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Edit Comment Close Premium member Presentation Transcript Slide 1: Leadership Workshop Learning Objectives : Workshop Learning Objectives Define your role as a manager and identify how that role differs from other roles you have had. Understand the management challenge and the new functions of management Discover how you can prepare for and embrace the forces of change Slide 3: Identify ways to get you and your workspace organized, and get a jump on the next crisis. Identify your leadership profile and explore ways to use this knowledge to improve your success as a manager. Enhance your ability to communicate with others in meetings and through presentations. Create an action plan for managing your career success Pre-Assignment Career Introspection : Pre-Assignment Career Introspection Please briefly discuss your short-term and long-range career ambitions and goals. What are your plans for achieving the above? Please list your major career or personal strengths and areas in which you need development or improvement. Are you a lifelong learner? : Are you a lifelong learner? Rate your learning style. Slide 6: Are you a Lifelong Learner? How do you rate? Give yourself 2 points for each “yes” and 1 point for each “no” answer. 18-20 points: You get an “A” for attitude! By recognizing that effective learning is conscious, committed to memory and communicated, you are likely maximizing learning opportunities. 14-17 points: Don’t leave learning to chance! You might appreciate the benefits of learning, but may need to make more of a conscious effort to retain lessons learned. 10-13 points: Don’t let learning lag! Continuous learning isn’t just a buzzword that will fade away next year. What I Value Most…. : What I Value Most…. From this list of values (both work and personal), select the ten (10) that are most important to you – as guides for how to behave, or as components of a valued way of life. Feel free to add any values of your own to this list. Slide 9: Now that you have identified ten (10), imagine you are only permitted to have five (5) values. Which five would you give up? Cross them off. Now imagine that you are only permitted four (4). Which would you give up? Cross it off. Now cross off another, to bring your list down to three (3). And another, to bring your list down to two (2). Finally, cross off one of your two values. Which is the one item on this list that you care most about? Slide 10: What do they mean, exactly? What are you expecting from yourself - even in bad times? How would your life be different if those values were prominent and practiced? What would an organization be like which encouraged employees to live up to those values? Does the personal vision, which you drew forth, reflect those values? If not, should your personal vision be expanded? Or are you prepared to reconsider your values? Are you willing to choose a life, and an organization, in which these values are paramount? Take a look at the top three (3) values on your list. Are You a Leader? : Are You a Leader? to understand yourself to have an understanding of your own leadership style and how it impacts on others Self-awareness is one hallmark of a good leader. To be a good leader you need : Leadership Dimensions : Leadership Dimensions Task behavior is the extent to which a leader engages in one-way communication, by explaining what each follower is to do, as well as when, where and how tasks are to be accomplished. Relationship behavior is the extent to which a leader engages in two-way communication by providing support and encouragement to followers. The two dimensions can be defined as: Modifying Your Leadership Style : Modifying Your Leadership Style People can't change their personalities but they can change their behavior. What does your Leadership Style look like now? What is the one change you would like to make to your current Leadership style? What do you hope to be like as a leader a year from now? How will you get there? (List your action plan) Challenging the Process : Challenging the Process Leaders venture out; they don’t sit idly by waiting for fate to smile upon them They seek and accept challenge Leaders are pioneers who are willing to step out into the unknown They are willing to take risks, innovate, and experiment to find new and better ways of doing things Slide 15: What “daring failure” have you experienced in your life? What did you learn? Be as specific as possible. What is fun and rewarding about taking risks and trying new things? What aspects of challenging the process may be difficult for you? Enabling Others to Act : Enabling Others to Act Leadership is a team effort. Leaders know that nobody does their best if they feel weak, incompetent or alienated; they know that those who are expected to produce the results must feel a sense of ownership. Slide 17: Think of a time when you felt especially powerful as a result of something a manager said or did. Specifically, what did the manager do or say? Aside from empowered, how did you feel? Think of a time when you felt powerless as a result of something a manager said or did. What specifically did he or she do? How did these actions make you feel? Modeling the Way : Modeling the Way Leaders go first - Never ask your team to do something you are not willing to do. Leaders stand up for their beliefs so you’d better have some beliefs to stand up for. Your deeds are far more important than your words. Leaders need operational plans. They must steer projects along a purposeful course, measure performance, give feedback, meet budgets and schedules and take corrective action. Encouraging the Heart : Encouraging the Heart Of all the leadership practices, encouraging the heart is the hardest to plan. Why? For one thing, you don’t know in advance what people will do that merits recognition. For another, you want your recognitions and celebrations to be spontaneous, genuine and heartfelt. Too much planning can make recognition feel routine or forced. Slide 20: To get started on encouraging the heart through effective recognition, here are two possible commitments for you to accept. One person I’ll recognize in the coming week: -Why: -How: One celebration I’ll hold in the next month: -Why: -How: Managing Change : Managing Change Programs don’t fix people. People fix people. Once we understand why we find change so threatening, we can begin to accept and manage change, for ourselves and for others. The Change Process : The Change Process ENDINGS – There is an Endings stage, where we let go of something known and dependable. Not acknowledging an ending makes it difficult to move forward. People may not want to acknowledge beginnings or endings but they usually agree on the stress and confusion. Slide 23: NEUTRAL – There is a neutral zone, where we are focused to hang in mid-air, without orientation to the past or future. Find anchors, arrange temporary structures and explore the other side of change. The Chinese word for change is two characters: Danger And Opportunity BEGINNINGS – There is a beginnings stage, where we plunge headlong into something unknown and unknowable – our own future. A void to be filled, renewed enthusiasm and a new direction. Key Factors in Successful Change : Key Factors in Successful Change Empathy: The First Key to Successful Change A practical definition of empathy is "putting yourself in the shoes of the other person.“ In managing change, the first key is to know to what extent the change will be resented or rejected, accepted or welcomed. If everyone is enthusiastic about it, it is probably wise to proceed immediately. But if it will be resented and resisted, it is probably wise to reconsider or go slowly. Participation: The Second Key to Successful Change : Participation: The Second Key to Successful Change Participation requires a manager to get involvement from those concerned with and affected by the change. very important factor in the successful management of change begins with a philosophy among all levels of management beginning at the top must believe that participation can benefit both the organization and the employees Communication: The Third Key to Successful Change : Communication: The Third Key to Successful Change Definition. "Communication" means to "create understanding" and not merely to send information. If people don't understand, the manager has not communicated. Communication, the third key, requires the manager to maintain continuous, complete, and clear communication with all persons affected by the change. Slide 27: Who. The criteria for deciding to whom to communicate should include those who want to know as well as those who need to know. When. Care should be taken regarding the timing of the communication. First of all, managers should be told before non‑managers and union officers get the information. Secondly, those who will be affected should be told as far in advance as practical. Slide 28: How. Managers should give thought to the method of communicating before doing it. It is important to understand the advantages and disadvantages of oral and written communication. When making a decision, it is also important to use empathy. In most cases, oral as well as written may be necessary to get understanding as well as to gain acceptance. In very few cases will written communication alone do the job. A Step-by-Step Change Model : A Step-by-Step Change Model Guidelines for Good Planning : Guidelines for Good Planning You can save yourself an hour a day by getting organized. It is important to identify and operate within two time horizons. Near and Long term. Anticipating events allows things to get done in the near term which contribute to achieving long-term objectives. Slide 31: An up-to-date master calendar can be your most helpful planning tool. However, detailed project plans should be developed before you make entries on your master calendar. When things begin to get hectic, a "Things to do Today" list helps focus attention on the highest priority items. Action Planning Worksheets, Milestone Charts, and PERT Diagrams are excellent planning aids when properly used.. Slide 32: Planning contact with colleagues and staff will help minimize the disruption of their schedules. Keep a file for each person you meet with on a regular basis, with items to be discussed. The most effective approaches to planning are those tailored to meet individual needs. Concepts, procedures, and worksheets are all subject to modification to fit individual circumstances. Slide 33: Experts say nothing should be attempted without prior planning, but there must be flexibility. Remember Murphy’s Law: If anything can go wrong, it will. For every plan you make, cover all these points: : For every plan you make, cover all these points: What Where When How Who Five Point Planning Check: Short Term Planning Aids: : Short Term Planning Aids: A daily to-do list A “planner” with at least a week at a glance A monthly project list Project planning worksheet Organize Your Work Area and Your Paperwork: : Organize Your Work Area and Your Paperwork: A clean desk is not a sign of an empty mind!!! Don’t fall prey to the false notion that a messy work area means you’re busy because you look busy. The reasoning is that if you look busy, you’re productive. Don’t confuse activity with productivity. Slide 37: Cleaning your Workspace: Clear a Path Sort and Group Set up a System Managing Your Technology Computer files Electronic mail Divide your files into three categories: : Divide your files into three categories: Working Files will be closest at hand. These include: fingertip information such as frequently used telephone numbers or directories etc. that you will refer to often current projects routine functions such as reporting or expense forms items to be discussed, sometimes called “follow-up files” Slide 39: Reference Files, to which you refer on a regular but not frequent basis, will be within easy access. Archival Files, those you do not use but which must be kept, should be labeled and stored elsewhere. If a piece of paper is important enough to save, it is important enough to file for retrieval. Computer files and electronic mail files should mirror your hard files. Managers and Leaders: Night and Day Differences : Managers and Leaders: Night and Day Differences Slide 41: - Warren Bennis "On Becoming a Leader" in Leadership Leadership and the Four Competencies for Success : Leadership and the Four Competencies for Success Directional Thinking: the thought process that a person goes through, whether individually or within an organization, that ultimately produces a vision or establishes a direction. The process consists of two major steps: A direction-setting opportunity A direction-setting decision. Slide 44: Consequential Thinking: the process of identifying the risks associated with a particular action and then considering whether to continue in pursuit of that goal. No one is immune from risk. Choices create risk. We all live with risk on a daily basis and leaders encounter risks with every decision they make. What are some of the ways you can structure your thinking to minimize risk? Slide 45: Influence Strategies - At the very core of leadership is the ability to influence people. The importance of this ability is reflected in most definitions of leadership. Any time you try to influence the behavior of another person, you’re engaging in an act of leadership. Slide 46: There are several things to consider when we talk about influencing others: An individual’s resistance to change Maslow’s Hierarchy of Needs The types of strategies that manipulate The type of strategies that persuade people to change, based on principles of fairness and mutual gain. Slide 47: Communication Skills When was the last time you felt misunderstood while communicating? ________________________________________________________________________________________________________________________ The Leader as a Coach : The Leader as a Coach Training an employee and showing him/her how to perform a new task; Helping a person expand their skills in a particular area. Dealing with a mistake or a problem and helping an employee to improve his/her performance. Coaching is the everyday process of working with employees and helping them improve their skills and performance. Coaching “enables others to act” and may involve: The secrets of successful coaching? Build on the positive, be diplomatic with the negative, and never, ever yell. Seven Habits of Successful Coaches : Seven Habits of Successful Coaches Look at the finish line. Understand what skills you want each employee to have on focus on developing these skills. Moreover help each employee understand how they can best contribute to your company’s success and work with them to develop measurable goals and an action plan. Experts say that to be a great coach you must: Slide 50: Work from Strength. Find ways to help employees use their individual strengths more often. They will be more motivated and that is the key to productivity. Never yell. People need to feel comfortable asking you for help. If they fail at something try to find out why it didn’t work and work through it with them. Reinforce success. Recognize achievements with specific feedback. Point out the goal they attained and what behavior achieved it. If they don’t achieve a goal, ask them why they think they fell short. Then talk about how they can reach it next time. Slide 51: Coach by calendar. Coaching should be ongoing but start with weekly meetings. It doesn’t have to be a long session but you need progress checks to find out what’s working and to celebrate your employee’s successes or discuss failures. Build an organization of coaches. Teach every manager how to coach his/her staff. Support your stars. Don’t spend all your time with poor performers and forget your stars. They too want to know what to do to get better. The Problem-Solving Process : The Problem-Solving Process There are many systematic ways to tackle the problems of planning to achieve objectives. It is probably more important that everyone in the team understands and follows the process rather than having a complicated procedure that only a few use. The one below is widely used. Slide 53: Context Explore the background to the objectives Link the work of the team to the wider organizational purpose and business background Examine individual values and different viewpoints, skills and abilities Ensure everyone knows why they, in particular, are part of the team Slide 54: Goals State goals clearly and briefly Identify essential "must have" goals and "would be nice to achieve" goals Prioritize goals Get agreement on goals Slide 55: Analyze factors Get the team to analyze all factors affecting it. Use visual analysis such as graphs, fish-bone technique etc. Clearly define resources available to the team and the constraints imposed Slide 56: Options Consider as many options as possible Be innovative Select courses of action according to clear criteria Get agreement on courses of action Slide 57: Plan Allocate tasks to individuals Set sequences, timing and deadlines Publish plans Have flexibility Communicate Ensure all members of the team understand what is happening Use conflicts constructively Slide 58: Implement Act effectively and efficiently Meet agreed targets Communicate results of actions Monitor/review Praise and reward team members for their actions Carry out performance reviews Look for better ways of doing things The Art of Delegating : The Art of Delegating How would you define “delegation”? Can you see a connection between effective delegation and a “shared vision”? Degrees of Delegation : Degrees of Delegation Investigate and report back. The employee investigates and brings you the facts. You make the appropriate decision and take action. Investigate and recommend action. In this scenario the employee investigates or researches, identifies options available, and recommends a course of action to be taken. You evaluate the recommendation, make the decision, and take action. There are “degrees of delegation” that can make it easier for supervisors to test their own ability to delegate effectively. Slide 61: Investigate and advise on action planned. The employee researches, identifies options and decides on a course of action, complete with justification. You evaluate the decision made, and approve or veto the action to be taken. Investigate and take action; advise you on the action taken. The employee researches, identifies options, decides which option is best, takes action, then advises you immediately, so you have a firm handle on what’s going on. Investigate and take action. The employee is turned loose. This is full delegation and displays your complete faith in the individual's ability. You will be kept informed through regular reporting procedures Giving Positive Feedback : Giving Positive Feedback Feedback is positive first. One technique is to say what you like first, before you mention what your concerns are. Being positive gets the person in a better frame of mind to hear the other side. Feedback should be asked for or agreed upon ahead of time, rather than imposed. Some Criteria for Useful Feedback: Slide 63: Effective feedback is well timed. In general, feedback is most useful at the earliest opportunity after the given behavior. Feedback should be specific rather than general. To be told that one is “dominating” would not be as useful as to be told that “just now when we were deciding the issue, you didn’t listen to what others said, and I felt forced to accept your arguments or face attack from you.” Slide 64: Feedback should be descriptive rather than evaluative or judgmental. Describing one’s own reaction leaves the other person free to use that information or not, as they see fit. Feedback should be directed toward behavior the receiver can do something about. Feedback should take into account the needs of both the giver and receiver of feedback. Feedback is destructive when it serves only the giver’s needs and fails to consider the needs of the other person. Slide 65: Check that your feedback is clear to the receiver. One way of doing this is to have the receiver give back the feedback in his/her own words. When feedback is given in a group, both giver and receiver have the opportunity to check with others in the group on the accuracy of the feedback. Is this one person’s impression, or an impression shared by others? How do you rate your ability to give feedback effectively? Is there anything you should change? ______________________________________________________________________________________________ Managing Meetings : Managing Meetings The meeting should be a leader and a group committed to resolving issues—not just talking about them. How can you make sure this happens? A meeting that focuses on important issues and guides the group in resolving them. How can you make sure that happens? If you are a Meeting Leader, here are five ingredients for managing those meetings effectively: Slide 67: A leader and members who have been trained in the skills needed to work together effectively. What skills do you need? A means for recording ideas and keeping track of what goes on. How will you do that? A meeting location free of interruption from other activities. Where can you hold your meetings? Alternatives to Formal Meetings: Effective Speaking Skills : Effective Speaking Skills Talk to yourself. Practice in front of a mirror, trying to look relaxed and friendly. Stand with your arms in front of your body, with your elbows at 90 degrees and your palms at 45 degrees, leaning forward. That says, “I’m here, I’m engaged, and I don’t have a weapon.” Slide 69: Have a point. Decide on your core message ahead of time. Bring the listener quickly to the point of action by crafting your theme into your introductory passages. Look ‘em in the eye. Making frequent eye contact for a few seconds with listeners in the audience will create an aura of confidence and familiarity, which will help you get your message through. Slide 70: Know the room. Boost your comfort level by checking out your speaking venue in advance, and practicing with the microphone, and any visual aids. Crack a smile. Smiling tells the audience you’re enthusiastic, and confident—just the kind of person they want to hear. Smiling can also relax YOU, reduce your heart rate and help you breathe easier. Slide 71: Pump up the volume. People need more energy than they think to make a strong presentation. Use a louder voice than you think you need. Don’t be a comic. When you tell a joke, you’ll offend somebody. Tell a funny story about yourself instead. Body Language : Body Language Facial expressions – eyes, eyebrows and mouth, send out the body signals that can make a world of difference. People who smile are happier than those who don’t. Smiling releases a chemical in your brain that makes you feel good. It’s a great way to establish a rapport with listeners. A lot of our communication power comes not from what we say but from how we say it, it is smart to use body language to our advantage. Slide 73: Eye contact helps you carry your message to each person in the audience. It builds trust. Learn to speak with your hands. Draw lines in the air, make a point, count on your fingers, emphasize length and width. Work on appearing sincere and comfortable. Let your hands do what they want to do, as long as they don’t get in your pockets, fiddle with an object or make obscene gestures to your audience. Your body posture affects your emotions and how you feel determines your posture. If you are confident, happy and ready, your body will show it. How to Evaluate Your Presentation Skills : How to Evaluate Your Presentation Skills Each time you make a presentation you should rate yourself. Identify the elements that went well and the ones that could be improved. Do not worry about mistakes. Just think about how you will do it better next time. Slide 75: Evaluation Check List A Personal Action Plan : A Personal Action Plan The key ideas that I heard at this workshop that I’d like to act on are: What specific changes do I want to make in my own behavior within the next six weeks? What specific things must I do to bring about these changes? Within the next 72 hours, I’ll set this plan in motion by: You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.
Performance Management aspira Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 42 Category: Business & Fin.. License: Some Rights Reserved Like it (1) Dislike it (0) Added: November 04, 2010 This Presentation is Public Favorites: 0 Presentation Description No description available. Comments Posting comment... By: sontoefl (18 month(s) ago) This is great! Saving..... Post Reply Close Saving..... Edit Comment Close By: sontoefl (18 month(s) ago) This is fanstatic Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript Slide 1: Leadership Workshop Learning Objectives : Workshop Learning Objectives Define your role as a manager and identify how that role differs from other roles you have had. Understand the management challenge and the new functions of management Discover how you can prepare for and embrace the forces of change Slide 3: Identify ways to get you and your workspace organized, and get a jump on the next crisis. Identify your leadership profile and explore ways to use this knowledge to improve your success as a manager. Enhance your ability to communicate with others in meetings and through presentations. Create an action plan for managing your career success Pre-Assignment Career Introspection : Pre-Assignment Career Introspection Please briefly discuss your short-term and long-range career ambitions and goals. What are your plans for achieving the above? Please list your major career or personal strengths and areas in which you need development or improvement. Are you a lifelong learner? : Are you a lifelong learner? Rate your learning style. Slide 6: Are you a Lifelong Learner? How do you rate? Give yourself 2 points for each “yes” and 1 point for each “no” answer. 18-20 points: You get an “A” for attitude! By recognizing that effective learning is conscious, committed to memory and communicated, you are likely maximizing learning opportunities. 14-17 points: Don’t leave learning to chance! You might appreciate the benefits of learning, but may need to make more of a conscious effort to retain lessons learned. 10-13 points: Don’t let learning lag! Continuous learning isn’t just a buzzword that will fade away next year. What I Value Most…. : What I Value Most…. From this list of values (both work and personal), select the ten (10) that are most important to you – as guides for how to behave, or as components of a valued way of life. Feel free to add any values of your own to this list. Slide 9: Now that you have identified ten (10), imagine you are only permitted to have five (5) values. Which five would you give up? Cross them off. Now imagine that you are only permitted four (4). Which would you give up? Cross it off. Now cross off another, to bring your list down to three (3). And another, to bring your list down to two (2). Finally, cross off one of your two values. Which is the one item on this list that you care most about? Slide 10: What do they mean, exactly? What are you expecting from yourself - even in bad times? How would your life be different if those values were prominent and practiced? What would an organization be like which encouraged employees to live up to those values? Does the personal vision, which you drew forth, reflect those values? If not, should your personal vision be expanded? Or are you prepared to reconsider your values? Are you willing to choose a life, and an organization, in which these values are paramount? Take a look at the top three (3) values on your list. Are You a Leader? : Are You a Leader? to understand yourself to have an understanding of your own leadership style and how it impacts on others Self-awareness is one hallmark of a good leader. To be a good leader you need : Leadership Dimensions : Leadership Dimensions Task behavior is the extent to which a leader engages in one-way communication, by explaining what each follower is to do, as well as when, where and how tasks are to be accomplished. Relationship behavior is the extent to which a leader engages in two-way communication by providing support and encouragement to followers. The two dimensions can be defined as: Modifying Your Leadership Style : Modifying Your Leadership Style People can't change their personalities but they can change their behavior. What does your Leadership Style look like now? What is the one change you would like to make to your current Leadership style? What do you hope to be like as a leader a year from now? How will you get there? (List your action plan) Challenging the Process : Challenging the Process Leaders venture out; they don’t sit idly by waiting for fate to smile upon them They seek and accept challenge Leaders are pioneers who are willing to step out into the unknown They are willing to take risks, innovate, and experiment to find new and better ways of doing things Slide 15: What “daring failure” have you experienced in your life? What did you learn? Be as specific as possible. What is fun and rewarding about taking risks and trying new things? What aspects of challenging the process may be difficult for you? Enabling Others to Act : Enabling Others to Act Leadership is a team effort. Leaders know that nobody does their best if they feel weak, incompetent or alienated; they know that those who are expected to produce the results must feel a sense of ownership. Slide 17: Think of a time when you felt especially powerful as a result of something a manager said or did. Specifically, what did the manager do or say? Aside from empowered, how did you feel? Think of a time when you felt powerless as a result of something a manager said or did. What specifically did he or she do? How did these actions make you feel? Modeling the Way : Modeling the Way Leaders go first - Never ask your team to do something you are not willing to do. Leaders stand up for their beliefs so you’d better have some beliefs to stand up for. Your deeds are far more important than your words. Leaders need operational plans. They must steer projects along a purposeful course, measure performance, give feedback, meet budgets and schedules and take corrective action. Encouraging the Heart : Encouraging the Heart Of all the leadership practices, encouraging the heart is the hardest to plan. Why? For one thing, you don’t know in advance what people will do that merits recognition. For another, you want your recognitions and celebrations to be spontaneous, genuine and heartfelt. Too much planning can make recognition feel routine or forced. Slide 20: To get started on encouraging the heart through effective recognition, here are two possible commitments for you to accept. One person I’ll recognize in the coming week: -Why: -How: One celebration I’ll hold in the next month: -Why: -How: Managing Change : Managing Change Programs don’t fix people. People fix people. Once we understand why we find change so threatening, we can begin to accept and manage change, for ourselves and for others. The Change Process : The Change Process ENDINGS – There is an Endings stage, where we let go of something known and dependable. Not acknowledging an ending makes it difficult to move forward. People may not want to acknowledge beginnings or endings but they usually agree on the stress and confusion. Slide 23: NEUTRAL – There is a neutral zone, where we are focused to hang in mid-air, without orientation to the past or future. Find anchors, arrange temporary structures and explore the other side of change. The Chinese word for change is two characters: Danger And Opportunity BEGINNINGS – There is a beginnings stage, where we plunge headlong into something unknown and unknowable – our own future. A void to be filled, renewed enthusiasm and a new direction. Key Factors in Successful Change : Key Factors in Successful Change Empathy: The First Key to Successful Change A practical definition of empathy is "putting yourself in the shoes of the other person.“ In managing change, the first key is to know to what extent the change will be resented or rejected, accepted or welcomed. If everyone is enthusiastic about it, it is probably wise to proceed immediately. But if it will be resented and resisted, it is probably wise to reconsider or go slowly. Participation: The Second Key to Successful Change : Participation: The Second Key to Successful Change Participation requires a manager to get involvement from those concerned with and affected by the change. very important factor in the successful management of change begins with a philosophy among all levels of management beginning at the top must believe that participation can benefit both the organization and the employees Communication: The Third Key to Successful Change : Communication: The Third Key to Successful Change Definition. "Communication" means to "create understanding" and not merely to send information. If people don't understand, the manager has not communicated. Communication, the third key, requires the manager to maintain continuous, complete, and clear communication with all persons affected by the change. Slide 27: Who. The criteria for deciding to whom to communicate should include those who want to know as well as those who need to know. When. Care should be taken regarding the timing of the communication. First of all, managers should be told before non‑managers and union officers get the information. Secondly, those who will be affected should be told as far in advance as practical. Slide 28: How. Managers should give thought to the method of communicating before doing it. It is important to understand the advantages and disadvantages of oral and written communication. When making a decision, it is also important to use empathy. In most cases, oral as well as written may be necessary to get understanding as well as to gain acceptance. In very few cases will written communication alone do the job. A Step-by-Step Change Model : A Step-by-Step Change Model Guidelines for Good Planning : Guidelines for Good Planning You can save yourself an hour a day by getting organized. It is important to identify and operate within two time horizons. Near and Long term. Anticipating events allows things to get done in the near term which contribute to achieving long-term objectives. Slide 31: An up-to-date master calendar can be your most helpful planning tool. However, detailed project plans should be developed before you make entries on your master calendar. When things begin to get hectic, a "Things to do Today" list helps focus attention on the highest priority items. Action Planning Worksheets, Milestone Charts, and PERT Diagrams are excellent planning aids when properly used.. Slide 32: Planning contact with colleagues and staff will help minimize the disruption of their schedules. Keep a file for each person you meet with on a regular basis, with items to be discussed. The most effective approaches to planning are those tailored to meet individual needs. Concepts, procedures, and worksheets are all subject to modification to fit individual circumstances. Slide 33: Experts say nothing should be attempted without prior planning, but there must be flexibility. Remember Murphy’s Law: If anything can go wrong, it will. For every plan you make, cover all these points: : For every plan you make, cover all these points: What Where When How Who Five Point Planning Check: Short Term Planning Aids: : Short Term Planning Aids: A daily to-do list A “planner” with at least a week at a glance A monthly project list Project planning worksheet Organize Your Work Area and Your Paperwork: : Organize Your Work Area and Your Paperwork: A clean desk is not a sign of an empty mind!!! Don’t fall prey to the false notion that a messy work area means you’re busy because you look busy. The reasoning is that if you look busy, you’re productive. Don’t confuse activity with productivity. Slide 37: Cleaning your Workspace: Clear a Path Sort and Group Set up a System Managing Your Technology Computer files Electronic mail Divide your files into three categories: : Divide your files into three categories: Working Files will be closest at hand. These include: fingertip information such as frequently used telephone numbers or directories etc. that you will refer to often current projects routine functions such as reporting or expense forms items to be discussed, sometimes called “follow-up files” Slide 39: Reference Files, to which you refer on a regular but not frequent basis, will be within easy access. Archival Files, those you do not use but which must be kept, should be labeled and stored elsewhere. If a piece of paper is important enough to save, it is important enough to file for retrieval. Computer files and electronic mail files should mirror your hard files. Managers and Leaders: Night and Day Differences : Managers and Leaders: Night and Day Differences Slide 41: - Warren Bennis "On Becoming a Leader" in Leadership Leadership and the Four Competencies for Success : Leadership and the Four Competencies for Success Directional Thinking: the thought process that a person goes through, whether individually or within an organization, that ultimately produces a vision or establishes a direction. The process consists of two major steps: A direction-setting opportunity A direction-setting decision. Slide 44: Consequential Thinking: the process of identifying the risks associated with a particular action and then considering whether to continue in pursuit of that goal. No one is immune from risk. Choices create risk. We all live with risk on a daily basis and leaders encounter risks with every decision they make. What are some of the ways you can structure your thinking to minimize risk? Slide 45: Influence Strategies - At the very core of leadership is the ability to influence people. The importance of this ability is reflected in most definitions of leadership. Any time you try to influence the behavior of another person, you’re engaging in an act of leadership. Slide 46: There are several things to consider when we talk about influencing others: An individual’s resistance to change Maslow’s Hierarchy of Needs The types of strategies that manipulate The type of strategies that persuade people to change, based on principles of fairness and mutual gain. Slide 47: Communication Skills When was the last time you felt misunderstood while communicating? ________________________________________________________________________________________________________________________ The Leader as a Coach : The Leader as a Coach Training an employee and showing him/her how to perform a new task; Helping a person expand their skills in a particular area. Dealing with a mistake or a problem and helping an employee to improve his/her performance. Coaching is the everyday process of working with employees and helping them improve their skills and performance. Coaching “enables others to act” and may involve: The secrets of successful coaching? Build on the positive, be diplomatic with the negative, and never, ever yell. Seven Habits of Successful Coaches : Seven Habits of Successful Coaches Look at the finish line. Understand what skills you want each employee to have on focus on developing these skills. Moreover help each employee understand how they can best contribute to your company’s success and work with them to develop measurable goals and an action plan. Experts say that to be a great coach you must: Slide 50: Work from Strength. Find ways to help employees use their individual strengths more often. They will be more motivated and that is the key to productivity. Never yell. People need to feel comfortable asking you for help. If they fail at something try to find out why it didn’t work and work through it with them. Reinforce success. Recognize achievements with specific feedback. Point out the goal they attained and what behavior achieved it. If they don’t achieve a goal, ask them why they think they fell short. Then talk about how they can reach it next time. Slide 51: Coach by calendar. Coaching should be ongoing but start with weekly meetings. It doesn’t have to be a long session but you need progress checks to find out what’s working and to celebrate your employee’s successes or discuss failures. Build an organization of coaches. Teach every manager how to coach his/her staff. Support your stars. Don’t spend all your time with poor performers and forget your stars. They too want to know what to do to get better. The Problem-Solving Process : The Problem-Solving Process There are many systematic ways to tackle the problems of planning to achieve objectives. It is probably more important that everyone in the team understands and follows the process rather than having a complicated procedure that only a few use. The one below is widely used. Slide 53: Context Explore the background to the objectives Link the work of the team to the wider organizational purpose and business background Examine individual values and different viewpoints, skills and abilities Ensure everyone knows why they, in particular, are part of the team Slide 54: Goals State goals clearly and briefly Identify essential "must have" goals and "would be nice to achieve" goals Prioritize goals Get agreement on goals Slide 55: Analyze factors Get the team to analyze all factors affecting it. Use visual analysis such as graphs, fish-bone technique etc. Clearly define resources available to the team and the constraints imposed Slide 56: Options Consider as many options as possible Be innovative Select courses of action according to clear criteria Get agreement on courses of action Slide 57: Plan Allocate tasks to individuals Set sequences, timing and deadlines Publish plans Have flexibility Communicate Ensure all members of the team understand what is happening Use conflicts constructively Slide 58: Implement Act effectively and efficiently Meet agreed targets Communicate results of actions Monitor/review Praise and reward team members for their actions Carry out performance reviews Look for better ways of doing things The Art of Delegating : The Art of Delegating How would you define “delegation”? Can you see a connection between effective delegation and a “shared vision”? Degrees of Delegation : Degrees of Delegation Investigate and report back. The employee investigates and brings you the facts. You make the appropriate decision and take action. Investigate and recommend action. In this scenario the employee investigates or researches, identifies options available, and recommends a course of action to be taken. You evaluate the recommendation, make the decision, and take action. There are “degrees of delegation” that can make it easier for supervisors to test their own ability to delegate effectively. Slide 61: Investigate and advise on action planned. The employee researches, identifies options and decides on a course of action, complete with justification. You evaluate the decision made, and approve or veto the action to be taken. Investigate and take action; advise you on the action taken. The employee researches, identifies options, decides which option is best, takes action, then advises you immediately, so you have a firm handle on what’s going on. Investigate and take action. The employee is turned loose. This is full delegation and displays your complete faith in the individual's ability. You will be kept informed through regular reporting procedures Giving Positive Feedback : Giving Positive Feedback Feedback is positive first. One technique is to say what you like first, before you mention what your concerns are. Being positive gets the person in a better frame of mind to hear the other side. Feedback should be asked for or agreed upon ahead of time, rather than imposed. Some Criteria for Useful Feedback: Slide 63: Effective feedback is well timed. In general, feedback is most useful at the earliest opportunity after the given behavior. Feedback should be specific rather than general. To be told that one is “dominating” would not be as useful as to be told that “just now when we were deciding the issue, you didn’t listen to what others said, and I felt forced to accept your arguments or face attack from you.” Slide 64: Feedback should be descriptive rather than evaluative or judgmental. Describing one’s own reaction leaves the other person free to use that information or not, as they see fit. Feedback should be directed toward behavior the receiver can do something about. Feedback should take into account the needs of both the giver and receiver of feedback. Feedback is destructive when it serves only the giver’s needs and fails to consider the needs of the other person. Slide 65: Check that your feedback is clear to the receiver. One way of doing this is to have the receiver give back the feedback in his/her own words. When feedback is given in a group, both giver and receiver have the opportunity to check with others in the group on the accuracy of the feedback. Is this one person’s impression, or an impression shared by others? How do you rate your ability to give feedback effectively? Is there anything you should change? ______________________________________________________________________________________________ Managing Meetings : Managing Meetings The meeting should be a leader and a group committed to resolving issues—not just talking about them. How can you make sure this happens? A meeting that focuses on important issues and guides the group in resolving them. How can you make sure that happens? If you are a Meeting Leader, here are five ingredients for managing those meetings effectively: Slide 67: A leader and members who have been trained in the skills needed to work together effectively. What skills do you need? A means for recording ideas and keeping track of what goes on. How will you do that? A meeting location free of interruption from other activities. Where can you hold your meetings? Alternatives to Formal Meetings: Effective Speaking Skills : Effective Speaking Skills Talk to yourself. Practice in front of a mirror, trying to look relaxed and friendly. Stand with your arms in front of your body, with your elbows at 90 degrees and your palms at 45 degrees, leaning forward. That says, “I’m here, I’m engaged, and I don’t have a weapon.” Slide 69: Have a point. Decide on your core message ahead of time. Bring the listener quickly to the point of action by crafting your theme into your introductory passages. Look ‘em in the eye. Making frequent eye contact for a few seconds with listeners in the audience will create an aura of confidence and familiarity, which will help you get your message through. Slide 70: Know the room. Boost your comfort level by checking out your speaking venue in advance, and practicing with the microphone, and any visual aids. Crack a smile. Smiling tells the audience you’re enthusiastic, and confident—just the kind of person they want to hear. Smiling can also relax YOU, reduce your heart rate and help you breathe easier. Slide 71: Pump up the volume. People need more energy than they think to make a strong presentation. Use a louder voice than you think you need. Don’t be a comic. When you tell a joke, you’ll offend somebody. Tell a funny story about yourself instead. Body Language : Body Language Facial expressions – eyes, eyebrows and mouth, send out the body signals that can make a world of difference. People who smile are happier than those who don’t. Smiling releases a chemical in your brain that makes you feel good. It’s a great way to establish a rapport with listeners. A lot of our communication power comes not from what we say but from how we say it, it is smart to use body language to our advantage. Slide 73: Eye contact helps you carry your message to each person in the audience. It builds trust. Learn to speak with your hands. Draw lines in the air, make a point, count on your fingers, emphasize length and width. Work on appearing sincere and comfortable. Let your hands do what they want to do, as long as they don’t get in your pockets, fiddle with an object or make obscene gestures to your audience. Your body posture affects your emotions and how you feel determines your posture. If you are confident, happy and ready, your body will show it. How to Evaluate Your Presentation Skills : How to Evaluate Your Presentation Skills Each time you make a presentation you should rate yourself. Identify the elements that went well and the ones that could be improved. Do not worry about mistakes. Just think about how you will do it better next time. Slide 75: Evaluation Check List A Personal Action Plan : A Personal Action Plan The key ideas that I heard at this workshop that I’d like to act on are: What specific changes do I want to make in my own behavior within the next six weeks? What specific things must I do to bring about these changes? Within the next 72 hours, I’ll set this plan in motion by: