Welcome to with Steve Prince Introductions Introductions - - PowerPoint PPT Presentation

Welcome to with Steve Prince

Introductions

Housekeeping Ground rules Respect & Confidentiality Time Keeping Anything else?

Introductions

The Supervisor What is the role? What do you have to do to fulfil that role?

Management or Leadership?

What’s the difference?

What makes an effective leader?

• Ambition
• Cheerfulness
• Co-operation
• Courage
• Dedication
• Dependability
• Drive
• Emotional stability
• Energy
• Personality
• Respected
• Sensitivity
• Sympathy
• Tact
• Tenacity
• Toughness
• Will-power

Qualities and Traits

• Faith
• Fairness
• Flexibility
• Foresight
• Humour
• Initiative
• Integrity
• Intuitive
• Justice

Achieve Task

Build Team

Develop Individuals

Model of Leadership

Achieve Task Develop Individuals Build Team

after John Adair

Achieve Task Develop Individuals Build Team

Achieve Task Develop Individuals Build Team

Achieve Task Develop Individuals Build Team

Model of Leadership

Achieve Task Develop Individuals Build Team

Define Objectives Plan Brief Monitor Evaluate

Behavioral Leadership Cycle

Coffee

Behavioural Leadership Framework

TASK TEAM INDIVIDUAL

KEY ACTIONS

DEFINE OBJECTIVES PLAN GATHER INFO DECIDE BRIEF MONITOR SUPPORT EVALUATE Identify tasks & constraints Hold team meetings Share commitment Clarify objectives Gain acceptance Consider options Check resources Consult Develop suggestions Encourage ideas Assess skills Priorities Time scales Standards Structure Allocate jobs Delegate Set targets Clarify objectives Describe plan Explain decisions Answer questions Check understanding Listen Enthuse Assess progress Maintain standards Coordinate Reconcile conflict Advise Assist/reassure Counsel Discipline Recognise effort Summarise Review objectives Re-plan if necessary Recognise & gain from success Learn from mistakes Appraise performance Guide & train Give praise

Lunch

Motivating People

Motivation

Is getting people to do WILLINGLY and WELL those things that NEED to be done

Theory "X" eory "X" Theory "Y" heory "Y" You will! Movement Will you? Commitment

THEORY ‘X’

People dislike work and will avoid it if they can. People must be forced to produce the right effort. People are motivated mainly by money. People would rather be directed than accept responsibility, which they avoid. People will work harder when they fear their job is under threat. People have little creativity except for getting round management rules.

THEORY ‘Y’

People will direct themselves towards accepted targets. The targets people set for themselves are more effective and often more demanding than those imposed on them. Work is a necessary part of people’s personal development. People have considerable creativity and ingenuity, which are grossly underused. Under the right conditions people will look for ways to realise their own potential. Under the right conditions people will seek, and accept responsibility. People want to be interested in their work and, under the right conditions, want to enjoy it.

Personal Factors Leading to:

• Co. Policy &

Procedures Supervision Relations with Supervisor Working Conditions Salary Relations with Colleagues Personal Life Relations with Subordinates Status Job Security Achievement Recognition Work Itself Responsibility Advancement Growth

Extr Extreme Dissa eme Dissatisf tisfaction action Extr Extreme Sa eme Satisf tisfaction action

Motivation

If you give people:

– Recognition – Responsibility – Advancement – Opportunity to grow and achieve – Interesting work

They won't moan so much about:

– Company policy – Working conditions/equipment – Personal relationships – Pay

Survey of Motivation Factors

By Employee Levels

You Subordinate Sub's (You) Sub's (Sub)Sub-Sub (You) Boss

Salary Promotion Recognition Job Interest Job Security Status Salary Promotion Recognition Job Security Job Interest Status Salary Relations With Mgrs. Status Job Security Co Policy & Procedures Promotion Growth Within Achievement Promotion Job Interest Salary Responsibility the Job Achievement Job Interest Promotion Salary Responsibility Growth Within the Job Achievement Job Interest Salary Promotion Responsibility Growth Within the Job

Survey Results

Motivation - Personal Factors

1. Job Interest 2. Job Growth 3.

• Rel. with Colleagues

4. Recognition 5. Advancement

The Factors which you say motivate:

• 1. Job Interest
• 2. Rel. with Coll.
• 3. Salary
• 4. Personal Life
• 5. Job Growth

You Team Member

Survey Results

Motivation - Personal Factors

1. Salary 2. Security 3. Personal Life 4. Job Interest 5.

• Rel. with Colleagues

The Factors which you say motivate:

• 1. Job Interest
• 2. Salary
• 3. Security
• 4. Personal Life
• 5. Recognition

You Team Member

Personal Factors Leading to:

• Co. Policy &

Procedures Supervision Relations with Supervisor Working Conditions Salary Relations with Colleagues Personal Life Relations with Subordinates Status Job Security Achievement Recognition Work Itself Responsibility Advancement Growth

Extr Extreme Dissa eme Dissatisf tisfaction action Extr Extreme Sa eme Satisf tisfaction action

“You can buy a person’s time and you can buy a person’s effort, but when you hand over the wage packet it contains nothing for enthusiasm, for self pride, for loyalty. These things the average person is ready to give merely in return for evidence that they count and that the job they do is appreciated.”

Sir Bertram Waring

What can you do to:

Make people feel valued? Provide scope for development? Recognise achievements? Keep people informed?

Tea

TASK TEAM INDIVIDUAL

KEY ACTIONS

DEFINE OBJECTIVES PLAN GATHER INFO DECIDE BRIEF MONITOR SUPPORT EVALUATE Identify tasks & constraints Hold team meetings Share commitment Clarify objectives Gain acceptance Consider options Check resources Consult Develop suggestions Encourage ideas Assess skills Priorities Time scales Standards Structure Allocate jobs Delegate Set targets Clarify objectives Describe plan Explain decisions Answer questions Check understanding Listen Enthuse Assess progress Maintain standards Coordinate Reconcile conflict Advise Assist/reassure Counsel Discipline Recognise effort Summarise Review objectives Re-plan if necessary Recognise & gain from success Learn from mistakes Appraise performance Guide & train Give praise

Delegate

Delegation

What are the benefits of delegation to:

The Leader? The Individual? The Organisation?

and what are the risks?

Communication

Your name

HIT

BB MB DB

CANADA USA

COMMUNICATION

Commune Communal Communist Communism Community Communion

Communication is the process of creating understanding in the minds of others to promote a response.

What are the three main ways we communicate at work? Writing Speaking Body Language

Myth of the Gods

Employees

Chief Exec Finance Marketing HR Operations

Communication Manager

Communication Route

Send Receive Understand Action Accept

Body Language

3 Crucial Management Actions

• 1. Walk the Job
• 2. Talk to the Team
• 3. Meet with Every Individual

All once a month

Action Notes

do it

End of Day One of

Welcome back to

Creating a High Performing Culture

• Objectives
• Goals
• Key Performance Indicators
• Targets
• Key Result Areas
• Standards

What do these mean?

Creating a common language

Standards and ‘Goals’

Big Question...

What is the difference between a ‘goal’ and a ‘standard’?

Standards are the expected norms and requirements from everyone

Standards and Goals

Goals are specific, time-bound ends to be achieved by someone specific

Standards

Standards

Performance & Behaviour Sources:

• Policies and Procedures
• Employment Contract
• Staff Handbook
• Regulatory Bodies
• Corporate Culture
• Local Culture and Requirements

Interpreted by Leader

Our people need to:

• KNOW what the standards really

mean, and...

• UNDERSTAND and accept the

principles behind the standards

Standards

Performance & Behaviour

What do we mean by…

• Smart Dress Code?
• Good timekeeping?
• Being honest?
• High standards of professionalism?

Standards

Performance & Behaviour

“Rules are not necessarily sacred, principles are.”

Franklin D. Roosevelt 32nd president of the United States 1882-1945

Standards

Performance & Behaviour

You get what you encourage:

Standards

Performance & Behaviour

• Encourage performance and

behaviour you want to see repeated

• Don’t inadvertently encourage that

which you don’t want to see repeated

Performance & Behaviour

Standards

Performance & Behaviour

Goals

SMART Goals

• Specific
• Measurable
• Achievable
• Relevant
• Time-bound

‘To do a better job at paying supplier invoices.’ ‘To spend less next year on temporary staffing.’ ‘To provide better training opportunities for staff.’ ‘To reduce the average proposal preparation time by 15% by 31 December 2015.’

SMART Goals

Do what? (action verb) ‘reduce’ To what? (effected subject) ‘average proposal time’ To what end? (desired result) ‘by 15%’ By when? (timetable) ‘by 31 December 2015’

SMART Goals

Do NOT set annual goals

Unless you’re forced to

Coffee

Monitoring Performance

Sources of Evidence

Where can you get good information from on a persons performance?

• Observation
• Individual (self appraisal)
• Feedback from internal and/or external contacts
• Internal audit reports
• Physical evidence/output (reports, e-mails, complaints,

praise from third parties etc.)

• Records & management information (statistical analyses,

financial budget/target achievement)

• Training records

Sources of Evidence

Never check anyone’s work

• n a continuous basis

Unless legislation demands it

3 Crucial Management Actions

• 1. Walk the Job
• 2. Talk to the Team
• 3. Meet with Every Individual

One to Ones

The key to high performance A regular and frequent conversation with someone about their self, their behaviour and their performance

Benefits of Regular 1:1s

• Improves relationship
• Opportunity to set targets
• Review progress
• Give recognition
• Raise queries/grievances
• Gives sense of direction
• Discuss ideas/suggestions
• Feedback for boss
• Helps boss achieve goals
• Cuts down interruptions

Your chance to:

• Re-define their responsibilities
• Find out how they think they are doing
• Discuss problems in the job situation
• Get their ideas for improving their job
• Give praise for work well done
• Give constructive criticism on areas of improvement

 Introduction – set the scene  Achievements over period ? (praise)  Challenges experienced/most stretching issues?  What have they learned from above?  What do they see as priorities for coming month?  Progress on current targets?  Summary & time of next meeting

1:1 structure

Or - just ask two questions

• 1. What have you done over this past month

that you are proud of?

• 2. What have you done over this past month

that you could have done better?

Take every opportunity to hand the ‘process’ over to them

Including appraisals

Handling Underperformance

Praise

Earned Specific Unconditional Proportional Timely

Sincere

What is Under-performance?

Unacceptable performance against job requirements

Under-Performance is:

• Not performing job tasks fully or adequately
• Not meeting reasonable targets or standards of

performance

• Not meeting the skill, competency or knowledge

requirements of the job

• Inappropriate behaviour (e.g. poor time-keeping;

bad behaviour towards others etc.)

Resolving Under-Performance

Nature of under- performance

“One-off” minor issue Slight adjustment needed Developed over time Deep-rooted or significant shortfall

Remedy

Brief early challenge Brief early challenge Full solution Full solution

The brief early challenge

Step 1 • Describe Step 2 • Explain Step 3 • Listen Step 4 • Identify Alternative(s) Step 5 • Agree Action

DELIA

Either way, you must let them know that ‘no action’ is NOT an option

Lunch

Questionnaire

Yes I’m afraid it is another …

+

Resolving Conflict

Recent Conflict

Briefly write about a recent personal conflict

How does conflict make you feel? How would you prefer to feel, ideally?

About Conflict…

• It is not necessarily bad
• It is likely to occur when people or groups

share different beliefs, interests, or goals

• It can be uncomfortable and stressful but

not addressing it can drive it underground

• The goal of conflict resolution isn’t to

eliminate it but to learn how to handle it constructively

If handled well conflict can…

• Increase the awareness of problems
• Promote change
• Enhance morale and cohesion
• Lead to high quality decisions
• Stimulate interest and creativity
• Legitimise people’s interests
• Strengthen relationships

Questionnaire

Highest 25% Middle 50% Lowest 25%

8-12 9-12 9-12 8-12 6-12 4-7 6-8 5-8 5-7 3-5 0-3 0-5 0-4 0-4 0-2

Conflict Handling Modes

Co-operativeness Co-operativeness

Focusing on others needs and mutual relationships

A s s e r t i v e n e s s

Focusing on own needs and outcomes

Competing Collaborating Compromising Avoiding Accommodating

I win, you lose I win, you win I win, you win a bit more I lose, you lose I lose, you win

Your preferences

• 1. What might be the uses of your

more dominant modes?

• 2. In what situations might you struggle

if you do not learn to use your less dominant modes?

Which mode is best?

• All are useful in some situations and

represent a set of useful social skills

• Effectiveness depends on the of the specific

situation and the skill with which it is used

• You are capable of using all five modes
• You will use some modes more than others

Resolving Conflict

• Keep the conversation focused on the issue

– We communicate more than words and ideas, we communicate attitudes.

• Have a mutual purpose

– Working toward a common outcome shows we care about the other person’s goals, interest and values.

• Show mutual respect

– When people perceive that others don’t respect them, the conversation immediately becomes unsafe and dialogue becomes defensive.

Tea

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