the proactive manager
DESCRIPTION
TRANSCRIPT
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
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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
WEBSITE
[email protected]@megamationsystems.com www.5whleadership.com 905.973.0550
[email protected]@clearconceptinc.ca www.clearconceptinc.ca 416.209.2221
[email protected] [email protected] 416.543.8161
[email protected] [email protected] www.ccpartners.ca 905.874.9343 x226
905.237.1651
www.pogroup.ca
