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A Strong Leader…………….. Inspires their Employees

Admired by their Employees

Trusted by their Employees

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ManagementVS

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Breakout:

Prepare a statement defining the difference between a manager and a leader.

DO…………………………….LEAD

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A manager should have some technical or operational skills that can be utilized to

supervise and elicit a desired performance from others.

“ manages the business”

Manager:Manager:

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A leader should have people skills that inspire others to perform.

“Leadership is the art of getting someone to do what you want done because they want to do it.”

- Dwight Eisenhower

“leads the employees”

Leader:Leader:

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Managers VS Leaders Direct Others

Focus on the short range

Maintain

Do things right

Involve others

Focus on the long-range

Develop

Do the right things

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D.E.A.L.S Define

Empower

Affirm

Listen

Shape

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DEFINE

What You Expect

What They Do

What Happens As A Result

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Define - Putting a Jacket on

1. Trainer –Explain to your pupil how to put a jacket on. Turn your back to your pupil.Your pupil will not be able to speak

2. Pupil – Use the guide sheet and keep secret from the pupil

3. Evaluator – Take notes, observe and record specifics. Evaluate what they have done well and how they could improve.

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DEFINE Define Clear Expectations and Explain Why the

Task is Important S how – Demonstrate the task step by step,

explaining why each sub-task is important, encouraging questions

O bserve - Give constant feedback S hape – Continue to monitor and coach every

time the task is conducted.

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Define Behaviours Behaviour – Specific details on performance

Abstraction – Describes someone's personality and is often judgemental

Do Not Tell Employees What to BE, Tell them What to DO

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Distinguish between Behaviours and Abstractions

Which of these do not define specific behaviours?• Please file these invoices in descending order• Susan, I want you to be more enthusiastic• You’ve really been doing a good job• You’ll need to be more open-minded• You’re so dependable• Please answer the phone within 3 rings

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Empowerment What does Empowerment mean to you?

Providing an environment which assumes employees’ ability and eagerness to make responsible and positive contributions to the organisation

The releasing of individual power by removing barriers that prevent its expression.

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Employee Leader Integral part of the team

Gain confidence

Personal development

Enjoyment of responsibility

Satisfaction of a challenge

Feel trusted

Accountable for the success of the task

Increase morale and motivation

Develops employees

Delegation relieves time

Employees increase in morale boosts performance

Encourages flow of alternative ideas and feedback on a task

Gain respect and admiration from employee

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Affirm Affirm, Decrease or Maintain Self Confidence

Affirm – Boosts self confidence, more positive gentler statements

Decrease – Lowers self confidence, more negative, abrupt statements

Maintain – Neutral statements

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Affirm• Which of the following statements Affirm/Maintain or Decrease Self

Confidence

Don’t ever do that again

- How do you think you performed in that task?/Would you do anything different next time?

I’m sorry but I don’t have time to talk with you now

- I would love to have a further chat about that also, how does Friday 9.00 sound?

Thanks for coming in early

Can’t you listen?

- Would you like to take notes of the task procedures to assist you next time

What are your ideas on how to keep this problem from happening again?

You did not reach your sales goal

- Your sales target is not where either you or I would like it to be. How shall we go about improving this

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ListeningLevel of Listening When to Use Example

Acknowledge

•Give full attention

•Don’t interrupt

•Nod, make eye contact

There’s an “ordinary” need to show you’re listening

Make eye contact, nod say “I see”

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Level of Listening When to Use Example

Paraphrase

•Re-state in your own words

To check understanding or something complex

To focus a conversation

“Let me make sure I understand. You are being interrupted by your colleagues which has kept you from getting your work done

Listening

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Level of Listening When to Use Example

Show Empathy

•Reflect the feeling

To diffuse emotion “So, you’re frustrated that these interruptions are preventing you from your other responsibilities”

Listening

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Level of Listening When to Use Example

Acknowledge

•Give full attention

•Don’t interrupt

•Nod, make eye contact

There’s an “ordinary” need to show you’re listening

Make eye contact, nod say “I see”

Paraphrase

•Re-state in your own words

To check understanding or something complex

To focus a conversation

“Let me make sure I understand. You are being interrupted by your colleagues which has kept you from getting your work done

Show Empathy

•Reflect the feeling

To diffuse emotion “So, you’re frustrated that these interruptions are preventing you from your other responsibilities”

Listening

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Listening Think of a situation in which you have felt challenged, could be a current issue,

personal/academic/work related.

Jot down the situation

Nominate a Listener, Communicator and an Observer.

Role play the situation Communicator – say what is on your mind, challenge your listener to keep

listening until you feel you’ve been heard

Listener – experiment with paraphrasing or showing empathy. You might have to try several times until the situation is diffused

Observer – take notes (record specific phrases) on what the listener says or does that shows effective listening skills. Use the checklist given

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”I only wish I could find an institute that teaches people how to listen. After all, a good leader needs to listen at least as much as (they) talk. Too many people fail to realize that real communication goes in both directions.”

-Lee Iacocca

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Shape Observe and perfect employees performance through regular feedback

Reward good performance and ensure fits the employee

Why is it important to let employees make some mistakes as they perform tasks?

When and why is it appropriate to jump in and offer immediate assistance to an employee who is having difficulty performing a new task?

How can you provide assistance to an employee without taking away ownership of the task?

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Shape – Giving FeedbackHelps grow their skills and achieve their goals

Reinforcing Feedback –

Encourages employees performance that meets or exceeds your expectations

Increases the likelihood of employees achieving desired results

Builds confidence and motivates employees

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Example:

Describe – You have increased business from your corporate accounts by 30%.

Explain the impact - This is really fantastic work and has significantly impacted the growth and increased profitability of our branch.

Encourage and Thank - Thank you for your hard work. You are showing great marketing potential and this should assist your career progression.

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Shape – Giving Feedback

Redirecting Feedback –

Employees performance not up to standards

Stops, minimises, undesirable performance

Clarify expectations

Explain the unproductive aspect of behaviour

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Example:Describe – When you omit to document your telephone conversations

with customers, it can lead to customer service issues and a break down in communication amongst the team members.

Listen to employees reaction

Clarify expectations – All customer conversations must be recorded.

If still not taking responsibility – “I realise it is difficult sometimes, however could you tell me what you think the impact on the business would be if we do not work together to resolve this issue?”

Agree a plan – Listen to all customers and repeat back information to customer whilst recording.

End on positive note – Maintaining this plan will keep customer issues to a minimum and encourage good team work between you and your colleagues.

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Influencing statementsInfluencing statementsNot

“Here’s what I want”

“I want you to”

“We’re going to”

Rather“What do you think about …?

“What’s your opinion on …?”

“Have you considered …?”

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“the best, most aggressive and successful organizations have been the ones that stressed integrity and trust…”

-Tom Peters

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“the best, most successful (leaders) have been the ones that stressed integrity and trust…”

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Senior Management at Enterprise

“A manager manages the business and a leader leads their people”

Brian Waligora – (Mgt Trainee) to General Manager, North England

“Empower the employees, Set high expectations and Lead by example – 3 critical areas to my leadership style”

Paul Smith – (Mgt Trainee to) Group Rental Manager, N.England

“Guidance, direction, discipline, forthrightness, inspires confidence by these actions ” “ Honesty and Integrity are, of course, an essential necessity”

Cameron Bentley – (Trainee Acct to) Business Controller, N.England

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THANK YOU. CLICK ONTO THE WEBSITE FOR MANAGEMENT TRAINING

OPPORTUNITIES AT:

www.enterprisealive.com

Sara Varo

(Mgt Trainee to) Recruiting Manager – North England

Graduate Management Trainee Scheme