Core Skills for Managers - People Management Skills

Core Skills for Managers - People Management Skills

Details
 
Number of participants: 10
Duration: 6 days over three modules
Available as: In-company course
 
Benefits
 
• Create SMART objectives and communicate expectations clearly to your team
• Get the most out of people by flexing your style
• Use coaching to develop your team’s potential
• Manage the many demands on your time effectively
• Prepare and chair meetings well
• Learn strategies for encouraging contribution and commitment in meetings
• Create a development plan for your team using structured tools
• Handle appraisals effectively
• Deliver difficult messages & manage conflict sensitively
• Delegate in a way that makes the most of available resources and motivates your team
• Obtain buy-in to your ideas through a range of influencing and persuasion techniques
• Create an environment that motivates others to perform to the best of their ability
• Communicate effectively at a distance when managing a remote team
• Leave with increased confidence in managing an effective and motivated team
 
Course Outline
 
This overview provides an example of what can be included in a typical programme

Module 1 – Setting direction & managing performance
 
Management vs leadership  
• The differences between these roles and the activities that underpin them
• Overview of Situational Leadership and how to use it
 
Identifying management styles  
• Four management styles and when to use them
• Impact of each style if you don’t adapt to others
• Understanding different perspectives
 
Managing performance
• The Performance Management Cycle – managing performance every day
• What gets in the way of staff performing effectively
• SMART objectives and monitoring progress effectively
 
Core skills – powerful questions and active listening
• Powerful questions and when to ask them
• Using listening skills to attend to what is and isn’t said
• How to make sure your feedback is effective
 
Delegating effectively
• What to delegate and why
• How to delegate and to whom
• The difference between delegating and dumping
 
Coaching for results
• What coaching is and isn’t
• Coaching ‘on the fly’ – in everyday situations
• Going beyond behaviour to work on beliefs and values
 
Module 2 – Managing competing/conflicting demands and communicating effectively
 
Dealing with competing managerial demands
• Stop wasting time on destructive or unproductive tasks
• Focusing on what’s important and knowing what’s not
• Managing upwards, sideways, the team and yourself
• Making decisions in an effective and timely way
 
Goal setting and prioritising tasks
• Putting first things first – how to prioritise and get the most from limited resources
• The what, why and how of planning and scheduling

The ‘Before’ stage of a meeting
• The importance of planning, preparation and purpose
• Drawing up and distributing the agenda
 
Managing the meeting process – the ‘During’ phase
• Why it’s crucial to establish realistic time-frames and prioritise the items under discussion
• Being an effective chairman – managing the ‘talkers’, bringing out the quiet ones, and keeping things on track
• How to gain consensus, maintain group energy and motivation over longer meetings
 
Making things happen in the ‘After’ phase
• Why you need to distribute minutes within 72 hours
• How to ensure participants follow through on actions
 
Cascading difficult messages and managing change
• How to manage change and keep your team motivated
• What to do when you disagree with the message you’re asked to convey to your team
 
Communicating at a distance
• How to motivate a team when they work in remote locations – at home or in a different location from you
• Managing the boundaries to remove problems
 
Module 3 – Dealing with difficult situations and building high performing teams
 
Developing staff
• Assessing where to put energy in developing others
• Different ways to develop staff
 
Supporting your team
• Giving praise, encouragement and constructive criticism
• What it’s like to be on the receiving end
• Getting the balance right and empowering people
Preparing for an appraisal meeting
• Preparing to make it a motivational experience
• Diagnostic Map to establish the root cause of problems
• Documenting evidence and seeking feedback
 
Managing a performance discussion
• How to open and structure the meeting
• Skills to keep discussions on-track & build commitment
• Giving tough messages and rewarding successes
• Monitoring progress against plans
 
Gaining commitment
• Use persuasion techniques to gain buy-in to your ideas
• Influencing and persuading people over whom you have no authority – including your boss and peers
• Dealing with difficult situations and how to adapt your style to meet their needs
 
Creating a high performing team
• Motivating a team and how to create an environment that encourages it
• Understanding team dynamics and how this affects performance over time
 
Why you?
• The relationship between the leader and the led – why should anyone follow you?
• Actions that motivate, deeds that demotivate
 
Language that motivates and inspires
• Saying the right things in the right kind of way
• Voice and how it can be used for increased impact
• ‘Power talk’ vs ‘wimp talk’