Transcript NVQ IN Management Session 1: Leadership

NVQ IN Management
Session 1: Leadership
Kate Fairweather
CMCAust Marketing
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Management Programme
• Leadership and setting the direction
• Operational Planning and managing change
• Working relationships and effective
communications
• Team performance management and
development
• Personal development and managing yourself
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Session Objectives
• By the end of this session you will be able to –
– Recognise and select leadership styles for the workplace
– Describe motivation theories and identify the most
productive ways of motivating people
– Produce an action plan for motivating team/individuals
– Agree and set SMART work objectives to deliver high
quality work
– Identify methods for engaging team members in coming
up with new ideas and taking the initiative
– Evaluate your leadership style, gain 360 feedback and
improve your performance
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Links to other sessions
Other sessions cover:
• Working relationships
• Effective communications
• Operational planning and cascading objectives
• Managing and improving performance
• Developing people
• Managing change in your workplace
This session looks at how you lead people, set the
direction for your team, gain feedback and input
from your team and evaluate your leadership style
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Leadership
• Name some leaders
• What does a leader do?
• What qualities does a leader need to have?
TASK
TEAM
INDIVIDUAL
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What does a leader do?
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Leads people
– So you have to relate to them as people
– You have to inspire them, be enthusiastic, have a vision for achievement, set standards
– You have to make them feel confident in you, that you are there to support
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Leads people to a goal
– You have to have a clear goal or target
– You must communicate the goal to your team
– You must gain their commitment to the shared goal
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Sets the direction for achievement
– You have to provide the team with objectives
– You have to set objectives for individuals
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Makes sure it all happens
– You have to support people to achieve, look after individuals, ensure the team develops
cooperative working, ensure the task is achieved!
– You have to communicate, keep channels open, keep your ear to the ground
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Leadership Styles
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Autocratic – do as I say, get the job done
Bureaucratic – work by the book exactly
Charismatic – I can make this happen
Democratic/participative – what do you think?
Laissez-Faire – you get on with it, ask for help if you need to
People or relationship oriented – are you OK, what do you need?
Servant – how can I help?
Task oriented – this is what we need to do, here are your tasks
Transactional – you’re paid to do the job, watch out if it goes wrong
Transformational – here’s what we do, this is your patch, how can you
make it better?
• Situational Leadership – select styles for the situation
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Activity 1: Leadership styles
What leadership style is most appropriate for a team leader to use in each of these situations?
Situation 1 – A new company procedures has been introduced requiring staff to complete timesheets for different parts of the job. These
have to be submitted by the last Friday in the month in order for staff to receive their pay on time. Your task is to implement this
procedure in your team.
Situation 2 – Your team visits manufacturing businesses. You need team members to complete risk assessments for each place they visit to
ensure that they are covered by your business insurance. Your task is to design and implement these risk assessments.
Situation 3 – You have been asked to lead a project to develop a new product for your business. Your project team consists of designers,
factory supervisors, sales specialists and accountants who do not usually work together. Your task is to get the project plan in place.
Situation 4 – You are appointed team leader of a group that has not been performing very well. Part of the problem is that the team are all
new to the business and inexperienced in the role they are being asked to fulfill. There is also a wide variation in ages and background
among the group of people in the team. Your task is to get the team performing to the required standard.
Situation 5 – Your company has been bought out by another business and the new owner is transferring all the team’s activities to their
own procedures. This involves a lot of change in working practices and priorities. Your task is to get the team working to the new
requirements but the new owner has allowed 6 months for this to be fully implemented.
Identify the leadership style appropriate for each situation on Activity 1.
What leadership styles do you use most? Are there opportunities for you to try some different approaches in your workplace? Note two
examples where you could try some new ways of leading your team.
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Motivating People
• See following slides for more detail:
• Maslow’s hierarchy of needs – if your basic needs are not met you cannot
do anything
• McGregor’s Theory X and Y:
– People dislike work and have to be coerced/controlled, avoid responsibility
– People like work and will self direct to meet objectives, will seek responsibility
• Herzberg’s Motivation/Hygiene Theory:
– Some things motivate – achievement, recognition, responsibility,
advancement
– Some things prevent dissatisfaction – salary, working relationships, working
conditions, company policy
• What do you think applies for your teams?
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Maslow’s Hierarchy of Needs
Self-actualization
personal growth and fulfilment
Esteem needs
achievement, status, responsibility, reputation
Belongingness and Love needs
family, affection, relationships, work group, etc.
Safety needs
protection, security, order, law, limits, stability, etc.
Biological and Physiological needs
basic life needs - air, food, drink, shelter, warmth, sex, sleep, etc.
Make sure the things you can affect are in place – stable environment, everyone feels part of the team,
everyone is respected and recognised for their skills, everyone is supported to develop.
Recognise that things in individual’s personal lives can have a huge affect on their ability to do a good job –
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McGregor’s Theory X and Y
‘Theory X’
Management
‘Theory Y’
Management
Staff
Staff
Theory X - authoritarian,
repressive style. Tight control,
no development. Produces
limited, depressed culture.
Theory Y - liberating and developmental.
Control, achievement and continuous
improvement achieved by enabling,
empowering and giving responsibility.
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Herzberg’s Motivation/Hygiene Theory
Motivators
recognition
work itself
responsibility
advancement
personal growth
Hygiene (or 'maintenance') factors
status
security
relationship with subordinates
personal life
relationship with peers
salary
work conditions
relationship with supervisor
company policy and administration
supervision
The Hygiene factors are a launch pad – without them we cannot thrive, with them we can
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be motivated by achievement and development
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Some quotations about leadership
"People ask the difference between a leader and a boss.... The leader works in the open, and the boss in covert. The leader leads and the
boss drives." (Theodore Roosevelt)
"The marksman hits the target partly by pulling, partly by letting go. The boatman reaches the landing partly by pulling, partly by letting
go." (Egyptian proverb)
"No man is fit to command another that cannot command himself." (William Penn)
"It is amazing what you can accomplish if you do not care who gets the credit." (President Harry S Truman)
"I not only use all the brains I have, but all I can borrow." (Woodrow Wilson)
"A dream is just a dream. A goal is a dream with a plan and a deadline." (Harvey Mackay)
"Ideas are like rabbits. You get a couple, learn how to look after them, and pretty soon you have a dozen." (John Steinbeck)
"I keep six honest serving-men, They taught me all I knew; Their names are What and Why and When, And How and Where and Who."
(Rudyard Kipling, from 'Just So Stories', 1902.)
"Integrity without knowledge is weak and useless, and knowledge without integrity is dangerous and dreadful." (Samuel Johnson 170984)
"Everybody can get angry - that's easy. But getting angry at the right person, with the right intensity, at the right time, for the right reason
and in the right way - that's hard." (Aristotle)
"Management means helping people to get the best out of themselves, not organising things." (Lauren Appley)
"It's not the critic who counts, not the one who points out how the strong man stumbled or how the doer of deeds might have done them
better. The credit belongs to the man who is actually in the arena; whose face is marred with the sweat and dust and blood; who strives
valiantly; who errs and comes up short again and again; who knows the great enthusiasms, the great devotions and spends himself in a
worthy cause and who, at best knows the triumph of high achievement and who at worst, if he fails, at least fails while daring greatly so
that his place shall never be with those cold and timid souls who know neither victory nor defeat." (Theodore Roosevelt.)
"Behind an able man there are always other able men." (Chinese Proverb.)
"I praise loudly. I blame softly." (Catherine the Great, 1729-1796.)
"Experto Credite." ("Trust one who has proved it." Virgil, 2,000 years ago.)
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Activity 2
Complete the checklist to find out if your organization leadership style is
Theory X or Y and how you prefer to be managed
Questionnaire to identify Theory X or Y Leadership Style.pdf attached
Note your experiences in motivating people:
Give one example of when you motivated someone well, and one example
when your effort to motivate someone failed.
What do you think went wrong – how could you have done better?
If it went well, could you use the same approach in other situations?
Produce two actions for improving motivation in your team:
Action – what you will do
Who is
responsible
When must be
complete
Measure
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How you will
monitor result
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Processes for Motivating People
• Set team and individual objectives-ensure this is done fairly – see ACAS
Model Workplace.pdf for advice
• Team meetings to discuss what needs to be done, ideas for doing things
better
• Team meetings to monitor team progress, agree recovery actions,
celebrate success
• One to one review meetings to monitor individual progress, agree
corrective action and support, praise success
• Annual reviews of team and individual performance – development
opportunities and needs, what went well, what went less well
• BUT also communicate with your people on a daily basis – are they OK
both at work and in their personal lives, what is going well, what is going
less well, spot conflicts and disagreements early and resolve them, do not
allow grudges to develop
• Think about team activities to build personal relationships
• Set the values for your team – how do we do things , how do we work with
other people, don’t leave anyone feeling bad about themselves, help
other people when they need it, ask for help of you need it
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Setting SMART Objectives
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Specific – what actions are needed
Measurable – quantify the objective
Achievable – within the individual’s remit
Realistic – grounded in the team’s role
Time bound – by when
Using the format on Activity 3 set some SMART
objectives for your team and individuals
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Activity 3 SMART Objectives:
Put these requirements into SMART objective format:
We need to make sure that our customers have really good service from us so that they come back to us again.
Everyone should be doing risk assessments before using a new piece of equipment.
Our team needs to make sure the next shift knows when there are actions to follow up.
We need everyone to use the client management system the same way.
Use this format to create your objectives:
Objective and target
Who is
responsible
When must be
complete
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Measure
How to monitor
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Activity 3
• What process can you set up to provide opportunities to set objectives, monitor against
those objectives, provide support and corrective actions and recognise success?
• Team meeting to discuss the work for the year, how it could be achieved better – When could
you hold this meeting?
• Team meetings to monitor progress – how often are these needed?
• One to one meetings to monitor progress – how often are these needed?
• Annual reviews of team and individual performance – when would you hold these meetings?
Thinking about setting SMART Objectives
Produce 2 objectives for your team, and 2 for individuals in your team using the format below.
Objective and target
Who is
responsible
When must be
complete
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Measure
How to monitor
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Activity 3
What are your team values? Here are some ideas:
• We have a “can do” attitude
• We help and support each other
• We answer the phone in three rings, respond to emails in one hour,
answer queries by the end of the day
• We appreciate each others strengths and differences
• We each do our bit to our best ability
• We learn from mistakes and share experiences
• We don’t leave anyone feeling bad about something going wrong
Write out some values for your team, discuss it with them and produce an
agreed version.
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Creativity and Initiative
• Why do you need people to be creative in
your workplace?
• Why is it important for people to take the
initiative in the workplace
• Can your team contribute good ideas to your
work?
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Blue-sky Sessions
• A useful way of getting your team to contribute to developing new
ideas and improving how you do things
• Away from the workface
• Give the group a clear brief
• Set a time limit for coming up with ideas
• Refine and prioritise ideas that are practical, can be developed by
the team
• Refer on ideas that need wider organisation input to put into place
Other ways of getting people to come up with new ideas are:
• Suggestion box
• New ideas committee or individual in the team
• Add request for new ideas to team meeting agenda, one to one
meeting agenda
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Personal Development
• You have resources that you need for your job – knowledge,
understanding, skills and time – and aspirations for yourself for the future
• You need to manage these resources
– Evaluate your skill levels and where you need to improve
– Develop your knowledge and understanding, keep up with trends and
developments to do your job better
– Develop your skills within the workplace through projects and work
assignments, or by in-house or external training to do your job better
– Undertake development activities for your longer term aspirations
– Manage your time effectively
Use the format at Activity 4 to think about your career to date, what
motivated you to take the direction you have, what aspirations you have
for the future
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Activity 4 Personal Development Planning
How have you come to be in this job today, what motivated you to take this job?
What aspirations do you have for the next year? Where do you need to develop yourself to do your job better?
What aspirations do you have for 5 years time? What job would you like to be doing, any career changes or plans
outside work?
What training or development activities do you need to undertake to achieve your longer term aspirations?
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Evaluating your leadership
performance
• It is important that you evaluate your
performance as a leader in order to identify areas
for improvement
• You need to asses your strengths and weaknesses
and then put in place a development plan to
deliver improvements
• It is important to set aside time to complete your
development activities or they will be swallowed
up by day to day work, so plan your time
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Time Management
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Know what is important - write down the key goals you are working towards. (This can apply
to all parts of your life.)
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Consciously plan your time : using monthly and weekly plans
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Choose how you communicate for best use of time: phone, memo, meeting or e-mail.
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Write in your diary in pencil, then you won't feel bad about changing your plans.
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Avoid being driven by your diary. Just because something has already been entered, doesn't
mean that you can't do something else with the time.
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Know when you are at your best, and schedule quadrant 2 activity for that time.
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Make the most of 10 minutes - many tasks can be done in a "spare" 10 minutes, including
taking a relaxation break.
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Periodically review your time effectiveness against the quadrant map, and against your goals.
(The TEAL Trust)
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Activity 5 Time Management
Consider these time management problems – how could they be resolved?:
We always have to pick up work from the previous shift that should have been finished by them. This means we
always have to hand work on to the next shift.
My manager comes into my office and asks me to deal with things immediately, then I am behind on everything
else for the rest of the day.
We seem to spend more time in meetings with managers talking about how to improve what we do than
actually being able to put improvement ideas into practice.
Write down what time management issues you have in your workplace.
Can you come up with ways that you could manage time more effectively? Write down some ideas.
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Urgency
The Quadrant Map
Importance
Quadrant 1 Fire Fighting
Urgent and important
Quadrant 2 Quality Time
Important but not yet
urgent
Plan time so most of work stays in 2!
Quadrant 3 Distraction
Urgent but not important
Quadrant 4 Time Wasting
Neither urgent nor
important
Think about the time management issues you face and set yourself some
objectives to manage your time so that you can complete the development
activities you want to undertake. Time management may be one of the areas you
want to put into your Personal Development Plan at Activity 6
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Getting feedback
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Why is it important to get feedback on your work?
Who can give you constructive feedback?
360 Feedback
Advice on giving constructive feedback:
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Ask the person to self assess first
Give praise before criticism
Limit what you cover
Concentrate on what can be changed
Give the appraisee time to think and respond
Be clear and specific not vague
Important not to be defensive – ask for comments about specific behaviours and
achievements, things you can learn from, ideas on how you could improve
It is a good thing to give and receive help
Note down examples of good and poor feedback you have had and how you could
seek constructive feedback.
An action plan for getting 360 feedback may be something you want to put into your
Personal Development Plan at Activity 6
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Activity 6
• Complete the Leadership Style assessment at Leadership
Style questionnaire.doc and identify your natural style
• Determine how you need to change your style, or use
different styles for different situations and produce an
analysis of your current strengths and weaknesses and an
action plan for improvement
• Complete the Learning Style assessment at Learning Style
Assessment cmc aust.doc to determine what sort of
development activity will suit you best
• Identify possible development activities for improving your
leadership skills and complete a Personal Development
Plan using the format at Personal Development Plan.doc or
your own appraisal document
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Review of this session
• We covered –
• Leadership styles for the workplace and how to select the
appropriate ones for different situations
• Motivation theories and techniques for motivating people
• Setting SMART objectives for teams and individuals
• Getting the best out of people and running blue-sky sessions
• Evaluating and improving your leadership skills
• Now choose from the notes you have made the specific actions you
want to take before the next session Next Session: Operational
Planning
• If you are taking a Management NVQ with CMC Aust then now
email your work from Activities 1 to 6 to Kate Fairweather at
[email protected] for assessment of learning and
feedback
Places to find out more – search internet on any subject or theorist, these web sites are useful
Leadership styles www.mindtools.com www.leadershipstyle.net Motivation theories
www.businessballs.com www.accel-team.com www.netmba.com Time Management www.teal.co.uk
Giving and Getting Feedback www.mindtools.com www.businessballs.com ACAS Model Workplace,
advice and all employment legislation www.acas.org.uk
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Management NVQ
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This workshop provides the underpinning knowledge for Unit 2 of the Management NVQ
Diploma at Level 5 and Unit 426 of the Business Administration Diploma at Level 4 –
Management Option, plus NVQs at Level 3 and 2 in Management Business Skills and
Business Administration
For the Unit you will need to produce for your NVQ Assessor:
– A copy of your Leadership Style assessment and Questionnaire to identify Theory X
or Y Leadership Style, plus your notes on your strengths and weaknesses as a leader,
your Development Plan and Learning Style assessment
– Evidence of your operational plan and SMART Objectives you have set your team
– Evidence of your own and your team’s appraisals/one to ones and copies of team
meeting notes, showing how you have set direction and objectives, monitored and
developed your team’s performance
– Evidence of 360 feedback from your manager, colleagues and your team – if this is
not formally in place in your organisation you should ask for feedback on specific
areas of your leadership performance, which they should sign and date as a witness
statement
If you would like to take a Management NVQ please contact me, Kate Fairweather 07802
250508, email [email protected] or go to our website
www.cmcaustmarketing.co.uk/nvq_qualifications.htm where you will find details
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