Guidelines for the New Manager

Introducing

GUIDELINES FOR THE NEW MANAGER

A practical workshop to enable front-line leaders to better serve customers through the more effective use of their team member's skills and talents.

Learn to:

  • Become a more effective leader;
  • Give instructions that are quickly understood;
  • Set goals with staff and get buy-in;
  • Deal assertively with poor performers;
  • Coach staff to improved performance;
  • Know when and how to delegate;
  • Bring out the best in people;
  • Develop a team that takes advantage of complementary skills;
  • Represent the interests of management with conviction;
  • Produce more with less;
  • Better enjoy the process of leadership.

BACKGROUND

Organizations are running leaner and meaner than ever before. As a consequence they are calling on managers to be cross-trained in functional areas beyond their original area of specialization. The new breed of manager must not only be able to lead and motivate, but he or she must also have the flexibility to interact in virtually all facets of the business.

Supervisors also have to demonstrate their flexibility by being able to reconcile the sometimes clashing needs of front line staff and the needs of management to do more with less. This can be particularly difficult if some of the members of the team are former friends and peers.

This program will cover all the basic skills needed to improve performance. Putting the skills into practice will enable participants to accrue respect and confidence from the boss, peers and staff.

TRAINING PROCESS

The training will be customized to incorporate role-plays and simulations that will be as close to real life as possible. It will incorporate state-of-the-art adult education techniques. People will learn by listening, seeing and above all, using hands-on practice. They will also gain from ongoing feedback from their peers and the facilitator. Participants will benefit from an informal, enjoyable learning environment, which will encourage active participation and openness.

We will challenge participants to use the skills right away. To encourage immediate practice of the skills, they will have the ability to call on us informally at any time for help regarding the use of any tools that they learned in the workshop.

A special feature of the workshop will be a diagnosis of each participant's strength and weaknesses using a 360 degree assessment.  Each person will receive a comprehensive 200 page report describing their strengths and weaknesses in  absolute terms and well as a comparison to a normative group of peers.  The report will facilitate changes in behavior and skill development through suggested actions, exercises and further readings.  The self-development guide will also allow management to retest participants a year later to evaluate changes in  behavior and applied skills.

WHO SHOULD ATTEND

Managers with 5 or less years of supervisory experience.

LENGTH OF PROGRAM

2-3 days depending on chosen modules.

DELIVERABLES

  • Customized workbook with relevant case studies and role-plays.
  • Customized workshop design.
  • 360 degree analysis of strengths and weaknesses on such issues as Problem Solving, Time Management, Planning, Goal Setting, Performance Management, Team Development, Delegation,  Participation, Feedback, Stress Processing, Integrity and Commitment.

WORKSHOP OBJECTIVES

At the end of this series of workshops, participants will:

  • Understand the role of management in today's organization;
  • Deal with the conflicting needs of management, peers and staff;
  • Communicate goals to teams and individuals;
  • Gain commitment to goals;
  • Identify and recognize superior performance;
  • Deal assertively with poor performance;
  • Counsel employees who seem unwilling to give their best;
  • Build effective teamwork;
  • Maintain team morale at a high level;
  • Know when to involve the team and when to make decisions on their own;
  • Run short, effective formal and informal meetings;
  • Guide a team through a step-by-step process of problem solving;
  • Delegate effectively;
  • Train people on the job;
  • Make decisions effectively, either on their own or in the team;
  • Communicate effectively;
  • Do more in less time by managing their time effectively;
  • Gain commitment to change through participation;
  • Manage conflict effectively

LEARNING MODULES

Managing in the new millennium

  • The purpose of organizations.
  • Your organization's vision, mission and values and the impact on you.
  • Key ingredients for success.
  • Evaluation of your organization's strengths and weaknesses.
  • The changing role of supervisors.
  • New skills for a new millennium.

Leadership that turns people on (unlike the boss who turns people off)

  • The difference between managing and leading.
  • How to earn the respect of your people.
  • The impact of your expectations on the performance of your people.
  • Evaluation of your leadership "style" – your strengths and weaknesses.
  • How to benefit from adjusting your style to the situation and person.
  • Planning new activities that will better meet the needs of your people.
  • Case study.

Key coaching skills

  • The importance of goal setting.
  • How to set S.M.A.R.T. goals.
  • How to recognize people whose performance exceeds expectations.
  • What to do when performance is below expectations: how to run an effective coaching session.
  • How to give constructive feedback: the 10 Golden Rules
  • The difference between coaching and discipline.

The art of delegation

  • How and when to monitor performance.
  • The pitfalls of "helicopter" management
  • What you can and should not delegate.
  • The 5 steps to delegating successfully.
  • Picking the right person - 5 criteria of a winner.

Training people for results

  • How to develop a training plan.
  • Self-directed and conventional training compared.
  • Matching your training with the learning style of your associate.
  • Training on the shop floor: the 6 key steps to ensure success.

Teamwork

  • How to create a work environment that fosters cooperation and mutual support.
  • How to motivate the team.
  • The importance and value of diversity.
  • When a team can perform better than its members?
  • When people do better than the team.
  • 4 key ingredients to build a high performing team.
  • The 4 stages of team development.
  • Evaluation of your team's effectiveness.
  • 6 signs that your team's morale is deteriorating.
  • 3 strategies to improve morale.

Problem solving and decision making

  • Organizing to become a high performing team.
  • When to involve the team and when to allow one person to solve a problem.
  • A 5-step roadmap for effective problem solving.
  • Reaching a consensus using Nominal Group Technique.
  • Action planning.

Teamwork and meetings

  • 3 secrets of the world's best facilitators.
  • How to cut meeting times in half.
  • Meetings on the shop floor.
  • Knowing when to involve your people or when to simply keep them informed.

Managing Time - Part 1

  • Time waster # 1: meetings that drag on.
  • The 8 reasons that cause protracted meetings and what to do about each.
  • Dealing with the human element – people who monopolize discussions.
  • Planning strategies that will add focus and shorten time.

Managing Time - Part 2

  • Time waster # 2: office interruptions.
  • 5 strategies that will reduce interruptions.

Managing Time - Part 3

  • Time waster # 3: poor use of the telephone.
  • How to use voice mail.
  • How and when to return phone calls.
  • How to avoid telephone tag.

Managing Time - Part 4

  • Time waster # 4: paperwork.
  • Avoid getting tied up in unnecessary paperwork.
  • How to keep your desk clean.
  • Setting up a system that keeps everything out of eyesight but easily accessible.

Managing Time - Part 4

  • Time waster # 5:poor work habits.
  • Developing your daily list of activities.
  • A proven system for prioritizing.
  • How to plan for the unexpected.
  • Contracting with those around you to support your new behaviors.
  • Dealing effectively with procrastination.
  • When to draw the line on assuming more work.
  • How to say 'no' assertively, when you are overloaded.

Conflict resolution

  • Good and bad conflict.
  • 5 strategies to deal with conflict – knowing your own style.
  • Picking the best approach.
  • Resolving differences one-on-one.
  • Mediation of a conflict between peers.
  • Conflict prevention - 10 practices that work. Dealing with differences of opinion professionally.

Wrap-up

  • Simulation to practice all skills learned.
  • Evaluation and feedback.
  • Action planning.
  • Course evaluation.