Middle Management Development Program - Study Material (1).pptx

www.blueoceanacademy.com Middle Management Development Program J une , 2024

Course Agenda 1. Management and Leadership 2. Motivation 3. Goals And Goal Setting 4. Time Management and Planning 5. Strategic Problem Solving 6. Importance of Teamwork 7. Effective Delegation 8. Reviewing Performance Middle Management Development Program

Middle Management Development Program Management and Leadership

Management and Leadership Defining Management Management can be described as the people who design an organization’s structure and determine how different aspects of the organization will interact. Is Management an Art or a Science? Middle Management Development Program

Management and Leadership Defining Management Organizational design is largely a function based on systems thinking. A system is a set of things- - people, cells, molecules, or whatever- - interconnected in such a way that they produce their own pattern of behavior over time. Middle Management Development Program

Management and Leadership Defining Management Perspective is essential in systems thinking: a manager’s role in organizational design is to refrain from thinking of departments, individuals, processes, and problems as separate from the system and instead think of them as indivisible components of the broader organizational process. Middle Management Development Program

Management and Leadership Defining Management Think of connections instead of disconnections/silos; think in circles instead of in a linear manner; think in wholes instead of parts; think of synthesis instead of analysis; think of relationships instead of about things in isolation. Be big- picture. Be holistic. Middle Management Development Program

Management and Leadership Defining Management Management must actively adapt organizations to meet various challenges , opportunities , and technological improvements to maintain competitive output. Middle Management Development Program

Management and Leadership Scanning the Environments Middle Management Development Program

Management and Leadership Essential Managerial Functions Middle Management Development Program

Management and Leadership Levels of Planning Middle Management Development Program

Management and Leadership Basic Elements of Organizing Middle Management Development Program

Management and Leadership Functions of Leadership Middle Management Development Program

Management and Leadership Controlling Function of Management Middle Management Development Program

Management and Leadership The Management Competency Value Chain Continuous Professional Development Imroving Managerial Skills & Competencies Imroving Managerial Skills & Competencies Middle Management Development Program

Management and Leadership Types of Management Styles – 1- Autocratic This type of management follows a top- down approach, with one- way communication from bosses to employees. This is the most controlling of the different management styles, with the management making all workplace decisions and holding all of the power. Employees are treated as drones, to be monitored closely as they perform within clearly defined perimeters. Middle Management Development Program

Management and Leadership Types of Management Styles – 1- Autocratic Middle Management Development Program

Management and Leadership Types of Management Styles – 2- Participative In this style, managers encourage employees to give input during the decision- making process, but are ultimately responsible for the final decision. Communication goes both ways, top- down and bottom- up, and team cohesiveness is increased. This process allows for diverse opinions, skills and ideas to inform decisions. Middle Management Development Program

Management and Leadership Types of Management Styles – 2- Participative Middle Management Development Program

Management and Leadership The Responsibilities of a Manager Responsibilities To Management Their projects are on time and on budget . They are kept informed of progress and of possible problems. You defend their position or point of view in public, while you address your criticisms to them in private. Middle Management Development Program

Management and Leadership The Responsibilities of a Manager 2- Responsibilities To Your Workgroup Give them your support and recognition in public, while you address criticisms to them in private. Provide a fair and consistent interpretation of rules, regulations, and policies. Give them opportunities to grow and develop. Provide a safe work environment. Promote good communication. Middle Management Development Program

Management and Leadership The Responsibilities of a Manager 3- Responsibilities To Yourself Recognize your competence and your successes. Recognize you can’t do it all. Learn from failure and go on. Commit to continuous learning. Maintain balance. Middle Management Development Program

Management and Leadership Management Vs. Leadership Middle Management Development Program

Management and Leadership Management Vs. Leadership Leadership is a process by which an executive can direct, guide and influence the behavior and work of others towards accomplishment of specific goals in a given situation. Leadership is the ability of a manager to induce the subordinates to work with confidence and passion. Leadership is the potential to influence behavior of others. It is also defined as the capacity to influence a group towards the realization of a goal. Leaders are required to develop future visions, and to motivate the organizational members to want to achieve the visions. Leadership is the ability to persuade others to seek defined objectives enthusiastically. It is the human factor which binds a group together and motivates it towards goals. Middle Management Development Program

Management and Leadership Leader Vs. Manager Middle Management Development Program

Management and Leadership The 5 Levels of Leadership Middle Management Development Program

Management and Leadership Traits of Successful Leaders Middle Management Development Program

Management and Leadership Skills to Be a Better Leader Middle Management Development Program Strategic Thinking Developing a vision of where you want to be Planning and Delivery Planning how to achieve your vision and dealing with challenges along the way People Management Finding the right people and motivating them to work towards your vision Change Management Recognizing, responding and managing changes to your vision and plan Communication Working on the best ways to communicate your vision to others and listening to ideas Persuasion and Influence Encouraging others to help you achieve your vision by demonstrating its advantages

Management and Leadership Leadership Styles Middle Management Development Program

Management and Leadership Skills Required for Transformational Leadership Middle Management Development Program

Management and Leadership Leadership through Emotional Intelligence A leadership style that emphasizes the understanding and management of emotions, both in oneself and in others, to build effective relationships, inspire trust, and achieve positive outcomes. Middle Management Development Program

Management and Leadership Leadership through Emotional Intelligence Emotional intelligence (EI) is the ability to recognize, understand, and regulate emotions in oneself and others, and it plays a crucial role in successful leadership. Middle Management Development Program

Management and Leadership Leadership through Emotional Intelligence Leaders who demonstrate emotional intelligence are empathetic, self- aware, and skilled in managing their emotions and those of their team members. Middle Management Development Program

Management and Leadership Key Components of Leadership through Emotional Intelligence Middle Management Development Program

Management and Leadership John Adair's Action Centered Leadership Model Middle Management Development Program

Management and Leadership John Adair's Action Centered Leadership Model Adair also promotes a '50:50 rule' which he applies to various situations involving two possible influencers, e.g. the view that 50% of motivation lies with the individual and 50% comes from external factors, among them leadership from another. This contradicts most of the motivation gurus who assert that most motivation is from within the individual. He also suggests that 50% of team building success comes from the team and 50% from the leader. Middle Management Development Program

Management and Leadership Situational Leadership® II Model Situational Leadership® II (SLII) is a widely recognized leadership development model developed by Dr. Paul Hersey and Dr. Ken Blanchard. It is an extension and refinement of their original Situational Leadership® Model, which was introduced in the late 1960s. SLII is designed to help leaders adapt their leadership style based on the development level of their team members in a given situation. Middle Management Development Program

Management and Leadership Situational Leadership® II Model Development Level : SLII identifies four distinct development levels that team members can exhibit based on their competence (skills and knowledge) and commitment (motivation and confidence) in a specific task or goal . D1: Low Competence, High Commitment - Enthusiastic Beginners : Individuals at this level lack the required skills and experience but are highly motivated and eager to learn. D2: Some Competence, Low Commitment - Disillusioned Learners : At this stage, team members have acquired some skills, but their confidence and commitment may be wavering. Middle Management Development Program

Management and Leadership Situational Leadership® II Model Development Level : D3: Moderate to High Competence, Variable Commitment - Capable but Cautious Performers: These individuals possess the necessary skills but may lack full confidence or motivation to take on new challenges. D4: High Competence, High Commitment - Self- Reliant Achievers: Team members at this level are both competent and committed, capable of working independently and guiding others. Middle Management Development Program

Management and Leadership Situational Leadership® II Model Leadership Styles: The SLII Model defines four leadership styles that correspond to each development level: S1: Directing (Telling): Involves providing clear instructions and specific guidance to team members who are at D1 - Enthusiastic Beginners. S2: Coaching (Selling): Involves explaining decisions, soliciting suggestions, and providing support to team members at D2 - Disillusioned Learners. S3: Supporting (Participating): Requires offering guidance, collaborating, and empowering team members at D3 - Capable but Cautious Performers. S4: Delegating (Observing): Involves handing over responsibility and allowing team members at D4 - Self- Reliant Achievers to work independently Middle Management Development Program

Management and Leadership Situational Leadership® II Model Leadership Flexibility: The SLII Model emphasizes that effective leaders should be flexible in their approach and adapt their leadership style based on the development level of their team members. Successful leaders can move along the leadership continuum and use different styles as needed to support and develop their team members. Middle Management Development Program

Management and Leadership Situational Leadership® II Model Development and Performance: The primary goal of the SLII Model is to increase the development level of team members , thereby enhancing their competence and commitment, leading to improved performance and job satisfaction. Middle Management Development Program

Middle Management Development Program Management and Leadership Key takeaways? END

Motivation Middle Management Development Program

Motivation What's the only real way to motivate? The only way to get a person to do something is to make the person want to do it in order to get something they want or avoid something they don't want. Middle Management Development Program

Motivation Middle Management Development Program What is motivation? Why does a supervisor need to understand human motivation?

Motivation Motivation is a force that leads people to attempt to satisfy their important needs. Motivation is a drive from within that prompts or incites an action. Supervisors need to create a climate in which internal motivation will activate performance. What is motivation? Middle Management Development Program

Motivation Types of Motivators The carrot Middle Management Development Program The Whip The Plant

Motivation Types of Motivators The Carrot The Whip The Plant Middle Management Development Program

Motivation Types of Motivators The Carrot Represents incentives and rewards. Examples: Time off, bonuses, gifts. Be careful! Offering carrots can reduce productivity. Middle Management Development Program

Motivation Types of Motivators The Whip Represents threats and consequences. Have their place for short- term goals. Employees never respond positively to the whip. We must remember to recognize people when they do something good. Middle Management Development Program

Motivation Types of Motivators The Plant Represents a positive environment. Suggests many things a supervisor should strive for. Middle Management Development Program

Motivation Motivational Theories Middle Management Development Program What do you know about: Maslow’s hierarchy of needs theory Herzberg’s Two factor theory

Motivation Motivational Theories - Maslow’s hierarchy of needs theory Lower order needs - mainly satisfied externally Middle Management Development Program Higher order needs - satisfied internally, i.e., within an individual.

Motivation Motivational Theories - Maslow’s hierarchy of needs theory Middle Management Development Program Human behavior is goal-directed. Motivation cause goal-directed behavior. It is through motivation that needs can be handled and tackled purposely. This can be understood by understanding the hierarchy of needs by manager. The needs of individual serves as a driving force in human behavior. Therefore, a manager must understand the “hierarchy of needs”. Maslow has proposed “The Need Hierarchy Model”.

Motivation Motivational Theories - Maslow’s hierarchy of needs theory Middle Management Development Program According to Maslow, individuals are motivated by unsatisfied needs. As each of these needs is significantly satisfied, it drives and forces the next need to emerge.

Motivation Motivational Theories - Maslow’s hierarchy of needs theory The managers must identify the need level at which the employee is existing and then those needs can be utilized as push for motivation. Managers can give the employees challenging jobs in which the employees’ skills and competencies are fully utilized. Moreover, growth opportunities can be given to them so that they can reach the peak. Managers can appreciate and reward employees on accomplishing and exceeding their targets. The management can give the deserved employee higher job rank / position in the organization. Management should encourage teamwork and organize social events . Managers should provide the employees job security , safe and hygienic work environment , and retirement benefits so as to retain them. Managers should give employees appropriate salaries to purchase the basic necessities of life. Breaks and eating opportunities should be given to employees Middle Management Development Program

Motivation Motivational Theories - Herzberg’s Two- Factor Theory In 1959, Frederick Herzberg, a behavioral scientist proposed a two- factor theory or the motivator- hygiene theory. According to Herzberg, there are some job factors that result in satisfaction while there are other job factors that prevent dissatisfaction. According to Herzberg, the opposite of “Satisfaction” is “No satisfaction” and the opposite of “Dissatisfaction” is “No Dissatisfaction”. Frederick Herzberg Middle Management Development Program

Motivation Motivational Theories - Herzberg’s Two- Factor Theory Middle Management Development Program

Motivation Motivational Theories - Herzberg’s Two- Factor Theory Herzberg's Motivational versus Maintenance (Hygiene) Factors Motivational Factors Interesting, challenging work Good use of one’s capabilities Opportunity to do something meaningful Involvement in decision making Recognition for achievement Access to information Sense of importance to organization Middle Management Development Program

Motivation Motivational Theories - Herzberg’s Two- Factor Theory Herzberg's Motivational versus Maintenance (Hygiene) Factors Maintenance (Hygiene) Factors Congenial people to work with Good working conditions Pensions Paid insurance Job security Vacations and holidays Good pay Job titles Middle Management Development Program

Motivation Motivational Theories - Herzberg’s Two- Factor Theory Supervisor's versus Higher Management’s Role Higher management can merely prevent dissatisfaction by providing maintenance factors in adequate quantity and quality Middle Management Development Program Supervisors can provide satisfaction with motivation factors and cause an increased commitment of employees’ time and energy

Motivation Motivational Theories Why do you think there are so many theories on motivation? Human behavior is very complex. No single theory seems to explain all human behavior. Theories are essentially different sets of glasses for looking at life. Middle Management Development Program

Motivation Guidelines on motivating people 1- Share your vision and set clear goals Regularly set clear and measurable goals that are framed by a clear vision so that you and your teams can track progress and they are able to see their success in a tangible way 2- Learn what people want Every employee has a different motivation for why they work. Learning what employees want will help you formulate the next step when building motivation in the workplace. 3- Communicate with your staff Middle Management Development Program Communication is a two- way street and you should make sure that there is a constant flow of communication between you and your employees. This way you can not only keep them up-to- date with what needs to be done but you can also listen to their ideas, opinions and feedback . Make sure you are available to contact and be open and approachable in your attitude to communication. 4- Promote Positive Employee Self Esteem Self- esteem has two essential components: Self- efficacy: Confidence in the ability to cope with life's challenges. Self- efficacy leads to a sense of control over one's life. Self- respect: Experience oneself as deserving of happiness, achievement, and love. Self- respect makes possible a sense of community with others.

Motivation Guidelines on motivating people Middle Management Development Program 5- Encourage teamwork You can do this by regularly holding team- building exercises and opportunities for your team members to bond and get to know one another. 6- A healthy office environment Create a space that is enjoyable to work in and an office where your employees want to spend their time. Be conscious of privacy , noise , air quality , natural light , areas to relax and the ambience . And don't forget about your remote employees . They need just as much attention and support from your side to create a healthy work environment for them, too - even if their office is at home. 7- Give positive feedback and reward your team When employees achieve results, put in extra effort or do outstanding work make sure to tell them that you’re grateful and be specific in your praise. Reward your team for hard work, whether this in the form of monetary rewards , gifts , bonuses or more responsibility and independence . 8- Provide opportunities for development These opportunities should be tailored specifically to suit the individual employee and can be in the form of further training , setting challenging targets , inviting an employee to shadow you or spending your own time teaching and mentoring somebody.

Middle Management Development Program Motivation Key takeaways? END

Middle Management Development Program Goals and Goal Setting

Planning and Goal Setting Goals Teams often fall short of meeting their goals due to a lack of clarity on the definition of success. SMART goals use a specific set of criteria to help ensure that objectives are clearly defined and attainable within a certain timeframe. Working through each step of creating a SMART goal can reveal instances where priorities and resources are out of alignment. Middle Management Development Program

Planning and Goal Setting What are SMART goals? The SMART in SMART goals stands for Specific, Measurable, Achievable, Relevant, and Time- Bound . Defining these parameters as they pertain to your goal helps ensure that your objectives are attainable within a certain time frame . This approach eliminates generalities and guesswork, sets a clear timeline, and makes it easier to track progress and identify missed milestones. Middle Management Development Program

Planning and Goal Setting What are SMART goals? An example of a SMART- goal statement might look like this: Our goal is to [quantifiable objective] by [timeframe or deadline]. [Key players or teams] will accomplish this goal by [what steps you’ll take to achieve the goal]. Accomplishing this goal will [result or benefit]. Middle Management Development Program

Planning and Goal Setting S: Specific In order for a goal to be effective, it needs to be specific. A specific goal answers questions like: What needs to be accomplished? Who’s responsible for it? What steps need to be taken to achieve it? Thinking through these questions helps get to the heart of what you’re aiming for. Middle Management Development Program

Planning and Goal Setting M: Measurable Specificity is a solid start, but quantifying your goals (that is, making sure they’re measurable) makes it easier to track progress and know when you’ve reached the finish line. Incorporate measurable, trackable benchmarks. Middle Management Development Program

Planning and Goal Setting A: Achievable This is the point in the process when you give yourself a serious reality check. Goals should be realistic — not pedestals from which you inevitably tumble. Ask yourself: is your objective something you or your team can reasonably accomplish? Safeguarding the achievability of your goal is much easier when you’re the one setting it. However, that’s not always the case. When goals are handed down from elsewhere, make sure to communicate any restraints you may be working under. Even if you can’t shift the end goal, at least you can make your position (and any potential roadblocks) known up- front. Middle Management Development Program

Planning and Goal Setting R: Relevant Here’s where you need to think about the big picture. Why are you setting the goal that you’re setting? Middle Management Development Program

Planning and Goal Setting T: Time- based To properly measure success, you and your team need to be on the same page about when a goal has been reached. What’s your time horizon? When will the team start creating and implementing the tasks they’ve identified? When will they finish? SMART goals should have time- related parameters built in, so everybody knows how to stay on track within a designated time frame. Middle Management Development Program

Planning and Goal Setting SMARTER Goals S.M.A.R.T.E.R. goal setting takes this two steps further, forcing you to evaluate and readjust or revise your approach. This added sense of measurement and readjustment is critical to the achievement of anything in life. All too often, we tend to set our goals, but not put any type of measurement to them. When we don’t measure and track something, it becomes far easier for the mind to trick us into either putting things off or thinking that we’ve come further along than we really have. Middle Management Development Program

Planning and Goal Setting E: Evaluated The sixth aspect of SMARTER goal setting is that goals should be evaluated . This is where we move beyond goal characteristics and into goal interaction. Evaluation is about reviewing and reflecting. What’s working, what’s not. What’s gone well, what hasn’t. What’s gotten in your way, and what’s been helpful along the way. Middle Management Development Program

Planning and Goal Setting R: Revised The final aspect of SMARTER goal setting is that goals can be revised. If the goals are SMART and you’re evaluating them with your team member regularly, then you may not have to revise anything. But goals aren’t perfect, and neither are situations. Things come up. A life event, a change in the industry, downsizing in your company, a change in materials or distributors for things that you might sell. Revision happens during evaluation, so these two stages go hand-in- hand. As you evaluate in general, you need to evaluate whether goals should be revised. Middle Management Development Program

Planning and Goal Setting R: Revised What should we change about upcoming goals and what should we keep the same? How can we ensure better results than last time? Are there different metrics we can track that better represent performance? Do other or additional people need to be included on these goals? Middle Management Development Program

Planning and Goal Setting Goal Attributes Middle Management Development Program Specificity Difficulty Acceptance Commitment

Planning and Goal Setting Goal Attributes Middle Management Development Program Specificity Difficulty Acceptance Commitment Studies show that there is a direct relationship between goal specificity and employee performance . The more specific the goal, the less ambiguity involved and the higher the performance. When employees are given do-your- best goals, they do not have an external reference by which they can measure their own performance. For example , telling a salesperson to "do the best you can" is an extremely vague goal that may not increase performance. However, "increase sales by 10 percent" is much more specific and encourages high performance because the employee has past sales as a reference point.

Planning and Goal Setting Goal Attributes Middle Management Development Program Specificity Difficulty Acceptance Commitment Goal difficulty also has a direct relationship with performance . Research shows that more difficult goals lead to higher performance, as long as the goals do not become so difficult that employees perceive them as impossible. Unreasonable goals frustrate, rather than motivate, employees. On the other hand, difficult but realistic goals lead to increased performance and motivation . Research suggests that employees are highly motivated when the probability of achieving a specific goal is 50 percent.

Planning and Goal Setting Goal Attributes Specificity Difficulty Acceptance Commitment Middle Management Development Program

Planning and Goal Setting Goal Attributes Middle Management Development Program Specificity Difficulty Acceptance Commitment Goal acceptance is the degree to which employees accept a goal . Employees need to feel that the goal is fair and consistent in order to make it their own. Even if a goal is specific and attainable, individual acceptance is still necessary for effectiveness. Employees may reject goals for a multitude of reasons; they feel the work is meaningless , they do not trust the organization , or they do not receive feedback regarding their performance .

Planning and Goal Setting Goal Attributes Middle Management Development Program Specificity Difficulty Acceptance Commitment Employees must be committed to the goal in order for it to be achieved. Commitment refers to the degree to which employees are dedicated to reaching the goal, and is determined by both situational and personal variables. Commitment to a goal can be increased by developing goals that appeal to employees' values and needs . Employees must be convinced that the goal is important. It should be relevant and significant to some personal value. For example , goals that are tied to company success, and therefore job security, often appeal to employees' need for security.

Middle Management Development Program Goals and Goal Setting Key takeaways? END

Middle Management Development Program Time Management and Planning

Time Management and Planning What is Time Management Time management is like any other process, it must be planned, monitored and reviewed regularly. Effective time management is a skill that is learned and if used regularly can be improved upon. “Time is the scarcest resource and unless it is managed nothing can be managed” – Peter Drucker Middle Management Development Program

Time Management and Planning What is Time Management “Time Management” is actually a inaccurate , because one does not manage time, for it’s beyond anyone’s control. It moves on at a predetermined rate, no matter what we do. It is not a question of managing the clock but managing ourselves with respect to the clock. Middle Management Development Program

Time Management and Planning Benefits of Time Management When an individual organizes and manages his/her activities focusing on the result rather than the activities, the benefits are enormous; Greater productivity and efficiency. A better professional reputation. Less stress. Increased opportunities for advancement. Greater opportunities to achieve important life and career goals. Middle Management Development Program

Time Management and Planning Risk of Missing Time Missed deadlines. Inefficient workflow. Poor work quality. A poor professional reputation and a stalled career. Higher stress levels. Failing to manage oneself can have some very undesirable consequences: Middle Management Development Program

Time Management and Planning Risk of Missing Time Time management is not very difficult as a concept, but it’s surprisingly hard to do in practice . It requires the investment of a little time upfront to prioritise and organise oneself. But once done, you will find that with minor tweaks, your day, and indeed your week and month, fall into place in an orderly fashion, with time for everything you need to do. Middle Management Development Program

Time Management and Planning Common Time Wasters at Work 73% of people say they waste time at work - - at least one hour per day. Checking email wastes 50% of the workday When people aren't at their desks, there's a good chance they're getting more coffee. The average worker drinks 3 cups per day. They waste time by surfing the web (48%), talking with coworkers (33%), taking care of personal agendas and calls (49%), and taking long lunches (15%) They're in the bathroom checking Facebook: 54% of women and 46% of men do this. 77% of employees who have access to Facebook from work check it daily. Middle Management Development Program

Time Management and Planning Common Time Wasters at Work But a lot of time is also wasted on boring work tasks, like fixing coworkers' mistakes (54%), dealing with office politics (47%), waiting on colleagues (42%), getting dragged to meetings (42%), and doing administrative work (33%) Middle Management Development Program

Time Management and Planning How to Manage Time “Time management” is the process of organizing and planning how to divide your time between specific activities. Good time management enables you to work smarter, “not harder” so that you get more done in less time, even when time is tight, and pressures are high. It's important that you develop effective strategies for managing your time to balance the conflicting demands of life. Failing to manage your time damages your effectiveness and causes stress. Middle Management Development Program

Time Management and Planning Principles of Time Management The key principles for effective Time Management are: Set clear goals & objectives Plan your work Get organized Prioritize your activities Destroy procrastination Middle Management Development Program

Time Management and Planning Principles of Time Management Set clear goals & objectives Examine your present situation and assess what goals are important to you and what action you need to take to achieve your target. Set yourself specific and clearly defined goals, and make sure that these are realistic and achievable. Have a contingency plan – plan B or alternative route to your goal in case you have to change your plans. Middle Management Development Program

Time Management and Planning Principles of Time Management Get Organized Once the goals are set, the next step is to organize the goals into manageable targets or milestones. Manage your energy and your focus Create a task list that reflects your priorities Plan your day, week and month Divide your tasks for the day into achievable blocks Set realistic deadlines for your activities Allocate responsibilities (if necessary) Schedule work to suit your energy cycle Middle Management Development Program

Time Management and Planning Principles of Time Management Get Organized To do list is an effective Time Management tool Write down what you need to do It is harder to ignore what you have written down on paper It shows you everything you need to do so It helps you to prioritize your jobs Tick off tasks as you accomplish them Middle Management Development Program

Time Management and Planning Principles of Time Management Know your Energy Cycle Everyone has a natural time during the day when they are "UP" (prime time) and a natural time when they are "DOWN" (down time). During prime time, your brain is "on"; your batteries are charged and you're able to focus. During down time, your brain feels "slow"; it's difficult to muddle through your work. Middle Management Development Program

Time Management and Planning Principles of Time Management Know your Energy Cycle When considering a daily schedule, it is a good idea to keep your energy cycle in mind . Some people are at their best early in the morning, others peak in the afternoon. Whenever possible, try to plan your daily schedule to match your prime time. Middle Management Development Program

Time Management and Planning Principles of Time Management Know your Energy Cycle Consider such ideas as doing work that requires concentration, creativity, and thought during your prime time. Leave less- demanding activities , such as reading, responding to mail, or returning phone calls, until after lunch if your prime time is in the morning The challenge for most people during their prime time is self discipline, resist the urge to do ‘fun”, easy, trivial things. Middle Management Development Program

Time Management and Planning Principles of Time Management How to Prioritize Listing things is one of the most basic ways to manage time. In a priority list, you get to rank the order of importance of each task so that you can pay attention to the most urgent ones. The idea is to concentrate more on tasks that need to be completed earlier . For this to work, we can’t choose to do things based on how easy it is to complete or based on our personal preferences. Prioritization benefits your time management by first highlighting to you what needs your attention first . Middle Management Development Program

Time Management and Planning Principles of Time Management How to Prioritize What is the best way to Prioritize workload? When looking at how to prioritize tasks best, ask which one of the quadrants they best fit in: Urgent and Important : Do these tasks as soon as possible. Important, but not urgent: Decide when you'll do these and schedule it. Urgent, but not important: Delegate these tasks to someone else. Middle Management Development Program

Time Management and Planning Principles of Time Management How to Prioritize The Eisenhower Matrix , also referred to as Urgent- Important Matrix , helps to decide on and prioritize tasks by urgency and importance, sorting out less urgent and important tasks which you should either delegate or not do at all. Quadrant 1 – Emergencies & Crises: Urgent and Important Quadrant 2 – Long- Term Goals: Not Urgent but Important Quadrant 3 – Interruptions: Urgent but Not Important Quadrant 4 – Distractions: Not Urgent and Not Important Middle Management Development Program

Time Management and Planning Principles of Time Management Middle Management Development Program

Time Management and Planning Principles of Time Management Difference between Urgent & Important Urgent means that a task requires immediate attention. These are the to- do’s that shout “Now!”. Urgent tasks put us in a reactive mode, one marked by a defensive, negative, hurried and narrowly- focused mindset. Important tasks are things that contribute to our long- term mission, values, and goals. Sometimes important tasks are also urgent, but typically they’re not. When we focus on important activities we operate in a responsive mode, which helps us remain calm, rational, and open to new opportunities. Middle Management Development Program

Time Management and Planning Principles of Time Management Priority Matrix Quadrant 1: Urgent and Important Tasks Tasks are both urgent and important. They’re tasks that require immediate attention and also work towards fulfilling long- term goals and missions in life. Q1 tasks typically consist of crises, problems, or deadlines. Quadrant 2: Not Urgent but Important Tasks Tasks that don’t have a pressing deadline, but nonetheless help you achieve your important personal and work goals as well as help you fulfill your overall mission in life. Q2 tasks are typically centered around strengthening relationships, planning for the future and improving oneself. Middle Management Development Program

Time Management and Planning Principles of Time Management Priority Matrix Quadrant 3: Urgent and Not Important Tasks Tasks are activities that require our attention now (urgent), but don’t help us achieve our goals or fulfill our mission (not important). Most Q3 tasks are interruptions from other people and often involve helping them meet their own goals and fulfill their own priorities. Quadrant 4: Not Urgent and Not Important Tasks Tasks aren’t urgent and aren’t important. Q4 activities aren’t pressing nor do they help one achieve long- term goals or fulfill their life’s mission. They’re primarily distractions. Middle Management Development Program

Time Management and Planning Principles of Time Management Progress / Maintenance Another way tasks can be broken down is by progress or maintenance. Progress Task: You believe this task may move you towards a position which is fundamentally better than the one you are in now. These usually exist in your head, are rarely urgent, are usually new, and are often uncertain. Maintenance: These tasks do not move you forward, although they may very well keep you from falling back. We do more of these because they are obvious. They are usually urgent (such as month end financial statements), we are comfortable with them, and they are easily justifiable. These tasks tend to be safe. Middle Management Development Program

Time Management and Planning Principles of Time Management Power of Choice – 80:20 PP The Pareto principle is the filter that can protect us from ourselves and our natural response to having too many things on our plate. The Pareto principle separates the vital few from the many less fruitful activities. Pareto’s concept of focusing on what is going to make a difference is neatly captured in his own words: Middle Management Development Program

Time Management and Planning Principles of Time Management Power of Choice – 80:20 PP "If you're Noah, and your ark is about to sink, look for the elephants first, because you can throw over a bunch of cats, dogs, squirrels, and everything else that is just a small animal and your ark will keep sinking. But if you can find one elephant to get overboard, you're in much better shape." Middle Management Development Program

Time Management and Planning Principles of Time Management Power of Choice – 80:20 PP The 80/20 rule means that in anything a few (20%) are vital, and many (80%) are trivial. 20 % of defects are causing 80% of the problem. The Pareto principle is extremely helpful in bringing swift and easy clarity to complex situations and problems , especially when deciding where to focus effort and resources. It's a remarkably quick easy way to assess, understand, and optimize virtually any situation involving distribution or usage of some kind. Middle Management Development Program

Time Management and Planning Principles of Time Management Power of Choice – 80:20 PP Steps to use Pareto’s Principle Identify your goals - In other words what is most important. Use the Pareto principle to prioritize your tasks. Ensure that you protect these vital few activities from the trivial many Middle Management Development Program

Time Management and Planning Principles of Time Management Identify your Key Result Areas In today's world of information overload and real- time response, it is not unusual to be faced with a dozen tasks that demand your attention. Any incoming information or requests for your time need to be assessed against your goals and objectives. Your top priorities are those that are aligned with your performance criteria, key result areas, or goals. After assessment assign the priority to the incoming task. Your Key Results Areas are those things that you are measured against at work. In your personal life they are the pursuit of those things that matter most to you or your family. Middle Management Development Program

Time Management and Planning Principles of Time Management Use the Pareto Principle to set priorities List all the activities that you have to do over the next week. But don't fall into the trap of using your to do list as a way to manage your time. Now put an A, B or C next to them: 'A' is for your most important activities (those top 20%), 'B' are somewhat important (60%), and 'C' are your least important activities (bottom 20%) Put a time limit on those activities that you have assigned as most important. How long are each of your 'A' activities going to take? Middle Management Development Program

Time Management and Planning Principles of Time Management Protect the vital few from the trivial many Gather up all of your top priority actions that you have to do next week (if you have followed the process, each of these actions should have a duration next to them!) The next step is to make time for these most important activities, rather than trying to find time later on. Note: If your goals are not aligned with the 80 20 rule, ask yourself the following questions: Are these someone else's goals? Do I need to add more goals/objectives? Am I doing what is important? Am I spending too long in the urgent/crises mode of this matrix? Middle Management Development Program

Time Management and Planning Planning – Case Study Middle Management Development Program Task List You want to have lunch with your boss. You were instructed the day before to prepare your equipment budget for the next 12 months. You open up your e- mail and see 53 messages. You need to talk to one of your staff about the new computer program coming online next month. Staff training has not been scheduled and you are afraid there will be glitches if staff isn’t trained properly. You have a stack of unanswered mail that has been labeled “high priority” that you feel must be attended to urgently. You'd like to catch up on the professional journals that are piled on your desk. You need to prepare a presentation for a meeting slated for next month. There is a meeting at 2:00 p.m. for all supervisors, but you don't know what it is about. There is a rumor that there will be some major staff changes coming down the line that could affect your whole department. One of the critical employees in your department is out sick today and you must find a replacement if you are to fill an important order for a client.

Time Management and Planning The Elements of Planning Planning Middle Management Development Program Resources Actions/ Strategy Implementation Goals Plans are what come out of the planning process. Plans are what you intend to do in the future. Before you can develop plans, however, you must set targets – goals or objectives.

Time Management and Planning Planning There are four elements of planning: Goals : Goals or objectives specify future conditions the planner wants to attain. Actions/Strategy: These are the preferred means, or courses of action, to reach those objectives. Resources: Time, equipment, people, etc. that are always in short supply and that put constraints on the action. These have to be considered as you set targets and develop your strategies. Implementation: Ways and means, including the assignment and direction of personnel, to carry out the intended action. Middle Management Development Program

Time Management and Planning Planning Typically, the goals you set for yourself (or that are set for you) will be a part of the company's overall objectives. They will be targets to aim for in the near future. They will pin down your department's output, quality of workmanship, and allowable expenses. Recognizing that part of what supervisors do is get work done through the efforts of others . To achieve this, they must schedule and prioritize . They must organize resources to make sure plans hit their targets/goals: that people are at work on time, that resources aren't wasted, that machines are in good repair and able to give their expected daily output, and that services will be of the highest quality to ensure customer satisfaction. Middle Management Development Program

Time Management and Planning Planning Your work targets/goals will be achieved through short- range planning. Check your habits. If you are too busy to worry about anything but today, chances are you spend your time fighting fires that could be avoided by planning a week or even a month ahead of time. Employees have confidence in someone who is willing and able to plan their work well for them. Nothing breaks down morale like continual crises. Employees don't like change . They like going home at night fairly certain of what they will do tomorrow and that the tasks will be ones they feel able to do. If you show them you can schedule the work smoothly, employees will feel more like pitching in when the occasional emergency comes up. Middle Management Development Program

Time Management and Planning Planning How do you remember to call Jim next Wednesday? Note it in your planner. How do you remember to follow up with a client in six months? Note it in your planner. How do you remember to start a project in six weeks’ time? Note it in your planner. How do you remember not to schedule an out of town meeting for your parents’ 50 th wedding anniversary? Note it in your planner. Middle Management Development Program

Time Management and Planning Planning "Failing to plan is like planning to fail.” Once we begin using a planner, we sometimes have a tendency to only make note of meetings we must attend or other activities that must be completed, without allotting the time required. Tasks that will take more than 30 minutes of your time should be scheduled in your planner. Middle Management Development Program

Time Management and Planning Dealing with Procrastination Salami Technique Break- up the tasks into small manageable activities. Eat the elephant piece by piece. Follow the divide and rule policy. Start small but aim big. Don’t try to do too much too quickly. Middle Management Development Program

Time Management and Planning Dealing with Procrastination 2- Worst First Method Swallow the large frog before swallowing the smaller ones. Do more difficult task first, since easier ones are in any case easier to do. Focus more on important rather than urgent. Attack unpleasant things first. Middle Management Development Program

Time Management and Planning Dealing with Procrastination 3- Prime Time Match Graph your energy cycle to identify the prime time. Schedule difficult tasks during your prime time. Protect your prime time to the maximum possible level by living like a monk. Designate a quite hour. Middle Management Development Program

Time Management and Planning Dealing with Procrastination 4- Procrastination log Keep a procrastination log to identify the areas of procrastination. Accept that procrastination is common and that you can solve the problem. Write down your strengths and weaknesses. Don’t procrastinate on breaking the habit of procrastination. Remember that the horse can be taken to the water but can’t be forced to drink. Its ultimately your own desire and determination to change the matters. Middle Management Development Program

Time Management and Planning Dealing with Procrastination 5- Do it now – Approach The best way to begin a job is to begin it now. There is actually no ‘someday’ (the eighth day of the week). Trade perfection for practice. Be more decisive than right. Don’t convert your priorities into posteriorities. Middle Management Development Program

Time Management and Planning Dealing with Procrastination Think About The Negative Consequences If You Don’t Finish What will happen to you if this job is not done on schedule? Both fear and desire are great motivators of human behavior. Sometimes you can motivate yourself by the desire for the rewards of task completion. Sometimes you can motivate yourself into action by thinking about the negative consequences and what will happen to you if do not get things done as promised. Middle Management Development Program

Time Management and Planning Managing your Workload Managing Email We’ve become a society where we expect replies to e- mail immediately . Many people send e- mails out to more recipients and with more frequency than is often required. Many managers receive, reply, and create up to 100 e- mails per day . (= 300 minutes = 5 hours each day! ) Middle Management Development Program

Time Management and Planning Managing your Workload Managing Email Check your email twice a day . Deal with each message right away. Deal with it the right way. Do you have additional suggestions for staying on top of e- mail traffic? Middle Management Development Program

Time Management and Planning Managing your Workload Workload Analysis Was it hard to remember how you spent your time? Did you take any time out just for you? How many things did you do that you planned to? How many things did you put off? What is it you want to spend more time doing? Middle Management Development Program

Time Management and Planning Managing your Workload Workload Analysis What do you want to do less? Are you happy with the way you spent your time? How many of these hours did you spend on the things that you said were a high priority for me? When I look at my life so far, I’m glad I took the time to… I regret I haven’t taken the time to… Middle Management Development Program

Middle Management Development Program Time Management and Planning Key takeaways? END

Middle Management Development Program Strategic Problem Soving

Strategic Problem Solving Rational Approach to Problem Solving and Decision Making Much of what people do is solve problems and make decisions. Often, they are "under the gun", stressed and very short for time. Consequently, when they encounter a new problem or decision they must make, they react with a decision that seemed to work before. It's easy with this approach to get stuck in a circle of solving the same problem over and over again. Middle Management Development Program

Strategic Problem Solving Rational Approach to Problem Solving and Decision Making Therefore, it's often useful to get used to an organized approach to problem solving and decision making. Not all problems can be solved and decisions made by the following, rather rational approach. However, the following basic guidelines will get you started. (Note that it might be more your nature to view a "problem" as an "opportunity". Therefore, you might substitute "problem" for "opportunity" in the following guidelines.) Middle Management Development Program

Strategic Problem Solving 1. Define the Problem This is often where people struggle. They react to what they think the problem is. Instead, seek to understand more about why you think there's a problem. Define the problem: (with input from yourself and others). Ask yourself and others, the following questions: What can you see that causes you to think there's a problem? Where is it happening? How is it happening? When is it happening? With whom is it happening? (HINT: Don't jump to "Who is causing the problem?" When we're stressed, blaming is often one of our first reactions. To be an effective manager, you need to address issues more than people.) Why is it happening? Write down a five- sentence description of the problem in terms of "The following should be happening, but isn't ..." or "The following is happening and should be: ..." As much as possible, be specific in your description, including what is happening, where, how, with whom and why. (It may be helpful at this point to use a variety of research methods. Middle Management Development Program

Strategic Problem Solving 1. Define the Problem Defining complex problems: If the problem still seems overwhelming, break it down by repeating steps 1- 7 until you have descriptions of several related problems. Verifying your understanding of the problems: It helps a great deal to verify your problem analysis for conferring with a peer or someone else. Prioritize the problems: If you discover that you are looking at several related problems, then prioritize which ones you should address first. Note the difference between "important" and "urgent" problems. Often, what we consider to be important problems to consider are really just urgent problems. Important problems deserve more attention. For example, if you're continually answering "urgent" phone calls, then you've probably got a more "important" problem and that's to design a system that screens and prioritizes your phone calls. Understand your role in the problem: Your role in the problem can greatly influence how you perceive the role of others. For example, if you're very stressed out, it'll probably look like others are, too, or, you may resort too quickly to blaming and reprimanding others. Or, you are feel very guilty about your role in the problem, you may ignore the accountabilities of others. Middle Management Development Program

Strategic Problem Solving 2. Look at potential causes for the problem It's amazing how much you don't know about what you don't know. Therefore, in this phase, it's critical to get input from other people who notice the problem and who are effected by it. It's often useful to collect input from other individuals one at a time (at least at first). Otherwise, people tend to be inhibited about offering their impressions of the real causes of problems. Middle Management Development Program

Strategic Problem Solving 2. Look at potential causes for the problem Write down your opinions and what you've heard from others. Regarding what you think might be performance problems associated with an employee, it's often useful to seek advice from a peer or your supervisor in order to verify your impression of the problem. Write down a description of the cause of the problem and in terms of what is happening, where, when, how, with whom and why . Middle Management Development Program

Strategic Problem Solving 3. Identify alternatives for approaches to resolve the problem At this point, it's useful to keep others involved (unless you're facing a personal and/or employee performance problem). Brainstorm for solutions to the problem . Very simply put, brainstorming is collecting as many ideas as possible, then screening them to find the best idea. It's critical when collecting the ideas to not pass any judgment on the ideas - - just write them down as you hear them. Middle Management Development Program

Strategic Problem Solving 4. Select an approach to resolve the problem When selecting the best approach, consider: Which approach is the most likely to solve the problem for the long term ? Which approach is the most realistic to accomplish for now? Do you have the resources ? Are they affordable ? Do you have enough time to implement the approach? What is the extent of risk associated with each alternative? (The nature of this step, in particular, in the problem solving process is why problem solving and decision making are highly integrated .) Middle Management Development Program

Strategic Problem Solving 5. Plan the implementation of the best alternative This is your action plan: Carefully consider "What will the situation look like when the problem is solved?" What steps should be taken to implement the best alternative to solving the problem? What systems or processes should be changed in your organization, for example, a new policy or procedure? Don't resort to solutions where someone is "just going to try harder". How will you know if the steps are being followed or not? (these are your indicators of the success of your plan) What resources will you need in terms of people, money and facilities? Middle Management Development Program

Strategic Problem Solving 5. Plan the implementation of the best alternative How much time will you need to implement the solution? Write a schedule that includes the start and stop times, and when you expect to see certain indicators of success. Who will primarily be responsible for ensuring implementation of the plan? Write down the answers to the above questions and consider this as your action plan. Communicate the plan to those who will be involved in implementing it and, at least, to your immediate supervisor. (An important aspect of this step in the problem- solving process is continuous observation and feedback. ) Middle Management Development Program

Strategic Problem Solving 6. Monitor implementation of the plan Monitor the indicators of success: Are you seeing what you would expect from the indicators? Will the plan be done according to schedule ? If the plan is not being followed as expected, then consider: Was the plan realistic? Are there sufficient resources to accomplish the plan on schedule? Should more priority be placed on various aspects of the plan? Should the plan be changed? Middle Management Development Program

Strategic Problem Solving 7. Verify if the problem has been resolved or not One of the best ways to verify if a problem has been solved or not is to resume normal operations in the organization . Still, you should consider: What changes should be made to avoid this type of problem in the future ? Consider changes to policies and procedures, training, etc. Lastly, consider "What did you learn from this problem solving?" Consider new knowledge, understanding and/or skills. Consider writing a brief memo that highlights the success of the problem solving effort, and what you learned as a result. Share it with your supervisor, peers and subordinates. Middle Management Development Program

Middle Management Development Program Strategic Problem Solving Key takeaways? END

Middle Management Development Program Importance of Teamwork

Importance of Teamwork Defining Teams What is synergy? What is a team? What makes a team different from a group? Middle Management Development Program

Importance of Teamwork Establishing Team Norms What are some advantages to working as a team? What are some disadvantages? Why do teams fail? What is the purpose of a team contract? Middle Management Development Program

Importance of Teamwork Types of Team Members The Contributor This is the detailed person who keeps track of everything. The Collaborator This is the visionary who is always looking to the future and a better way of doing things. The Communicator This type is a people person. They don’t want to rock the boat; they just want to enjoy the boat ride. The Challenger This person wears the hat of the Devil’s Advocate. Middle Management Development Program

Importance of Teamwork Building Team Trust Trust is produced in a climate that includes four elements: Honesty : Integrity, no lies, no exaggerations Openness : A willingness to share and receptivity to information, perceptions, ideas Consistency : Predictable behavior and responses Treating people with dignity and fairness Middle Management Development Program

Importance of Teamwork Building Team Trust Four themes emerge to help explain why a climate of trust fosters teamwork. Trust allows team members to stay problem-focused . Trust improves the quality of collaborative outcomes . Trust leads to compensating . Trust promotes more efficient communication and coordination . Middle Management Development Program

Importance of Teamwork The Stages of Team Development Middle Management Development Program

Importance of Teamwork The Stages of Team Development What can you do to help your team through each stage? How do you think you can create a positive team environment? What environment do you like to work in? How can we build team trust? Middle Management Development Program

Importance of Teamwork TORI Model T is for Trust : interpersonal confidence and absence of fear. O is for Openness : free flow of information, ideas, perceptions and feelings. R is for Realization : self- determination, being role free, doing what you want to do. I is for Interdependence : reciprocal influence, shared responsibility and leadership. Middle Management Development Program

Importance of Teamwork Communication in Teams What is communication? What are some guidelines for active listening ? What are some guidelines for constructive listening ? Why should we paraphrase ? Middle Management Development Program

Importance of Teamwork Becoming a Good Team Player Really Useful Attitudes Really Useless Attitudes Warm Angry Enthusiastic Sarcastic Confident Impatient Supportive Bored Relaxed Disrespectful Obliging Conceited Curious Pessimistic Resourceful Anxious Comfortable Rude Helpful Suspicious Engaging Vengeful Laid Back Afraid Patient Self- conscious Welcoming Mocking Cheery Embarrassed Interested Dutiful Middle Management Development Program

Importance of Teamwork Types of Team Conflict Let’s break conflict down into three essential areas: Inner conflict Interpersonal conflict Group conflict Middle Management Development Program

Importance of Teamwork Types of Team Conflict Inner Conflict Inner conflict can be difficult to recognize. Yet, in many ways, this conflict is the most difficult to live with because it often has an impact on our core values (the things that are most important to us), our personal integrity, and ethics . Middle Management Development Program

Importance of Teamwork Types of Team Conflict Interpersonal Conflict This is conflict between two or more people. It may be caused by a number of different factors. What are some of the factors you have seen? Since interpersonal conflict is common in the workplace, we will spend some time investigating what causes it. Middle Management Development Program

Importance of Teamwork Types of Team Conflict Twelve Roots of Interpersonal Conflict Basic Differences Prejudice/Bias Nastiness/Stubbornness Sensitivity/Hurt Differences in Perception/Values Differences Over Facts Middle Management Development Program

Importance of Teamwork Types of Team Conflict Twelve Roots of Interpersonal Conflict (ctd.) Differences Over Goals/Priorities Differences Over Methods Competition for Scarce Resources Competition for Supremacy Misunderstanding Unfulfilled Expectations Middle Management Development Program

Importance of Teamwork Types of Team Conflict What kind of team player are you? Are you someone who naturally helps people work together? Are you someone who naturally tends to get involved in conflict as a way to help reach a resolution or to fuel the fire? What can you see happening at work as a result of your personal style? (Look for positive and negative signs to give yourself a fair assessment.) Middle Management Development Program

Importance of Teamwork Types of Team Conflict Group Conflict Group conflict may be relatively independent of the individuals occupying the roles within a structure. For example, conflict between two departments, such as marketing and production, is fairly common. The marketing department, being customer oriented, may believe some exceptions can and should be made in production for the sake of future sales. The production department may view such exceptions as unreasonable and not in the best interest of the organization. Middle Management Development Program

Importance of Teamwork Types of Team Conflict Group conflict can be caused by: Differing goals between groups. Inadequate rewards systems in businesses with a range of operations. Mutual departmental independence. Middle Management Development Program

Importance of Teamwork Types of Team Conflict Can you think of examples of group conflict in these areas? Unequal departmental dependence Differing management styles Role dissatisfaction Role ambiguity Common resource dependence Communication barriers Middle Management Development Program

Importance of Teamwork The Role of Anger in Team Conflict Anger is a basic human emotion, just like happiness. When we are embroiled in conflict, we can feel hurt and even abused; sometimes, the fastest way we can think of to protect ourselves is by responding in anger. Other times, we do not have an opportunity to think about how best to respond and the first response is anger. Middle Management Development Program

Importance of Teamwork Stages of Team Conflict People must be very aware that conflict is dynamic in nature. Conflict doesn’t appear suddenly, but passes through a series of progressive stages as tensions build. Conflict does not always pass through all of these stages and the stages can occur in a different order than what is logically laid out here. Furthermore, the participants may not be at the same stage simultaneously. Five Stages of Team Conflict Middle Management Development Program

Importance of Teamwork Stages of Team Conflict Latent Conflict At this stage, the basic conditions for conflict exist but have not been recognized . For example, racial differences may preclude basic communication between two employees. Middle Management Development Program

Importance of Teamwork Stages of Team Conflict Perceived Conflict Here, one or both participants recognize the cause of the conflict. For example, two people are good friends, doing lots of things together in their free time. One of the friends gets married and is no longer available for lunches and Sunday morning tennis. The unmarried friend feels left out and feels that the marriage has interfered with the friendship Middle Management Development Program

Importance of Teamwork Stages of Team Conflict Felt Conflict This stage is where tension is beginning to build between the participants , although no real struggle has begun. For example, when employees become short-tempered with one another, the potential for all out conflict begins to develop. The two friends begin sniping at one another. Middle Management Development Program

Importance of Teamwork Stages of Team Conflict Manifest Conflict At this stage, the struggle is underway and the behavior of the participants makes the problem obvious to others not directly involved. Arguments or damaged feelings are no longer privately held. Remember that conflict is more than disagreement and more than something we can easily let go or get over. Middle Management Development Program

Importance of Teamwork Stages of Team Conflict Conflict Aftermath In the aftermath stage, the conflict has been ended either through resolution or suppression. The result may be a new condition that will lead into more effective cooperation or to a new conflict that may be more severe than the first. In some cases the resolution can be positive and serve to end the issue. Middle Management Development Program

Importance of Teamwork LECSR Tool for Team Conflict Resolution The LECSR tool is a way to work through an issue to resolve it before conflict erupts. It can be used at the first sign of a problem or as a way to intervene at any level. LECSR stands for: Listen Empathize Clarify Seek Permission Resolve Middle Management Development Program

Importance of Teamwork LECSR Tool for Team Conflict Resolution Listening Listening to someone else gives you an opportunity to consider something from his/her point of view. Instead of arguing when you hear a point you disagree with, listen attentively to the other person’s main points. These statements can help you to listen actively and to deeply hear what someone is saying: “Tell me more. That’s interesting. Uh-huh.” “I’m not sure I understand. Could you go over that again?” Middle Management Development Program

Importance of Teamwork LECSR Tool for Team Conflict Resolution Empathizing Empathy is the ability to put yourself in someone else’s position in order to understand what they are saying and feeling, even though you may not agree with them. Statements like these can help you to demonstrate that you empathize with what you are hearing: “I don’t blame you for feeling that way. I see what you mean.” “I understand how you feel. I’m sure I’d feel the same way if...” Middle Management Development Program

Importance of Teamwork LECSR Tool for Team Conflict Resolution Clarifying the Issue When you address conflict in any situation, you need a complete understanding of all sides of the issue. Delve deeper to ensure that you have a clear understanding of what the other person is saying. You can explore an issue respectfully by using statements such as: “Let me see if I’ve got it straight. What you’re saying is…” “Is it possible that the idea you’re proposing is…?” Middle Management Development Program

Importance of Teamwork LECSR Tool for Team Conflict Resolution Seeking Permission When you seek to understand, you may find you have a tendency to problem solve instead of listen. Keep on track by being someone who seeks permission. Before you ask questions, make sure that you have asked the person if they are ready for you to ask. Keep in mind that many of us hear a problem and then let our minds wander into “advice” or “problem solving” mode. Middle Management Development Program

Importance of Teamwork LECSR Tool for Team Conflict Resolution Seeking Permission (ctd’) Ask the other person if they want you to provide advice before you do so. Respectfully ask questions or frame statements about permission such as: “Now that I understand your views, can I explain mine?” “I am not completely sure if you are sharing this information with me only so that I can understand, or if you would also like my advice. It would be helpful if you tell me what you need.” “It seems that this would be a good time to bring up a few points you haven’t mentioned.” Middle Management Development Program

Importance of Teamwork LECSR Tool for Team Conflict Resolution Resolve the Issue Now that both parties have listened, empathized, clarified the issue, asked for permission, and discussed options – they can start to resolve the conflict together. A conversation framed in this way prevents escalation of conflicts and allows the issues to be resolved. Sometimes we may have to agree to disagree or have a solution that does not satisfy all the parties completely. With the conflict resolution steps in LECSR, conflict can be brought out instead of suppressed. Conflicts can be diffused, and they may seldom turn into destructive conflict. Middle Management Development Program

Middle Management Development Program Importance of Teamwork Key takeaways? END

Middle Management Development Program Effective Delegation

Effective Delegation What is Delegation? Effective delegation reduces a manager's workload and develops employee skills . Delegating prepares employees to be able to handle your responsibilities and allows you to advance . The essence of supervision and management is getting work done through the efforts of others . Delegating involves trusting someone else to do a task for which you will be held responsible. Middle Management Development Program

Effective Delegation What is Delegation? What is responsibility? The accountability for reaching objectives, using resources properly, and adhering to organizational policy. The obligation of a person to carry out the assignments and functions given him or her by a person or persons of higher authority. What is accountability? The understanding that a person accepts responsibility for completing the task at hand and for the results of their efforts. Middle Management Development Program

Effective Delegation Defining Delegation What delegation is NOT: It is not giving someone else the dirty work. It is not giving somebody a job for a short period to time when you are busy and then reclaiming it again the minute you have spare time again. It is not taking the job back if the delegatee messes up. Middle Management Development Program

Effective Delegation Defining Delegation Middle Management Development Program Delegation is the art of giving someone else a task or responsibility that has until now been a part of your role. This task or responsibility is suited to the employee’s skills and abilities and gives him/her opportunities for growth and development. For many new supervisors, this is a very difficult thing to do. Let’s take a look at some of the facets of delegation.

Effective Delegation Defining Delegation Group 1 What are the advantages and rewards of delegation? What are the disadvantages or drawbacks of delegation? Group 2 Why do managers and supervisors not delegate more often? Why are employees unhappy with the delegation process? Middle Management Development Program

Effective Delegation Defining Delegation Advantages of Delegating Frees up your time Good for morale Develops employees Gives you freedom to be promoted Can be cost effective Get new (and sometimes better) ideas Worries about Delegating Belief that they can handle the task better than the employee Poor skill in delegation Poor control systems Concern about the time that delegation consumes Worry about being shown up by a competent employee Fear of being out of the loop Middle Management Development Program

Effective Delegation Defining Delegation Jobs That Should Be Delegated Those that you have someone else trained and interested in doing Jobs that will save you time in the long run Jobs that will be more cost- effective if someone else does them Jobs that grow and develop employees Jobs that at present have only one person who can do them Middle Management Development Program

Effective Delegation Defining Delegation What Can't Be Delegated? Financial matters Performance reviews and disciplinary actions Projects which have not been clearly defined Assigning work Motivational problems Counseling employees and resolving conflict situations Tasks specifically assigned to the supervisor Middle Management Development Program

Effective Delegation Defining Delegation You Know You Should Delegate When… You seem to be doing all the work and employees have time to spare Work isn’t getting done because you have no time to do it You can’t take a day off or go to a workshop because you have nobody you can trust to mind the shop Employees wait for you to make all the decisions Middle Management Development Program

Effective Delegation Defining Delegation Why do employees not want to be delegated to? They aren’t trained to do the job You delegate only trivial tasks You expect others to do the job as well as you can You delegate haphazardly You are an autocratic delegator You check constantly to see how things are going and micro-manage You take credit for results achieved by employees You overload employees Middle Management Development Program

Effective Delegation The Steps of Successful Delegation Assign work to different members of the work group. Make each employee feel accountable for the assigned work. Empower each employee to do what they need to do to perform the duties Middle Management Development Program

Effective Delegation Degrees of Delegation Investigate and report back. The employee investigates and brings you the facts. You make the appropriate decision and take action. 2- 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. Middle Management Development Program

Effective Delegation Degrees of Delegation 3- 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. 4- 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. 5- 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. Middle Management Development Program

Effective Delegation Role Play Activity Delegator You are going on a four- week cruise vacation. In order to get the time off you must train somebody else to do your job in your absence. In a short role play, go over several of the most important tasks that he/she will be performing in your absence. Delegatee Your boss is going on a four-week cruise vacation. You will need to do their job in their absence. This is your only opportunity to learn how to do this work so make sure that you understand the instructions. Take several minutes to prepare for the instructions you are about to receive. Middle Management Development Program

Effective Delegation Role Play Activity Observer While the delegator gives his/her instructions to the delegate, watch the interaction. What improvements could be made on both sides? Middle Management Development Program

Middle Management Development Program Effective Delegation Key takeaways? END

Middle Management Development Program Reviewing Performance

Reviewing Performance Feedback and Evaluation Employees should be provided with specific performance- related feedback to help them determine if they are achieving their goals. Frequent feedback is beneficial because it allows employees to adjust their level of effort to achieve their goals. Feedback from management should consistently be provided. However, feedback can also come from coworkers or customers . It may be in the form of scores, charts, or graphs that depict performance over time. Feedback not only allows employees to assess their accomplishments, but it also provides them with the continued motivation to achieve their goals. Middle Management Development Program

Reviewing Performance Feedback and Evaluation Not only should the employees be evaluated, but goals should be evaluated periodically . Because organizations face many changes, goals need to be flexible enough so that organizations can respond to dynamic environments. Objectives should be measurable and specific . Objectives that are not measurable are often not directly tied to the organization's overall mission. They should be linked to rewards that are valued by employees and associated with specific time periods. Middle Management Development Program

Reviewing Performance Ways To Give Effective Employee Feedback 1. Avoid giving unsolicited advice Only a third of people believe the feedback they receive is helpful. That’s because more often than not, it’s unsolicited, which can create an immense amount of stress for the person receiving it. If your direct report doesn’t ask for feedback directly, be sure to ask them if, when, and how they’d like to receive it. By doing this, you can give the control to your employee and increase the likelihood that they will act on the feedback you share. Middle Management Development Program

Reviewing Performance Ways To Give Effective Employee Feedback 2. Be specific Employee feedback should be solutions oriented, crystal clear, and to the point. If your intention is to offer corrective feedback, general comments, like “Your work needs to be improved” or “I wasn’t very impressed with those reports". You have to do better than that” can leave your employee confused and in the dark as to what aspect of their work needs to be corrected. Be specific on what you’d like your employee to do and offer guidance on how they can apply the feedback. For example, “I noticed you were late on your last two deadlines. I’d like to work with you on your time management to ensure you’re not committing to too much and completing each of your tasks in a timely manner.” Pro tip : Don’t get stuck on corrective feedback. Remember to also share positive feedback with your employees so they know the things they should continue doing but not at the same time. Middle Management Development Program

Reviewing Performance Ways To Give Effective Employee Feedback 3. Come with a deep level of empathy Delivering feedback that exposes a wide gap in self- knowledge demands an extra measure of sensitivity. Like ripping off a shell, the sting of discovering such a profound gap often elicits strong emotions that can easily be confused as defensiveness. If you’re someone who bores the effect of your colleague’s difficult behavior, be sure you can set those frustrations aside in favor of the empathy you’ll need for this conversation. Before you even approach your colleague, be prepared to give them the space they’ll need to feel shocked upon receiving your feedback. Remember not to interpret it as intensified resistance to your message. Middle Management Development Program

Reviewing Performance Ways To Give Effective Employee Feedback 4. Don’t wait for a quarterly review Employee feedback immediately following an event has the greatest impact on performance. And engagement peaks when employees receive feedback on a weekly pace. If issues are left unaddressed, they may multiply by a domino effect. So by the time the quarterly performance review comes around, you’ll be confronted with a host of issues that could have been avoided if mentioned earlier. Another flaw in saving feedback for the performance review process is that problems will be forgotten and the time for offering valuable feedback will have passed. Daily or weekly feedback will help you avoid the recency bias— which mainly reflects recent work and occurs too infrequently to align with the employee’s workflow— and can make tracking and analyzing a colleague’s work much easier for all parties involved. Middle Management Development Program

Reviewing Performance Ways To Give Effective Employee Feedback 5. Keep it private Don’t criticize publicly—ever. For some, even praise is better delivered in a private meeting. Some people simply don’t like being the center of attention. You can also consider offering employee feedback in the form of a written response. This can give you time to reflect and offer a more thoughtful answer. Feedback isn’t just uncomfortable for the receiver, it can be uncomfortable for the giver as well. By moving the location to a more informal area, you can help to ease some of the underlying pressure. Middle Management Development Program

Reviewing Performance Ways To Give Effective Employee Feedback 6. Don’t take the “sandwich approach” Helping someone improve should always be the goal of feedback, but sandwiching corrective feedback between two pieces of positive feedback won’t soften the blow. This method creates confusion for the receiver, undermines your feedback, and can decrease levels of trust. Although it may feel more uncomfortable for the giver, being upfront and transparent with corrective feedback sets the foundation for an authentic conversation. Focus on delivering feedback diplomatically instead of beating around the bush. Middle Management Development Program

Reviewing Performance Ways To Give Effective Employee Feedback 7. Make the conversation a two- way street Lecturing someone on how they should improve is about as effective as talking to a brick wall. Don’t forget the important element of respect when discussing vulnerable topics, and certainly don’t talk at someone when it’s far more effective to open up the conversation and talk with them. Let the receiver respond to your feedback and allow them to ask follow up questions. Once the issue is clear, then you two can work together to land on a solution or course- of-action. Middle Management Development Program

Reviewing Performance Ways To Give Effective Employee Feedback 8. Focus on performance, not personality Lecturing someone on how they should improve is about as effective as talking to a brick wall. Don’t forget the important element of respect when discussing vulnerable topics, and certainly don’t talk at someone when it’s far more effective to open up the conversation and talk with them. Let the receiver respond to your feedback and allow them to ask follow up questions. Once the issue is clear, then you two can work together to land on a solution or course- of-action. Middle Management Development Program

Reviewing Performance Ways To Give Effective Employee Feedback 9. Keep the conversation going by following up Lecturing someone on how they should improve is about as effective as talking to a brick wall. Don’t forget the important element of respect when discussing vulnerable topics, and certainly don’t talk at someone when it’s far more effective to open up the conversation and talk with them. Let the receiver respond to your feedback and allow them to ask follow up questions. Once the issue is clear, then you two can work together to land on a solution or course- of-action. Middle Management Development Program

Reviewing Performance Coaching and Counseling Savvy supervisors know that effective coaching and counseling builds strong working relationships. It also encourages retention and helps employees grow in their careers. In fact, a 2006 Sun Microsystems 5- year study of over 1,000 employees found that those who mentored others were 6 times more likely to be promoted than those who didn’t , and their mentees were 5x more likely to be promoted than those who weren’t. Quality mentoring increases worker satisfaction, productivity, helps the bottom line and is necessary for transferring knowledge and expertise from seniors to newer employees. Efforts from coaching and counseling will bear positive outcomes that outweigh any time or financial investments when done correctly. Middle Management Development Program

Reviewing Performance Six Secrets for Effective Employee Coaching and Counseling Every moment in the office is an opportunity for training, coaching and counseling employees Lay the groundwork of a healthy relationship for more successful training, coaching and counseling See failures and mistakes as perfect opportunities for training, coaching and counseling employees Provide plenty of praise and rewards Your feedback needs to be detailed and specific Carpool chats are a quick route to effectively coaching and counseling employees Middle Management Development Program

Reviewing Performance Coaching Vs. Counseling Coaching Future focused Solution focused Outcomes driven Doesn’t give advice, instead it leads the individual to find their own answers Asks: “How can you change?” Believes that the individual has the answers within Helps the individual find their own solutions to meet their goal Counseling Past focused Problem focused Challenge/issue driven Gives advice, recommendations and directives, at times, forcefully States: Why you must change. The counselor has the answers Gives the individual a diagnosis and treatment or solution to fix the problem Middle Management Development Program

Reviewing Performance Coaching Vs. Counseling The difference between coaching and counseling is all about perspective. Coaching asks : Do you need help with attaining your work goals; whereas, counseling states : You need help in addressing this issue that hinders your performance in the workplace. One is to inspire and motivate; the other is to improve and correct. One helps an employee move forward to achieve a goal; the other helps a struggling employee improve. One of the major differences between coaches and counselors is in their focus. Coaches look to the future and work to help an individual achieve certain goals in the workplace. They’re looking to improve the employee’s already adequate performance. Middle Management Development Program

Middle Management Development Program Reviewing Performance Key takeaways? END

Middle Management Development Program Final Thoughts?

www.blueoceanacademy.com Middle Management Development Program J une , 2024

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