successfully managing people march 2012

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Successfully managing people by Toronto Training and HR March 2012

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Half day open training event held in Mississauga, Canada.

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Page 1: Successfully managing people March 2012

Successfully managing people

by Toronto Training and HR

March 2012

Page 2: Successfully managing people March 2012

Contents3-4 Introduction to Toronto Training and HR5-6 Definition7-8 What are the management functions?9-10 Roles of a manager11-12 Managerial skills13-14 Being an effective manager15-16 Basic operations in the work of a manager17-18 Perception19-21 Seven sins for new bosses22-23 Better problem-solving24-25 Counselling26-28 Management traps29-30 Critical success factors of management31-33 Grooming future managers34-35 Benefits from a closed door policy36-37 Neuro-linguistic programming38-39 Needs of people working in teams40-42 Power and empowerment43-44 Valuing45-46 Presenting with panache47-48 Networking skills49-50 Case study51-52 Conclusion & questions

Page 3: Successfully managing people March 2012

Page 3

Introduction

Page 4: Successfully managing people March 2012

Page 4

Introduction to Toronto Training and HR

• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden

• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR

are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Page 5: Successfully managing people March 2012

Page 6

Definition

Page 6: Successfully managing people March 2012

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DefinitionWhat is management?

Page 7: Successfully managing people March 2012

Page 7

What are the management

functions?

Page 8: Successfully managing people March 2012

Page 8

What are the management functions?

PlanningOrganizingDevelopingStaffingCoordinatingBudgeting

Page 9: Successfully managing people March 2012

Page 9

Roles of a manager

Page 10: Successfully managing people March 2012

Page 10

Roles of a manager

Interpersonal relationship makingInformation processingDecision-making

Page 11: Successfully managing people March 2012

Page 11

Managerial skills

Page 12: Successfully managing people March 2012

Page 12

Managerial skills

Technical skillsInterpersonal skillsAnalytical skillsHuman skillsDiatonic skillsCommunication skills Conceptual skillsTime Management skills

Page 13: Successfully managing people March 2012

Page 13

Being an effective manager

Page 14: Successfully managing people March 2012

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Being an effective managerBe proactiveBegin with the end in mindPut first things firstThink ‘win-win’Seek first to understandSynergize‘Sharpen the saw’

Page 15: Successfully managing people March 2012

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Basic operations in the work of a manager

Page 16: Successfully managing people March 2012

Page 16

Basic operations in the work of a manager

Sets objectivesOrganizesMotivates and communicatesHas the job of measurementDevelops people

Page 17: Successfully managing people March 2012

Page 17

Perception

Page 18: Successfully managing people March 2012

Page 18

Perception

REASONS FOR DIFFERENCESPhysical sensitivitySelective attentionCategorizationLimits on our capacityThe environmentIndividuality

Page 19: Successfully managing people March 2012

Page 19

Seven sins for new bosses

Page 20: Successfully managing people March 2012

Page 20

Seven sins for new bosses 1 of 2

Don’t sleep with a colleague unless you are married or in a relationship with themDon’t keep using the annoying phrase “ how we did things at my old company”Avoid too many introductory meetings that you simply can’t follow upDon’t make decisions just for the sake of being decisive

Page 21: Successfully managing people March 2012

Page 21

Seven sins for new bosses 2 of 2

Don’t avoid sacking someone in the hope that they’ll work out-they rarely doDon’t avoid playing the political game because you’ll find everyone else is at itAvoid telling people you’re going to spend your first three months asking questions

Page 22: Successfully managing people March 2012

Page 22

Better problem-solving

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Better problem-solving

Improve understanding of what co-workers doReinforce the people who are integratorsExpand the amount of power availableIncrease the need for reciprocityMake employees feel the shadow of the futurePut the blame on the uncooperative

Page 24: Successfully managing people March 2012

Page 24

Counselling

Page 25: Successfully managing people March 2012

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Counselling

STAGES IN A COUNSELLING INTERVIEWFactual interchangeOpinion interchangeJoint problem-solvingDecision-making

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Management traps

Page 27: Successfully managing people March 2012

Page 27

Management traps 1 of 2

Not ‘nipping it in the bud’Squelching the flow of bad newsDoing drop-down workSpending too much time on a problem childDelaying decisions until it is too late

Page 28: Successfully managing people March 2012

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Management traps 2 of 2

Letting employee enthusiasm fizzleFailing to delegateLosing touchTurning people into cogsGiving only negative feedback

Page 29: Successfully managing people March 2012

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Critical success factors of management

Page 30: Successfully managing people March 2012

Page 30

Critical success factors of management

Intensive planning and problem analysisTransferable solutionsStrategic, not tacticalBuilding communities of practiceClear and frequent communicationProviding actionable results

Page 31: Successfully managing people March 2012

Page 31

Grooming future managers

Page 32: Successfully managing people March 2012

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Grooming future managers 1 of 2

Identify who has potentialFind out their career ambitions – do they actually want to progress, or would they rather bloom where they’re planted?Identify what capabilities your line managers need to have in order to lead, manage and develop people effectivelyDevelop those skills!

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Grooming future managers 2 of 2

When vacancies arise, encourage them to apply but manage expectations, and if they don’t succeed, be sure they see it as part of their development journey rather than a reason to give up

Page 34: Successfully managing people March 2012

Page 34

Benefits from a closed door policy

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Benefits from a closed door policy

You will create clearer and more accurate expectationsYou will manage interruptionsYou will encourage personal and team developmentYou will allow space for important and not just urgent workYou will improve organizational productivity

Page 36: Successfully managing people March 2012

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Neuro-linguistic programming

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Neuro-linguistic programmingPay attention to non-verbal communication

Write things downUnderstand the direction of people’s motivationYou don’t always have to set the agenda……but you do have to agree the rules of engagementPrepare emotionally for stressful situationsBe creative, practical and criticalAvoid drama merchantsUnderstand the difference between vision and ambitionGive people space to excel

Page 38: Successfully managing people March 2012

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Needs of people working in teams

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Page 39

Needs of people working in teams

Task to be accomplished togetherMaintaining social cohesion of the groupIndividual needs of team members

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Power and empowerment

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Power and empowerment 1 of 2

Different ways of complying with powerVarying degrees of commitment and involvementTypes of involvement and powerBases of powerExamples of power being used to influence othersSources of power

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Power and empowerment 2 of 2

EMPOWERED WORKFORCEPerformance appraisals drawn from a variety of sourcesVariable rewardsTolerance of errorsEnhanced communicationGeneralist managersTime available to develop confidence in each otherSufficient resources to deliver solutions

Page 43: Successfully managing people March 2012

Page 43

Valuing

Page 44: Successfully managing people March 2012

Page 44

Valuing

ConsiderationFeedbackDelegationConsultation and participation

Page 45: Successfully managing people March 2012

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Presenting with panache

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Presenting with panacheKnow your audienceKeep slides to a minimumMake eye contactStick to the pointKeep it briefThink about toneShare your own experienceVary the paceRemember; practice makes perfectRelax-but not too much

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Networking skills

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Networking skillsBe true to yourselfLess is morePlan your first impressionResearchSet challenging yet achievable goalsShow, don’t tellSpend more time with fewer peopleListenGive yourself a breakFollow up or forget about it

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Case study

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Case study

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Conclusion and questions

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Conclusion and questions

SummaryVideosQuestions