else who determines if the leader is successful. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed”
-Don Clark
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How are we leading? (2)How are we leading? (2)
Team inspired to do/be the bestRaised performance levelsAir of encouragementTeam feel empoweredHigh levels of enthusiasm and energy
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Skill SetsSkill Sets
??
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Management Skill SetsManagement Skill Sets
TECHNICAL
team-player
adaptable
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Leadership Skill SetsLeadership Skill Sets
Visionary/strategicPlanningCoaching and DevelopmentRelationship- buildingInfluential
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Management & Leadership (1)Management & Leadership (1)
We need both…Good management elicits good
performancesThe team knows what to do and how
they need to do it.. but without leadership they are less
motivated to give their best
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Management & Leadership (2)Management & Leadership (2)
Good leadership inspires….Team more likely to become
empoweredMore drive towards peak performance…but without good management there
can be a lack of coordinated direction
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Managing Remote TeamsManaging Remote Teams
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Managing Remote TeamsManaging Remote Teams
Field workersHome workersStaff based at other sitesStaff based in other countries
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Managing Remote TeamsManaging Remote Teams
Exercise 2
What are the main challenges?
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ChallengesChallenges
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TrustTrust
Determined by all you say and doBe consistent and honestFollow- up as agreedMake the most of face-to-face contactUse opportunities to get involvedDemonstrate accountability
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Lack of ControlLack of Control
Change of mindsetWe cannot monitor all activitiesChange of focus to outcomesCoach the team to achieve these
outcomes
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CommunicationCommunication
Set out how you will communicateMany variables out of our control Regular v impromptuConsider the toneMeetings need to have structureEncourage peer group communicationEncourage team to communicate with us
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Personal InteractionPersonal Interaction
Do the best you canMaximise opportunitiesHearing a voice can work wonders….Encourage peer group contact
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No HistoryNo History
Not always a bad thingMaximise opportunities for getting to
know the teamStarting relationships “from scratch” can
reap rewardsIt can be tough for the team too…..
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Difficult ConversationsDifficult Conversations
Always better face-to-faceRecognise not always possibleThe first and last thing you say will be
the most powerfulDon’t “fluff” the issue… or go “overboard” if you are not
having the meeting face-to-face
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MotivationMotivation
Ensure you have communicated a clear strategy to the team
Let the team know what you are doingAim to empower as much as possibleAcknowledge achievements
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Managing PerformanceManaging Performance
Set clear objectives and targetsFollow-up as agreedBe fair/consistentBe clear about the prioritiesRevisit processes used to manage team
performance
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Team BuildingTeam Building
It’s tough……Most people want to “belong”Encourage peer group bondingMaximise opportunities for personal
contactCommunication is keyLook for “bridges”
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TimeTime
Our biggest enemyThere is no easy solution …..Be organisedUnderstand and communicate the
prioritiesBelieve your team are worthy of your
time
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Flexible WorkingFlexible Working
Don’t be scared……Remember the benefitsUse your HR departmentActivities v outcomes
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TechnologyTechnology
Can be your friend or enemyVariables out of our controlUnderstand team preferencesSometimes the personal touch will be
bestExperiment… (and encourage your
team to do so too)
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Managing ChangeManaging Change
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Change Happens …Change Happens …
… we know that
(but it doesn’t stop it from being annoying)
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Big Things……Big Things……
Take-overs/ mergersCompany namesLocationsRolesTeamsTechnologyProcesses
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Small Things…Small Things…
New corporate coloursStationeryAnother new pen, mug and mouse
mat…
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Prosci’s Change Management Prosci’s Change Management MethodologyMethodology
Individual Change Management
Organisational Change Management
Understanding how one person makes a successful change
Understanding what tools we have to help individuals make
changes successfully
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Individual ChangeIndividual Change
A Awareness of the need for change
D Desire to participate
K Knowledge of how to change
A Ability to implement required skills/behaviours
R Reinforcement to sustain the change
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Organisational ChangeOrganisational Change
•Sponsor roadmap•Training plan•Communication plan•Coaching plan•Resistance management
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Connecting the two ….Connecting the two ….
Communications
Sponsor Roadmap
Coaching
Resistance Management
Training Reinforcement
Ability
Knowledge
Desire
Awareness
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It’s all about attitude…..It’s all about attitude…..
… an attitude that builds a culture that supports change
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MindsetMindset
Consider change as an opportunityRekindle enthusiasmIncorporate ideas from the teamChange is ongoing and should be
expectedChange is not an impositionBe as open as possible
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Channelling that attitude …Channelling that attitude …
Appear positiveEncourage team to instigate changeAcknowledge resistance/ concernsExplain changes clearlyBe involved and follow-through
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Things will go wrong….Things will go wrong….
Opportunity for negative people to justify their opposition
Be calm…..Acknowledge the situationRevisit your plans and amend where
necessary
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Don’t Forget…..Don’t Forget…..
To acknowledge those who helped make the change happen
To review the process (formally or informally)
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Team Motivation and Team Motivation and EngagementEngagement
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Team Motivation and Team Motivation and EngagementEngagement
Exercise 3
What are the common de-motivators?
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Common De-motivatorsCommon De-motivatorsPersistent criticismUnattainable targets/changing themWithholding informationBeing singled-outOver-monitoring of workLack of recognitionStolen CreditRemoving responsibility
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Creating the Team CultureCreating the Team Culture
Be seen to make things happenBe disciplinedSet clear goals and targets and revisitEnsure roles and responsibilities are clearKnow your teamAcknowledge and praiseEncourage and empower
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Ultimately, it’s about usUltimately, it’s about us
…. and what we bring as individuals to the team
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Those who know much may be learned,Those that understand themselves are more intelligent.Those who control others may be powerful, but those who master themselves are mightier still.
Lao-Tzu 4th century BC
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Questions/ Comments?Questions/ Comments?
Thank you