Day 2

Start

The Art of CaptaincyBrian Clough

Decision MakingManagement Myths

Confounding ConundrumsA Model for Managing

Buffering Bingo

Agenda

EmotionsFive Dysfunctions of a Team

Project You

Morning Afternoon

Let me be really clear, I’m not an expert in what you do.

My job is not to tell you what to do.

I don’t know what you do. You do.

My job is provoke you into asking hard questions of yourself, colleagues, bosses.

Self aware decisions and thought through strategies outperform blind stumbling.

still^

Mike Brearley, former England Cricket Captain

The art of captaincy

The influence of a leader is continuous & elusive

A good leader understand what makes people tick

Performance is a matter of confidence

2 key attributes – never give up & trust your intuition

Brian Clough, Football Manager

Son, if you want a quiet life don’t work with people

AttentionIntentionCommitment

Decision making

Henry Mintzberg, Author & Professor of Management Studies

Management is, above all, a practice where art, science

and craft meet

Management Myths

Myth #1The manager is a reflective systematic planner

Busted

Management myths

Fact #11. Managers work at an unrelenting pace2. Activities are characterised by– Brevity– Variety– Fragmentation– Discontinuity

3. Strong orientation to action

Management myths

Myth #2The manager relies on aggregated

information via a formal systemBusted

Management myths

Fact #21. Managers tend to favour informal

communications, especially oral.2. Gossip, hearsay & speculation form a good part

of a manager’s information diet.3. Real data lives in the heads of managers not in

reports.

Management myths

Myth #3Managing is mostly about hierarchical

relationships between bosses & workersBusted

Management myths

Fact #3Managing is as much about lateral relationships among colleagues and associates as about up and down the organisation

Management myths

Myth #4Managers must maintain a tight control

of their activities & teamsBusted

Management myths

Fact #41. The manager is neither a conductor or a

puppet.2. Control tends to be covert rather than overt.3. Effective managers choose to deal with

constraints positively

Management myths

Myth #5The Internet changed everythingBusted

Management myths

Fact #51. The Internet amplifies the nature of managerial work

that hasn’t changed for a long time2. It enhances networks while weakening communities3. It makes managers dysfunctional– Too superficial– Too disconnected– Too conformist

4. Tend to act too quickly & less thoughtfully

Management myths

Don’t say too much

Miles Davis, Jazz musician, bandleader

What’s the most important part of managing a band?

Confusing Conundrums

Syndrome of superficiality Predicament of planning Divergence of decomposition Quandary of connecting

Dilemma of delegating Mysteries of measuring Obsession of order Confusion of control

Clutch of confidence Charade of change Ambiguity of acting Coping concurrently

Syndrome of superficiality

How do you get in deep when there is so much pressure to get things done?

Predicament of planning

How do you plan, strategise and think ahead when it’s such a hectic job?

Divergence of decomposition

How do you synthesise the whole when the world is decomposed by analysis?

Quandary of connecting

How do you stay in the loop when managing by its nature removes you from the very thing you

are managing?

Dilemma of delegating

How do you delegate when so much relevant information is personal, oral and often privileged?

Mysteries of measuring

How do you manage when you can’t rely on measuring what you want to manage?

Obsession of order

How do you bring order to the work of others when managing itself is so disorderly?

Confusion of control

How do you maintain controlled chaos when one’s own manager is imposing control on you?

Clutch of confidence

How do you maintain a sufficient level of confidence without crossing over into arrogance and cockiness?

Charade of change

How do you manage change when there is a need to maintain continuity?

Ambiguity of acting

How do you act decisively when the ground in continually shifting from under you?

Coping concurrently

How do you manage and cope with all the conundrums concurrently?

Break

Confusing Conundrums

1. In your team choose one of the confusing conundrums.

2. Discuss the issues, predicaments and solutions to the conundrum [10 min]

3. Present back to the other team

MyfanwyLynwenLlyrAled

CarlAlisonKeithFfion

Orange team Green team

A Model for Managing

Information

People

Action

Source: Mintzberg, H. (2009) Managing, Financial Times Prentice Hall

Source: Mintzberg, H. (2009) Managing, Financial Times Prentice Hall

Inside Outside

Information

People

Action

Source: Mintzberg, H. (2009) Managing, Financial Times Prentice Hall

Inside Outside

Information

People

Action

Information inside

Information (outside)

People (inside)

People (outside)

Buffering Bingo

Action (inside)

Action (outside)

A well rounded manager

1. Individually choose one of the eight bubbles in the model (i.e. one each)

2. Plan how you would go about practically implementing the concepts in your day to day work [15 min]

3. Present back to the others.

A Model of Managing

Inside Outside

Information

People

Action

Lunch

Emotions

5 dysfunctions of a team

Patrick Lecioni, author, consultant

Remember teamwork begins by building trust. And the only way to do

that is to overcome our need for invulnerability.

Source: Lencioni, P (2002), The Five Dysfunctions of a team, Jossey-Bass

Functional

Inattention to results

Avoid accountability

Lack of commitment

Fear of conflict

Absence of trust

Focus on collective results

Hold each other accountable

Commit to decisions & plans

Robust challenge around ideas

Trust one anotherDysfunctional

5 dysfunctions of a team

1. In your team choose one of the dysfunctions.

2. Discuss the how you would go about addressing and solving the dysfunction in your day to day work [15 min]

3. Present back to the other team

LynwenCarlAledAlison

FfionMyfanwyLlyrKeith

Red team Blue team

5 dysfunctions of a team

There are two things people want more than sex and money

. . . Recognition and praise

Mary Kay Ash, founder Mary Kay Cosmetics

ProjectYou

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