Transcript Slide 1
FIRST LINE MANAGEMENT The challenge for the leader is to balance the needs of the task, team and individual - and look after themselves Building the team Managing others What makes a good team? - Stages of team development - Setting objectives - Team coaching - Recruiting new team members - Handling conflict Doing the task Managing You Get your own house in order - have a plan - update your cv - get a mentor/coach - do the development quiz Finding a way through the fog - E-mail - Presentation skills - Meetings - Writing skills - Listening skills - Effective face to face communication - Briefing groups & tool box talks Performance management - The Enabled environmant - Goal setting - Giving feedback Performance problem solving - Handling problem team members - The disciplinary process - The grievance process - Support systems Managing your boss - Having the conversation - Setting the agenda Think about:- Me plc - Your next job - How to be interviewed - Your network - The "elevator moment" - Feedback and what to do with it Are you doing the right things well - Effectiveness v efficiency - What's the task? - Line of sight - Use of resources - Priority setting - Delegation - Reporting back Developing the individual What motivates people? - Herzberg et al - Values v performance - Potential - Setting individual targets The new supervisor - Managing your boss - Where to look for help/support - Setting priorities Options to develop your people - Coaching - Training - Assignments - Other opportunities Bringing it all together - Tell people what their jobs are - Tell them what good looks like - Give them the resources to do a good job - Listen to their aspirations - Give them a chance - Give them objective feedback - listen to their feedback on you PROJECT MANAGEMENT Every task has the potential to be managed as a project Principles of project management Clarify the project objectives Plan Schedule Execute Analyse A Project management process Scope - objectives - budgets Organisation - Contracting - Material procurement and control - Logistics - Work management systems and work allocation - Motivation and leadership Cost - Commitment control and approvals Time - Scheduling - Priorities and the critical path Quality - QC and QA Applying it - Objectives - the terms of reference - Communications - managing your team and your sponsor - Team selection - Work structure - Dealing with conflict and difficult people - Budgets and how to manage them - Contracts and contract management - Assumptions/reality check NEGOTIATION SKILLS Every negotiation has the potential for a win/win outcome Implement the agreement Implementation - do what you agreed to do nothing more, nothing less Plan the negotiation Is it going pear shaped? Clarify your objectives and write them down Write down the most you will pay and your ideal settlement Decide what your tactics will be and write them down If working as a team - agree who does what Manage the negotiation meeting Exploration - 60% - find out as much as possible about the other parties needs and wants - don't give things away, trade everything - use adjournments to review progress, check the plan and re-plan if needed Movement - 30% Do all of the above for the other party - move towards agreement by making an offer - manage the tactics of the other party STOP It does not have to be this way and you are in danger of heading for win/lose or lose/lose. What to do:- Ask for an adjournment - Calm down - breathe - manage the emotions - look at the tactics being used - write down the questions you need to ask to get back on track Also, ask yourself the following:- Is your plan working for you? - re-do the plan if you need to Do your research - who bats for the other party - have you met them before - what's their background and experience - what would a good deal look like for them Think about the venue - your place? - their place? - a neutral place? Agreement - 10% - write down what has been agreed and give them a copy - shake hands on it ? Are your objectives realistic? - re-set the objectives if you need to Is your team getting in the way? - re-state/re-define the objectives and team roles - sort out the team, if someone needs to leave then let them go Adjournments - ask for one at any time you feel you need one - ask for double the time you think you need What to do in an Adjournment - review your plan against any new information - check your objectives are still relevant - check your assumptions - share your feelings with the team Is it time to walk away? - agree a course of action with your team - do it IMPROVING MEETINGS An effective meeting has a purpose, the right people attending and an agreed set of actions Manage the aftermath Prepare for the meeting Prepare well in advance - start and finish times? - look at the room - enough space? - facilities OK? - are the right people attending? - roles of those present? - who records what and how - who manages the output? What's the agenda? do these 2 match? Manage the end game Chair the meeting - summarise the whole meeting in a few sentences - remind the participants who agreed to do what and by when - decide who distributes copies of the action items - decide who brings those not present up to date - when will this group meet again? - Review the meeting - keep it short and simple - thank people for their contribution Manage the agenda - most important items first - keep an eye on the time - no AOB - do not recycle events of the last meeting Encourage contributions Communications - who else needs to know whats been decided? - how will you tell them? - how will you get feedback that they understand and agree with the actions? - shut up the noisy - support the quiet What is the purpose of the meeting? What would a good result look like for the participants? Decide how to handle introductions & how to manage any speakers Do some overheads to cover the agenda and any other items for sharing Action items Record action points - write down what has been agreed, who does what and by when Try to stay impartial - the Chairmans job is to manage the meeting process not the content - your time has been wasted if people do not follow up the agreed actions - how will you monitor progress? - how will you provide support for them? - how will you ensure they stay on track Reviews - score out of 10 - a 1 word summary - what went well and improvement action for next time COACHING SKILLS Coaching to improve performance is driven by the manager/leader The 1st meeting Prepare the agenda The "contract" Confidentiality The "GROW" Model Set the context - why are we here? - what does the output look like - Walk through the GROW model Boundaries Topic? - What is the topic? - What is the Goal? - Is it Realistic? - What options have you considered to get there? - What Next - what is the first step? Ground rules Target setting Goals How often do we meet? Notes and follow-up action Realistic? - Set SMART targets - Specific - to that person - Measurable - in objective terms - Acheivable - by that person with the tools and skills they have available - Realistic - given the resources and time available - Time based - to be completed by..... Options Progress Review What next? - Agree milestones - Agree a time and place for the next meeting - Agree an agenda for the next meeting FACILITATION SKILLS The purpose of a facilitator is "to make things easy" Making the event effective Planning and Preparation Prepare well in advance - start and finish times? - look at the room - enough space? - facilities OK? - are the right people attending? - roles of those present? - who records what and how - who manages the output? What's the agenda? Putting it all together Manage the opening Event management Manage the process Manage the agenda - most important items first - keep an eye on the time - process and content do these 2 match? Encourage contributions What is the purpose of the event/meeting? What would a good result look like for the participants? Decide how to handle introductions - ice breakers? - who are you? - Show/Tell them what the purpose of the event is and show them the agenda - tell them when the event will finish - tell them what will happen to the output - manage behaviour - challenge and support Record action points - write down what has been agreed, who does what and by when - remember this is their event not yours - try not to be directive - ask questions - use flip charts to record the answers - when points are finished, move on - when they go around in circles - ask them if it helps - when they try to avoid an issue - confront it - make sure someone is picking up the actions Manage the end game - remind the participants who agreed to do what and by when - who distributes copies of the action items - who brings those not present up to date - when will they meet again - Review the event - thank people for their contribution Try to stay impartial Reviews Do some overheads to cover the agenda and any other items for sharing - score out of 10 - a 1 word summary - what went well and improvement action for next time RECRUITMENT AND SELECTION The purpose of recruitment and selection is to get the right person in the right job Feedback on Performance The selection process Induction The Interview - job - boundaries etc - working environment - supervision - terms and conditions - reminder - absence arrangements - 3 months probationary period Prepare the advert - make sure it reflects the job you want done - contains enough information for people to self select - includes the timescale for responses - contains contact details Get the admin right - plan the whole thing as a project - agree the terms and conditions of employment before the IV - use a check list - arrange the room etc - book the interviewers - tell the interviewees where to report Monitor progress Ask and Listen - think about the interview structure - make a note of the questions you want answers to - any 'funny' answers - follow them up with more questions - keep an eye on the time - ask them if they have any questions for you Manage the environment - Encourage them to relax - comfy chair? - cup of coffee? Record your impressions Set up the interview with care - welcome arrangements for interviewees - a brief on pay & conditions - tell them what the job is - read their CV/application form - no interruptions - no mobile phones etc - write down what has been said - do it now - not later Try to stay impartial consider assessment centres - give them tasks they can do straight away - give them the tools to do a good job - tell them what good looks like - arrange time to review progress regularly Provide constructive feedback - this is what I wanted - this is what you did - this is how you could have done it better/ differently - this is what I expect in the future - be supportive but explore reasons for poor performance Be clear in your communications - no surprises on either side - record all discussions - be specific about tasks, targets and timescales - write it all down