Transcript Presenting a Positive Self

Manager’s Toolbox
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Manager’s Toolbox
Objectives
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Understand the essential skills of leadership
Maximise their use of time and prioritise for best impact
Effectively delegate tasks and decisions
Successfully motivate their teams
Develop the team capacity for output and productivity
Ensure effective decision making within the team
Run effective team meetings
Produce development strategies for their team members
Set targets and give feedback on progress
Effectively coach individuals and maximise individual
potential
Become confident and competent managers
Manager’s Toolbox
The Best Manager I Have Known
 what were they doing?
 how did they communicate?
 what did they do with your
opinions?
 how available were they?
 what did others think of
them?
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Manager’s Toolbox
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Manager’s Toolbox
International Leadership Qualities
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honest
forward-looking
• do as we say
• use facts / straight talking
• be clear about what we
cannot say
• advanced notice
• aware of pressures on
them
• time to fix things
competent
inspiring
• have a process
• think through then get
back
• consult
• make them feel confident
about their input
• thank you
Manager’s Toolbox
5 Practices of the Successful Leader
 Model the Way, be an example
 Shared Vision, forward looking
 Challenge the Process, change things for the
better
 Enable Others to Act, believing in and equipping
people
 Encourage the Heart, supporting, thanking,
stretching
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HIGH
Low Directive
And
High Supportive
Behaviour
High Directive
And
High Supportive
Behaviour
SUPPORTIVE behaviour
Low Directive
And
Low Supportive
Behaviour
LOW
High Directive
And
Low Supportive
Behaviour
DIRECTIVE behaviour
HIGH
The Four Development Levels are:
High Competence
High Competence
Some Competence
Low Competence
High Commitment
Variable Commitment
Low Commitment
High Commitment
D4
D3
D2
DEVELOPED
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D1
DEVELOPING
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Situational Leadership
The key to
successful
leadership
is our
versatility
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SMART Objectives
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Specific
Measurable
Achievable
Relevant
Timescales
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Levels of Engagement
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keeps me informed
recognises what I do
helps me develop
develops the team
is open and receptive
stretches me
Manager’s Toolbox
The Eisenhower Matrix
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Important
Important
Urgent
Not Urgent
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Not Important
Not Important
Urgent
Not Urgent
Manager’s Toolbox
Quadrant 1
 Crisis
 Pressing problems
 Deadline driven projects, meetings etc
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Manager’s Toolbox
Quadrant 2
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Preparation
Prevention
Planning
Relationship building
Values clarification
Re – creating
Developing people
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Manager’s Toolbox
Quadrant 3
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Interruptions
Popular activities
Some e mails
Some phone calls
Some reports
Pressing items for others
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Manager’s Toolbox
Quadrant 4
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Trivia
Spam
Junk mail
Time wasters
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Manager’s Toolbox
Coaching skills
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The definition of coaching
The traditional manager vs the manager coach
Understanding how people learn
The learning curve
The stages of the learning process
Manager’s Toolbox
Coaching skills
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Kolb's Learning Cycle
Learning styles
Retention levels
One to One Coaching (How to G.R.O.W your staff)
Giving Feedback
Monitoring and Evaluating progress
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Manager’s Toolbox
What is coaching?
Coaching is a planned activity aimed at improving the
performance of an individual or team by Challenge, Education
and Feedback .
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Manager’s Toolbox
What is coaching?
Boss centred
Performance centred
Motivation
Tell
Guiding
Awareness
Coaching
Responsibility
Instruct
Impose
Tell/Criticism
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Listening
Goal Setting
Agreement
Discussion
Feedback
Draw Out
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Benefits of Coaching
Recall
Told
Shown
Experienced
Recall after
3 weeks
70%
72%
85%
Recall after
3 months
10%
32%
65%
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Manager’s Toolbox
The Role of the Coach
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Goal Setting
Training / Development
Motivation
Monitoring Performance
Evaluating Performance
Providing Feedback
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Traditional Manager vs Manager Coach
Traditional Manager
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Financial Planning
Quality Control
Productivity
Planning
Human Resources
Efficiency
Task
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Manager Coach
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Player Selection
Skill Development
Setting Goals
Motivating
Feedback
Effectiveness
Results Through People
Manager’s Toolbox
Primary Social Motives for Learning
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Manager’s Toolbox
Barriers to Learning
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Kolb’s Learning Cycle
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Manager’s Toolbox
Activists
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Experience
Variety
Excitement
Activity
People
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Group Work
Experiential Learning
Lively Debate
Roleplay\Simulation
Group Reviews
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Theorist
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Models
Theories
Complexity
Perfection
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Rationality
Coherence
Theories
Computer Based Training
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Reflector
 Objective Data
 Chance to Listen
 Reflects On Others
Opinions
 Deliberation
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Private Study
Audio\Video
Distance Learning
Observing Others
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Pragmatist
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New Ideas
New Theories
New Techniques
Practical
Application
 Solutions
 Controlled
Experience
 Personal Coaching
 On The Job
Training
Manager’s Toolbox
Stages of the learning process
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Manager’s Toolbox
coaching style
Directive Approach
PRESCRIBE
GROW Approach
CHALLENGE
REFLECT
Counselling
PROFESSIONAL
HELP
 fit approach to person and
situation
 recognise when situation needs
counselling and withdraw
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Manager’s Toolbox
‘Prescribe’ method of coaching
use when:
 the new skills are entirely known by the
coach and entirely unknown by the
coachee
 the coaching must be completed quickly
 the content of the coaching is technical
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Manager’s Toolbox
‘Reflect’ method of coaching
use when:
 the coachee has knowledge & skill in the
subject
 there is time available to think and
consider issues
 the content of the coaching is behavioural
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Manager’s Toolbox
which one to use?
 always start with the assumption
that REFLECT coaching is required
 introduce more PRESCRIBE
coaching if:
 time is becoming short
 progress is not being made
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Manager’s Toolbox
structure to follow
Intro
 objective
 context
 scope
 time
 style
 content
Body
 explain
 involve
 test
 small chunks
 ask not tell
 encourage
Summary
 final review (by them)
 link to next session / actions
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Manager’s Toolbox
assessing if counselling required
 don’t be nervous. encourage the other person to talk
 as they are talking make an assessment of the severity
of the case, and decide whether to continue coaching or
whether to recommend specialist help
 always Empathise, never Excuse
 make a decision about how strongly you are going to
recommend that they seek specialist help
 make a positive commitment to give them information
on where to find specialist help, act on this in a short,
agreed time period.
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Manager’s Toolbox
G.R.O.W. Your Staff
Will
Options
Reality
Goals
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Manager’s Toolbox
‘Reflect’ method: GROW
Goal
 what do you want to change?
 why do you want to change this
behaviour?
 when do you want to change it
by?
 how will your behaviour be
different after the change?
Options
 what alternatives do you have?
 are there any other
alternatives?
 how feasible are the
alternatives?
 what are the costs / benefits of
each?
 what supports do you need?
 how will you get these supports?
Reality
 can you achieve that in the
time?
 is that goal achievable?
 will that goal give you what you
want?
Will
 what will you do?
 when will you do it?
 how will you know you have
changed?
 how will you measure your
success?
 what milestones can you set?
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Manager’s Toolbox
Goals
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Manager’s Toolbox
Goal
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What is it you would like to discuss?
What would you like to achieve?
What would you like from this session?
What would need to happen for you to walk away feeling that this
time was well spent?
If I could grant you a wish for this session, what would it be?
What would you like to be different when you leave this session ?
What would you like to happen that is not happening now?
What outcome would you like from this session?
Is that realistic?
Can we do that in the time we have available?
Will that be of real value to you?
Manager’s Toolbox
S.M.A.R.T
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Specific
Measurable
Agreed
Realistic
Time Bound
Manager’s Toolbox
Objective
Reality
Descriptive
Where are we
now in relation to
the goals?
Deductive
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Tap Emotions
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Reality
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What is happening at the moment?
How do you know this is accurate
When does this happen?
How often does this happen? Be precise if possible
What effect does this have?
What do the scores on the competencies tell you about this?
What other factors are relevant?
Who else is relevant?
What is their perception of the situation?
What have you tried so far?
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Manager’s Toolbox
Options
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Manager’s Toolbox
Options
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What could you do to change the situation?
What alternatives are there to that approach?
Tell me what possibilities for action you see. Don’t worry if they are
realistic at this stage.
What approach/actions have you used in similar circumstances?
Who might be able to help?
Would suggestions would you like from me ?
What options do you like the most?
What are the benefits and pitfalls of these options?
Which options are of interest to you?
Rate from 1 to 10 your interest level in the practicality of each of
these options.
Would you like to choose an option to act on?
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Manager’s Toolbox
The Will
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Manager’s Toolbox
Wrap-up
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What are the next steps?
Precisely when will you take them?
What might get in the way?
Do you need to log the steps in your diary?
What support do you need?
How and when will you enlist that support?
Manager’s Toolbox
Feedback
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Balanced
Specific
Objective
Appropriate
Understandable
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Participative
Comparable
Actionable
Sufficient
Hierarchical
Manager’s Toolbox
defence mechanisms
denial
internalising
blame
rationalisation
deflection
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contradicting your view
withdrawing, guilt
accusing someone else
explaining it away logically
humour, subject change
Manager’s Toolbox
breakdown the barriers
denial
internalising
blame
rationalisation
deflection
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present facts / numbers
ask them for a solution
ask what percentage responsibility they have and
say you want to work on that part
ask if they are open to other arguments /
interpretation
ask what they need from you to face the issue
Manager’s Toolbox
Monitoring & Reviewing Performance
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Review Meetings
Side by Side Training
Third Party Input
Progress Charts
Reporting Systems
Manager’s Toolbox
To download a copy the Manager’s
Toolbox slides please follow the
below link:
http://www.goodfoot.co.uk/downloads/teachfirst.aspx
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Manager’s Toolbox