essential leadership skills and qualities
TRANSCRIPT
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Essential Leadership
Skills and Qualities
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Objectives
Determine the attributes, skills and knowledge an effective manager requires
Learn about some of the key skills and qualities required to become a world-class leader
Review the importance of communication skills
Learn the basics of Transactional Analysis theory
Recognise the importance of good people management skills
Review presentation skills
Understand the importance of effective team and culture building skills
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Attributes, skills and competencies
Attribute: A quality or characteristic inherent in or ascribed to someone or something
Skill: Proficiency, facility, or dexterity that is acquired or developed through training or experience; a developed talent or ability: e.g. writing skills
Competency: suitability, competence; the ability to do something well
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Communication skills
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Communication skills
Effective listening on the 'phone
Face-to-face communication
Face-to-face listening
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Albert Mehrabian
Well respected business psychologist
He determined that impact of a ‘message’
comes from 3 areas:
The words spoken (language used)
How the words are said (tone of voice)
Body language (non verbal communication
NVC)
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Elements of Communication
Ways in which we communicate include:
Verbally
Non-verbally
Written word
Via technology
E.g. email – where offence is
most frequently given
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It’s not what you say…
Please pass me the paper
Can you move the chair?
Thank you very much
Sorry to keep you waiting
I want to talk to you about this project
What did you say?
Can I have your name and number
please?
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Often heard expressions
A B C
You’d better I suppose so I
If you don’t… I hope you don’t
mind but
I think
Watch out! Would you mind
very much if
I feel
Come on! Sorry ... Sorry ...
Sorry
I want
You’re stupid! I wonder Let’s
You’re useless! Do you think that
How can we
resolve this?
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Face-to-face communication
Words used
How said
NVC
Source: Albert Mehrabian
7%
38%
55%
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Quick reminder
Letter/email/text: = 7%
Telephone:
38% + 7% = 45%
Face-to-face:
38%+ 7% + 55% = 100%
More likely to be misunderstood
Less likely to be misunderstood
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Communication tips and hints
Standard Emails
All standard templates
MUST
Create the right image
Be sense-checked
Be proof-read
Be signed-off as
appropriate, relevant
and coherent
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Communication tips and hints
Ad hoc business emails Use business language
Clear and concise
Punctuation – correct and never excessive
Be wary of sending to ‘All’
Difficult issues – email is not the best vehicle
Avoid abbreviations and acronyms
No smileys
Use signature blocks
Avoid single word/phrase responses
Include original message with reply
Avoid all UPPER case
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Communication tips and hints
Written communication in general
Never forget that request logs are business
documents
Well written documentation provides
a positive impression
re-useable data
Use spell and grammar checkers
Avoid acronyms, abbreviations and slang
No dubious comments
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Communication tips and hints
In-person communication
SHOW that you are listening
REALLY listen
Don’t interrupt unless essential
Remember non verbal communication
How do YOU like someone to respond/react
when you are talking to them?
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Communication tips and hints
On the ‘phone
NO visual clues
Tone of voice - energy or lethargy?
Clarity and rate of speech
Appropriate verbal responses
Ask questions to clarify and confirm
Keep focused and LISTEN
Take notes
Summarise
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Transactional Analysis Theory
Devised originally by Eric Berne who stated that each of us has three alter ego states:
Parent: Our ingrained voice of authority, absorbed conditioning, learning and attitudes from when we were young
Child: Our internal reaction and feelings to external events
Adult: Our ability to think and determine action for ourselves, based on received data
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
In a nutshell
Parent is our 'Taught' concept of life
Adult is our 'Thought' concept of life
Child is our 'Felt' concept of life
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Transactional Analysis Clues
Parent
Physical : angry or impatient body-language and expressions, finger-pointing, patronising gestures
Verbal : ‘always’, ‘never’, ‘for once and for all’; judgmental words; critical words; patronising language; posturing language
N.B. Be aware of cultural differences in body language that appear 'Parental'
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Transactional Analysis Clues
Child
Physical : emotionally sad expressions, despair,
temper tantrums, whining voice, rolling eyes,
shrugging shoulders, teasing, delight, laughter,
speaking behind hand, raising hand to speak,
squirming and giggling
Verbal : baby talk, I wish, I dunno, I want, I'm
gonna, I don't care, oh no not again, things
never go right for me, worst day of my life,
bigger, biggest, best, many superlatives, words
to impress
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Transactional Analysis Clues
Adult
Physical : attentive, interested, straight-forward,
tilted head, non-threatening and non-threatened
Verbal : Why?, What?, How?, Who?, Where? and
When?, How much?, In what way?, comparative
expressions, reasoned statements, true, false,
probably, possibly, I think, I realise, I see, I
believe, in my opinion
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Transactional Analysis Clues
There is no general rule as to the
effectiveness of any ego state in any given
situation
For a balanced approach to life, Adult to
Adult is generally recommended
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
I’m OK – You’re OK*
I’m OK – You’re OK
I’m OK – You’re not OK
You’re OK – I’m not OK
I’m not OK – You’re not OK
*title of book by Thomas A. Harris
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Good leadership essentials
Performance management skills
Partnering skills
Interpersonal skills
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
The communication process
Poor communication is generally
considered the biggest area of
management weakness
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
The worst offences
Leaders don’t communicate enough or at
all
Leaders over-communicate
Leaders communicate inappropriately
through outbursts, anger, or blaming
Leaders don’t communicate clearly
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Discussion points
1. Is being articulate a pre-requisite for IT support staff?
2. Should good written skills be a pre-requisite for IT support staff?
3. Should all IT staff be equally good at communicating?
4. When did you last assess the communication strengths and weaknesses of your team?
5. When did you last assess your own communication strengths and weaknesses?
6. Do you also identify communication skills opportunities and threats?
7. Does your skills matrix include interpersonal skills?
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Effective leadership
You are required to:
Provide appropriate and consistent feedback
Listen to/involve others in the feedback
process
Use a leadership style that is appropriate to
the person, task and situation
Set clear goals and objectives
Train and develop your people
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Four winning behaviours
1. Focus on the right target and the right
vision
2. Treat your customers well
3. Treat your people well
4. Use the right kind of leadership
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Managing meetings
Common types of meetings:
Planning
Briefings
Focus groups, information exchange sessions
(information gathering)
Team performance reviews
Appraisals and disciplinaries
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Characteristics of a successful meeting
Scheduled in advance with sufficient notice
given
Agenda produced, published and circulated
Meeting objectives defined
Attendee list
Start and finish on time
Meeting ‘rules’ adhered to
Minutes, outcomes, actions and deadlines
documented and circulated promptly
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Presentations
Use appropriate format and style for the audience
Three key stages for a presentation:
The introduction
The main body of the presentation
The summary or conclusion
Use the right language
Good visual aids
Review and practice
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Presentation tips
Visual aids
Supporting documentation
Audience participation
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Communication and negotiation
Be willing to compromise
Determine the real need
Acknowledge other person's ideas
Recognise and acknowledge emotions Know how to address them
Discuss all people’s perceptions
Ensure active participation from all
Seek a compromise that suits all
Recognise personality types, emotions and motivations of all participants
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Questioning skills
Basic forms of questions:
Open
Closed
Clarifying
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Information-gathering techniques
One way
Structured
Unstructured
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Relationship Management
To manage relationships successfully,
we must understand other people’s
needs and manage their expectations
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Business Relationship Skills
Most business interactions are managed via
communication of one sort or another
‘Diff’rent folks for diff’rent strokes’
Differing personalities in the workplace
The Achiever, the Affiliator and the
Influencer
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
What influences these?
Personality types are influenced by three
principal factors:
Our family and upbringing initially
Subsequently by our peers
Society in general
We develop our own style of achieving and
striving for success from our own inborn talents,
life experiences and role models
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
The Achiever
Internally motivated
High standards and goals (self-set)
Successful accomplishment of tasks very
important
Approx 10% of population are strongly
motivated by achievement
Many achievers are found in positions of
management
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
The Affiliator
Belonging
Relating to others
How they are treated by others
These motivators are so important to
affiliators that they influence the choices
they make about how they work
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
The Influencer
Tend to be inspirational people
Power to influence people is important to
them
Strengthen others self-belief - particularly
in competence and ability to contribute to
success
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Comparisons
Using sport as an example
Achievers - may prefer individual games
Affiliators - may prefer team sports
Influencers - almost any team sport provided
they hold a position such as team coach,
captain or manager
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Business relationship skills and qualities
Personal image
Perception
Self knowledge and self development
Trust and respect for self and others
Understanding and contributing to effective teamwork
Motivation of self and others
Availability – personal time management
Recognition of stress in self and others, coping with pressure
Recognition of different approaches
Plus the ‘people skills’ that relate to all these points
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
Summary
Attributes, skills and
knowledge for
managers
Transactional Analysis
– the basics
‘I’m OK - You’re OK’
Leadership essentials
Perceived
management
communication flaws
Four winning
leadership behaviours
Further skills for
leaders
Business relationship
skills
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
About Marval
Marval offers a
customer-centric
approach to IT service
management (ITSM),
encompassing ITSM
software, consultancy
and education
People
Technology Process
© 2016 Marval Software Limited www.marval.co.uk E:[email protected]
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