PEOPLE MANAGEMENT SKILLS PROGRAM DAY ONE SESSION 1 WELCOME AND - PDF document

PEOPLE MANAGEMENT SKILLS PROGRAM DAY ONE SESSION 1 WELCOME AND INTRODUCTIONS

ACKNOWLEDGEMENT OF COUNTRY ACKNOWLEDGEMENT OF CARERS 3 HOUSEKEEPING • Location of toilets • Meal breaks • Fire / emergency exits • Mobile phones 4

5 PMSP BLENDED COURSE 6

LEARNING OUTCOMES By the end of the program, participants will be able to: • Demonstrate skills to coach and mentor • Successfully manage change in line with the organisation’s values • Exemplify advanced communication skills and effectively build relationships to initiate and undertake critical conversations • Apply conflict resolution skills to reach a mutually acceptable solution • Formulate strategies to influence and negotiate in the health context • Prepare, present and facilitate an idea for change • Apply the principles of emotional intelligence to effectively lead and build teams 7 WORKSHOP FOCUS AND OUTCOMES • Practical hands-on activities and application of the eight core skills • Network and share knowledge with other managers • Opportunity for peer feedback and support • Feedback on proposed workplace action plan • Understanding the expectations and the process for Phases 3-5 of the People Management Skills Program 8

FACILITATOR AND HETI EXPECTATIONS Managers are at all times expected to display the NSW Health CORE values of: CORE VALUES C OLLABORATION O PENNESS R ESPECT E MPOWERMENT 9 THE PROGRAM To maximize your time and enhance your learning throughout the program: • Self-review and reflect on your practices as a manager • Apply best practice by trying out new behaviours and skills • Integrate new skills and behaviours into your workplace • Actively seek feedback and support from fellow participants, senior staff and peers • Develop strategies to build your managerial capabilities • Complete the workplace action plan to enhance your workplace and team’s effectiveness 10

COURSEWORK GUIDE (DOWNLOAD) COMPONENTS APPENDIX Online Learning Presentation Appendix A: Learning Pathway Access and File Upload My Health Learning Final half-day workshop Appendix B: Final Report Template Face-to-face workshop Survey Workplace action plan Consent Appendix C: Final Report Examples Prepare and plan Course Support Finalise and implement final Appendix D: FAQs for Participants Certificate of Completion report 11 WORKPLACE ACTION PLAN • A workplace action plan is a set of steps or activities to achieve a workplace goal • The goal needs to address an area you have identified that needs improvement in your organisation, team or in an individual’s performance • Your workplace action plan will improve some aspect of your team and your workplace as well as provide an opportunity for you to develop your people management skills 12

WORKPLACE ACTION PLAN EXAMPLES Team culture change • Facilitating agreement on individual team member responsibility and expected behaviour for improved relationships and outcomes Education or training • Developing an educational support system for staff in response to an identified need Implementing processes for improvements • Implementing and improving discharge processes for increased productivity and patient care Improving communication • Improving communication during clinical handover 13 THE FINAL REPORT • Develop a Final Report based on your workplace action plan, identifying results and outcomes achieved: - Download and complete the Final Report Template - Upload a manager signed copy to My Health Learning - Coursework Guide includes the steps to upload and examples of other Final Reports - Final Report must be completed individually 14

THE FINAL REPORT • Overview of workplace action plan aims and objectives • Identified improvement in team outcome(s) • What was happening and why • Strategies implemented to improve team capacity and/or outcomes • Identify the Core People Management Skills used in your workplace action plan and link to the strategies implemented • Identify any improvements to workplace culture and team functioning • Identify challenges and (potential/achieved) solutions • Include a review of proposed, personal development and team development 15 VERIFICATION OF WORKPLACE IMPLEMENTATION 16

THE PRESENTATION • Create a graphical representation of the Final Report and upload to MHL • Examples are available in the Coursework Guide • At the half-day workshop present the graphical representation of the workplace action plan to the group • 10 minutes in duration and be prepared to answer questions from your audience! 17 SESSION PLAN: DAY ONE TIME CONTENT 8:30am - 9:15am Session 1: Welcome and Introductions Session 2: Setting The Scene and Getting To Know Each Other 9:15am -10:30am Session 3: Managing And Leading 10:30am - 10:50am Morning tea break Session 4: Knowing Your Team and Their Communication Styles 10:50am - 12:30pm Session 5: Team Development 12:30pm - 1:15pm Lunch break 1:15pm - 3:00pm Session 6: Proactive Support Of Staff and Moving Things Forward 3:00pm - 3:15pm Afternoon tea break 3:15pm - 5:00pm Session 7: Workplace Action Plan Discussion 5:00pm Close 18

SESSION 2 SETTING THE SCENE AND GETTING TO KNOW EACH OTHER INTERVIEW AND COLLEAGUE INTRODUCTION Interview your colleague and gain the following information: • Name • Role • Service • Size of team/management responsibilities • Something of interest about them. Present this information to the larger group 20

STRUCTURE CHART Div Manager Service Manager ME Home Assess ACAT Comm. Options Service Admin ACAT Team Leader Project Lead Team Leader Co-Ord Assessor ACAT Assessor ACAT OT Assessor OT Admin Caseworker Caseworker ACAT OT Assessor OT Asst. 21 HOW THE TEAM / SERVICE REALLY OPERATES 22

SESSION 3 MANAGING AND LEADING MANAGEMENT AND LEADERSHIP In running my team: A B I focus on the present the future I’m more concerned about stability change I concentrate on the short term the long term To get my work done, I use instruction inspiration My goals are based on immediate necessity my vision of the future I always ask for the how the why My position is based on authority charisma When dealing with others, I tend to control empower My communication is characterised by complexity simplicity In decision making, I usually resort to logic intuition Primary concerns are corporate social and corporate 24

MANAGEMENT AND LEADERSHIP • What is management? • What is leadership? 25 TEAM FUNCTIONING AND THE ROLE OF THE MANAGER Manager as Manager Manager as Supervisor Team Leader as Coach (Traditional) 26

CORE SKILLS CORE SKILLS Effective Leading and Coaching Critical Managing communication Conflict Influencing and Presentation and building teams and mentoring conversations change and relationship resolution negotiation facilitation building 27 Conceptual Conceptual Conceptual skills skills Conceptual skills skills People skills People skills People skills People skills Technical skills Technical Technical skills skills Technical skills Team member Supervisor Manager Senior Manager Adapted from: Stoner, Yetton, Craig & Johnson, 1994 28

SESSION 4 KNOWING YOUR TEAM AND THEIR BEHAVIOURAL STYLES THE DISC MODEL Outgoing • Dominance • Influence 1 2 D I Task Orientated People Orientated C S • Compliance • Steadiness 3 4 Reserved 30

BEHAVIOURAL STRENGTHS AND WEAKNESSES In your group, determine: • What your five strengths are due to your DiSC profile • What your five weaknesses are due to your DiSC profile (this maybe how others perceive you) • How you like to communicate with other people • How you prefer other people communicate with you 31 DIRECT (DOMINANCE) STRENGTHS CHALLENGES Autocratic Take charge Impatient Decisive Insensitive Efficient Controlling Determined Poor listener Results focused Reactive 32

INFLUENCING (INFLUENCE) STRENGTHS CHALLENGES Stimulating Manipulative Enthusiastic Poor follow-up Risk taker Ego driven Driver Undisciplined Innovative Overlooks details Big Picture Can take excess risks 33 CONSCIENTIOUS (COMPLIANCE) STRENGTHS CHALLENGES Thorough Indecisive Serious Aloof - unsociable Organised Critical Detailed Avoids Issues Rational Too much detail 34

STABILISING (STEADINESS) STRENGTHS CHALLENGES Team player Too agreeable Good listener Avoid conflict Relationship oriented Not demanding enough Friendly Over committed Conscientious Perfectionist 35 COMMUNICATION STYLES 36

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39 SIGNS OF STRESS: DIRECT STRESS SOURCES SIGNS OF STRESS RELIEVING THE STRESS • Inability to achieve goals • Becomes aggressive and • Let them function independently pressuring with short-term goals • Losing decision making power • Let them contribute • Pressuring people • Losing power or authority • Give responsibility • Focuses on immediate results and • Not being able to influence what action happens • Becomes impatient • Losing position • Changes things hastily • Inability to make independent • Becomes irritated, blunt, stubborn, decisions inflexible and demanding 40