Introduction to Management (Part 4) : Introduction to Management (Part 4) To allow time for all to log-in, we will begin the session at 5 minutes after the hour.
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Introduction to Management : Introduction to Management Edward Cleary
www.clearyonline.com
Edward@Clearyonline.com
Session Recording : (C) Edward Cleary - 2009 3 Session Recording These sessions are recorded.
If you need to leave early or cannot make a live session, recordings are available for your view, on-demand.
Chat conversation is included in the recording.
What we will cover : (C) Edward Cleary - 2009 4 What we will cover Session One
Understanding The Role of Manager
Session Two & Three
Common Challenges
Tips and Techniques
Session Four
Developing Management Skills
Tonight : (C) Edward Cleary - 2009 5 Tonight Brief Review of Part 1 -3
Developing Management Skills as a New Manager
Developing Management Skills as a more Experienced Manager
Being a Manager : (C) Edward Cleary - 2009 6 Being a Manager Requires one to apply TECHNICAL EXPERTISE in order to to focus others to complete work.
For people new to management, it is often difficult to understand how to balance the focus on personal tasks while driving process and results (shifting between delivering work and directing work).
Responsibility of Management : (C) Edward Cleary - 2009 7 Responsibility of Management Align individual task and objectives with overall company objectives (delegate)
Make decisions
Solve problems
Judge performance and apply consequence
DELIVER RESULTS
Management Functions : (C) Edward Cleary - 2009 8 Management Functions
Slide 9 : (C) Edward Cleary - 2009 9 Common Mistakes
Common Mistakes : (C) Edward Cleary - 2009 10 Common Mistakes Not making the transition from individual contributor to manager
Not knowing how the company makes money
Show everyone who’s in charge
Change everything Over relying on your technical expertise
Treating everyone the same
Not providing clear direction and feedback
Failure to address problems
Change nothing
Skill Development : (C) Edward Cleary - 2009 11 Skill Development Remember, your technical expertise most likely help you to succeed and become qualified for your new management role.
Technical expertise alone is not the key to success as a manager
Instead, one needs to focus on developing the professional skills needed to manage people.
Respond using Chat : (C) Edward Cleary - 2009 12 Respond using Chat What types of skills do you think of when I said “professional skills needed to manage people”?
Common answers : (C) Edward Cleary - 2009 13 Common answers The ability to:
to resolve conflict
to provide clear direction
motivate others
manage difficult conversations
build teams
flexibility
accept feedback and adjust
Conditions for Performance : (C) Edward Cleary - 2009 14 Conditions for Performance P = [(Direction + Feedback + Resources + KSA) x Rewards) Effort Authored by Brian Desaultes
Conditions for Performance : (C) Edward Cleary - 2009 15 Conditions for Performance P = [(Direction + Feedback + Resources + KSA) x Rewards) Effort Performance = the successful execution of and completion of objective(s)
Conditions for Performance : (C) Edward Cleary - 2009 16 Conditions for Performance P = [(Direction + Feedback + Resources + KSA) x Rewards) Effort Focusing employee tasks and efforts toward goals (short and long-term)
Conditions for Performance : (C) Edward Cleary - 2009 17 Conditions for Performance P = [(Direction + Feedback + Resources + KSA) x Rewards) Effort Information about how the job is going (from the work, others and the manager)
Conditions for Performance : (C) Edward Cleary - 2009 18 Conditions for Performance P = [(Direction + Feedback + Resources + KSA) x Rewards) Effort Materials, time, budget and humans needed to produce the objective
Conditions for Performance : (C) Edward Cleary - 2009 19 Conditions for Performance P = [(Direction + Feedback + Resources + KSA) x Rewards) Effort Knowledge, Skills and Abilities needed to accomplish the work
Conditions for Performance : (C) Edward Cleary - 2009 20 Conditions for Performance P = [(Direction + Feedback + Resources + KSA) x Rewards) Effort Incentives and recognition for accomplishing the work
Conditions for Performance : (C) Edward Cleary - 2009 21 Conditions for Performance P = [(Direction + Feedback + Resources + KSA) x Rewards) Effort Willingness & ability to direct and sustain attention to the work
Conditions for Performance : (C) Edward Cleary - 2009 22 Conditions for Performance P = [(Direction + Feedback + Resources + KSA) x Rewards) Effort Within the Managers control Shared control with other functions
(HR, Finance, etc) Within the employee’s control, impacted
by manager
So what does this mean for your development : (C) Edward Cleary - 2009 23 So what does this mean for your development Early in your career as a manager, you will be focusing on developing the skills needed to provide effective direction and feedback.
Skills to focus others on the tasks of the day (and tomorrow)
Skills for a new manager : (C) Edward Cleary - 2009 24 Skills for a new manager Study approaches to setting objectives for people.
Good objectives are SMART
Specific
Measurable
Achievable
Realistic
Tangible
Skills for new managers : (C) Edward Cleary - 2009 25 Skills for new managers Study and apply new approaches to providing feedback to staff.
Try the TBIT approach:
Focus on Task or Behavior needing attention
Describe the Impact
Set expectation for Tomorrow
As you gain more experience : (C) Edward Cleary - 2009 26 As you gain more experience You will gain more comfort with giving direction and feedback.
As you do, you will be able to shift your development attention from task focus to begin to tie tasks to the larger picture and systems of the organization.
Skills as you gain more experience : (C) Edward Cleary - 2009 27 Skills as you gain more experience Begin to understand your company’s approach and philosophy towards rewards and recognition.
Focus development efforts on exercising the skills needed to develop others and teams
Skills as you gain more experience : (C) Edward Cleary - 2009 28 Skills as you gain more experience Gain a greater awareness of how your personal approach and style impact others.
Study and adopt a framework or model that you can apply in a wide variety of settings to aid in understanding and addressing the human aspects of work (personalities)
Suggested Tools : (C) Edward Cleary - 2009 29 Suggested Tools Situational Leadership (Blanchard):
contextual model for assessing other peoples needs for feedback and coaching
Suggested Tools : (C) Edward Cleary - 2009 30 Suggested Tools Mobius Model (Stockton & Herdes):
communication model which focuses on the essential qualities of conversation in an effort to improve outcomes
Suggested Tools : (C) Edward Cleary - 2009 31 Suggested Tools Myers Briggs Type Indicator (MBTI):
Psychometric tool used to help gain an understanding of the dynamics of personality – to help one gain a better understanding of self for better self management.
What about Technical Skills : (C) Edward Cleary - 2009 32 What about Technical Skills Continue to develop a broader set of technical skills.
This means less depth in your specific area and more study and exposure to trends, industry studies, professional conferences and societies.
One last suggestion : (C) Edward Cleary - 2009 33 One last suggestion Seek a mentor, someone who you trust and feel can provide direction and guidance to you. Someone with a job role or experiences you feel are important to your aspirations.
Develop an on-going relationship and encourage collaboration.
Thank you : (C) Edward Cleary - 2009 34 Thank you This concludes our 4 part series providing an Introduction to Management.
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Introduction to Management : Introduction to Management Edward Cleary
www.clearyonline.com
Edward@Clearyonline.com