FROM MANAGEMENT EXCELLENCE TO LEADERSHIP Madinat Makadi Feb. 10&11, 2009

FROM MANAGEMENT EXCELLENCE TO LEADERSHIP

Madinat MakadiFeb. 10&11, 2009

Presentation OBJECTIVES

At the end of this Presentation we will have achieved :

Improved delegation skills

Maintaining a motivated workforce

Effective coaching and counseling

How to influence others

How economically the organization’s money

is utilized

How effectively theHuman Resources

are being used

How efficiently thework is done

What has to be doneWhen it must be doneBy what quality

What’s available ?How to use them ?

How can I avoidwaste ?

How best to use theirtime & abilities ?

What motivates them ?How to coordinate their

activities ?

HR MANAGER MAJOR

FUNCTIONS

1. Managing your job

2. Managing your team

3. MANAGING COMMUNICATION

4.4. MANAGING YOUR CAREERMANAGING YOUR CAREER

HR MANAGER MAJOR FUNCTIONS1. Managing your job

Planning for your job

Organizing

Monitoring

Correcting

Setting objectives

1. Managing your job

Controlling

Decision making

Communicating

Managing time

Coping with stress

HR MANAGER MAJOR FUNCTIONS


Knowing your team

Planning for new staff

Selecting and interviewing

Coaching and training

Delegating

Motivating



Improving people’s job

Developing leadership

Counseling

Running a staff appraisal

Disciplining staff


3. MANAGING COMMUNICATION

Writing

Reading

Presenting

Telephoning

Negotiating

Managing conflict

Managing change

Listening


4. MANAGING YOUR CAREER4. MANAGING YOUR CAREER

Planning your career

Getting on in your job

Handling the structure

Maintaining your integrity

Networking

Your regular check-up

Keeping up-to-date


TEAM MEMBER, SUPERVISOR, MANAGER

Responsible to Achieve h/is/er Present Results / Goalsthrough the tasks / activities that are under h/is/er

direct control.

+ Assist h/is/er team member to Achieve their Present Results / Goals.

Achieve Today’s Results, and Develop necessary Resources to Achieve Tomorrow’s Results.

THE PURPOSE OF DELEGATION IS TO:

Deal effectively with tasks

Ensure optimum utilization of capacity

Make capacity available to the manager for performing

development work and actual management tasks instead of

routine tasks and implementation work

Stimulate staff and increase their competence level

THE PURPOSE OF DELEGATION IS NOT:

For the manager to avoid tedious and unpleasant tasks

To overload staff, i.e. dumping

Delegate out of your department

Delegate out of your Company

Delegate Up to your

Supervisor

Delegate to your

Subordinates

WHEN TO DO IT YOURSELF (DIY), WHEN THE TASK

Needs the weight of your personal authority

Is generally distasteful

May upset relationships between other people

Calls for you by name or position

You are the expert

The chances of success are slim or unknown

WHY YOU DON’T DELEGATE

Loss of control

Ego

Feeling that subordinates can’t handle it

Not sure which task to delegate

Subordinates may demand promotion, or

Bad past experience with delegation

ALL DELEGATION IS BUILT ON A FOUNDATION OF TRUST.IT CAN TAKE YEARS TO ESTABLISH.

IT CAN BE DESTROYED IN AN INSTANT.

IT DOESN’T REQUIRE AGREEMENT.YOU CAN’T SUBSTITUTE FOR IT, YOU CAN’T

FAKE IT, YOU CAN’T BUY IT.

Trust Must Be Earned

TO DEVELOP TRUST BETWEEN YOU AND STAFF:

Consider their decisions

Don’t harp on mistakes

Don’t spy on them

Don’t withhold information, Be open

Clarify expectations

Show respect

Don’t manipulate

Examine your assumptions

EXAMINE YOUR ASSUMPTIONS

Do you ever find yourself thinking the followings:

People always look for the easiest way out

They don’t know what they want

They don’t realize what’s good for them

Left to themselves, most employees are lazy

All young people are …

These are some of the assumptions that can get in the way of

building TRUST

EXCUSES

I can do it better

I am afraid my employee will fail

It has to be done right now

I want credit for these results

I want to keep my hands in

I don’t want to appear idle

My boss would want me to handle it personally

PERSONAL OBSTACLES

Delegation is difficult

You like action

You are uncertain of your own authority

You have difficulty communicating expectations

You have failed at delegation in the past

Interpersonal contact makes you uncomfortable

You don’t trust your people

DELEGATION IS DIFFICULT

Most managers don’t like to admit it

The reason you don’t delegate is that it’s just plain hard

Recognize that delegation is a skill that can be learn and

develop

Delegate small tasks first

Don’t make excuses

YOU LIKE ACTION

Most managers do

Reevaluate your role

Are you really alive to the responsibilities of your job? Or

Are you marking time, filling in as a cog in the machine?

YOU ARE UNCERTAIN OF YOUR OWN AUTHORITY

So you don’t delegate and take the responsibility of the gray

areas

Go to your boss and find out how much authority you have

Try to get a general description of your limits of authority

When in doubt, delegate and take the chance

YOU HAVE DIFFICULTY COMMUNICATING EXPECTATIONS

“I can’t explain it, but I will know it when I see it”

A symptom of poor communication

Keep in mind that you have a “data bank” stored in your head

Your experience gives you knowledge, instincts, and feelings

that guide your approach to any task

COMMUNICATING EXPECTATIONS

Organize your thoughts

Classify the task according to results, resources and

controls

Handle each topic in order

Jot down notes of the points you want to make

Remember to listen

COMMUNICATING EXPECTATIONS

Listen to the employee will tell you what she is trying to

say and guides you on how to clarify your own remarks

Practice and

Practice and

Practice

YOU HAVE FAILED AT DELEGATION IN THE PAST

Experience doesn’t always teach the right lesson

Try again learning from your previous mistakes and

keeping in mind the following points:

Delegating can, at times, fail to produce the expected results

Controls minimize the chances of disaster

The best managers are effective delegators

Any manager can learn to delegate, but it takes..

P… and P...

ORGANIZATIONAL OBSTACLES TO EFFECTIVE DELEGATION

UNDERSTAFFING

INCOMPETENT HIRING

POOR TRAINING AND PROMOTION

ORGANIZATIONAL STAGNATION

INSTABILITY

DELEGATION DEVALUED

DELEGATION PROCEDURE

Some delegations are more important than others; some

concern major matters, some minor ones

For assignments which carry little risk of anything going

wrong, your procedure can be simple.

A key to avoiding errors and foul-ups may involve the factor of

control.

SIX GUIDELINES FOR EFFECTIVE DELEGATION

PINPOINT THE TASK

SELECT THE BEST PERSON

PREPARE YOUR SUBORDINATE

SMOOTH THE PATH

SOLVING THE PROBLEM OF CONTROL

PUSH FOR COMPLETION

PINPOINT THE TASK

Check your purpose

What do you want to achieve by the delegation?

Workload, experience, challenge, etc.

Should you or shouldn’t you delegate this task?

Clarify the assignment

The dimensions, the outcomes, etc.

Don’t be short on the details, specially the first time

Communicate expectations

SELECT THE BEST PERSON

Use the following four rules for selecting your delegatees:

Availability of the person

Match between outcome and the persons’ behavioral

traits

Consider assigning the task to more than one person

Try to spread your delegations among as many of

your subordinates as possible

PREPARE YOUR SUBORDINATE

You must give your subordinate as much information and

understanding about the task as is necessary for him to execute it

satisfactorily:

Facts about the job

Relative importance of the job

Amount of latitude

Encouragement

Reassurance and Creating enthusiasm

How do you react to subordinate’s offer

unless there is a valid reason for refusing, it’s a wise move to make the delegation

SMOOTH THE PATH

Supply key data

Notify and remind others

Check materials and facilities

Anticipate problems

Remember you are not doing the job

SOLVING THE PROBLEM OF CONTROL

Responsibility for a delegated task remains yours

Accountability

Control

DESPITE ALL YOUR EFFORTS, THE DELEGATION MAY SEEM TO BE HEADING FOR FAILURE

It may seem like a catastrophe for him

You must be ready to modify your control

There is a great deal at stake

Subordinate self-confidence

THERE IS A STEP HALFWAY BETWEEN PERMITTING THE DELEGATEE TO TRY TO

WORK OUT OF THE FAILING SITUATION ON HER OWN AND TAKING COMPLETELY OVER

YOURSELF

Offer suggestions

Provide consultation

Supply appropriate expert assistance via third party

AVOIDING DEPENDENCY

At the first sign of trouble, some delegatees use an easy

solution

They immediately seek your advice

Unconsciously they want to force you into retaining full

control

Ask questions that put the burden on them

Probe until the subordinate’s decision is heading toward the

right direction

AVOIDING DEPENDENCY

DON’T OFFER READY MADE

SOLUTIONS

PUSH FOR COMPLETION

Create a system that will allow your subordinate to complete

the delegation fully

A crucial element is recognition of the delegatee’s efforts and

achievement

WHAT YOU DO IN LESS THAN SUCCESSFUL DELEGATION

Make it a learning experience by:

Have subordinate delineate the difficulties

Discuss them

Ask for a report, oral, written, any

Analyze what went wrong, when

Ask subordinate to suggest best solution

You should definitely give the subordinate a second chance

COMPLETION CHECKLIST

Tying up loose ends

Report the results

Use of the finished product

Critique

Lessons learned

Thanks to assisting parties

Reward, recognition

Report to yourself

What do people want from their jobs ?

Indicate which of the 10 items listed is felt to be of most

importance in contributing to employee morale.

Rank INDIVIDUALLY the items from 1-10, assigning 1 to the

most important item, 2 for #2, etc., so that all 10 numbers are

used.

INDIVIDUAL EXERCISE

What do people want from their jobs ? Discuss as a group the individual Rank within their group, and

come up with a GROUP Ranking under the column marked

"Group.”

As a group develop the Ranking for:

YOUR SUBORDINATES

YOUR BOSS

TOP MANAGEMENT

Group Exercise

What do people want from their jobs ?

High wages Job Security Advancement and Promotion Good working conditions Interesting work Relationships and Supervisor Policies, Practices, Culture Full appreciation of work done Help on personal problems A sense of achievement

12

2 1

What Motivates People?

YOUR EMPLOYEES HAVE A VARIETY OF NEEDS AND GOALS THAT YOU NEED TO CONSIDER

Security A sense of job security and stability Not too many changes A stable work environment

Social Needs to be with other people To talk and exchange ideas Dislikes working alone for long period

VARIETY OF NEEDS YOU NEED TO CONSIDER

Status Wants to be recognized as someone important Likes to be considered influential and a source of

good ideas, and/or information

Independence Wants to be left alone and trusted to work alone Feels very confident and secure

VARIETY OF NEEDS YOU NEED TO CONSIDER Mature/self actualizing

Closer to ideal employee

Blends a mix of curiosity and interest in what’s

going on

At the same time is willing to take charge of tasks

with a good deal of self-confidence

Willing to learn and experiment

What’s Motivation

We define motivation as

The willingness to exert high levels of effort

Toward organizational goals, conditioned by the

effort’s ability

To satisfy some individual need.

We define motivation as

Motivation varies both between individuals and within

individuals at different times

It’s not necessary you-it’s the situation

THEORIES OF MOTIVATION

Hierarchy of needs theory

Theories X and Y

The motivation-hygiene theory

ONE

THEORY X Avoid work Avoid responsibility Need direction Cannot make decision Not achievement oriented Not dependable Motivated by money Not concerned with organization’s needs Must be controlled Cannot change

TWO

THEORY Y Will work toward goals Will assume responsibility Can self-direct Can make decisions Want to achieve Are dependable Motivated by interest or challenge Are concerned with the organization’s goal Want to be supported Want to develop

BASIC PHYSIOLOGICALHunger – Thirst- Shelter

SAFETYSecurity - Protection

SOCIALSense of

Belonging - Love

EGO STATUSSelf-Esteem - Recognition

ABRAHAM MASLOW’S HIERARCHY OF NEEDS

Physiological:

Includes hunger, thirst, shelter, sex, and other

bodily needs.

Safety:

Includes security and protection from physical

and emotional harm.

ABRAHAM MASLOW’S HIERARCHY OF NEEDS

Social:

Includes belongingness, acceptance, and friendship

Esteem:

Includes internal esteem factors such as self-respect, autonomy, achievement; and external esteem factors such as status, recognition, and attention.

HIERARCHY OF NEEDS

Self-actualization:

The drive to become what one is capable of

becoming; includes growth, achieving one’s

potential, and self-fulfillment.

BASIC PHYSIOLOGICALMonetary - Work Conditions

SAFETYJob Security - Benefits

SOCIALSense of Belonging - Love

EGO STATUSSelf-Esteem - Recognition

The motivation-hygiene theory was proposed by psychologist Frederick Herzberg

Herzberg investigated the question, “what do people want from

their job?”

He asked people to describe, in detail, situations when they felt

exceptionally good and bad about jobs.

ACHIEVEMENT

RECOGNITION

WORK ITSELF

RESPONSIBILITY

ADVANCEMENT

POLICY, PRACTICESPOLICY, PRACTICES

SUPERVISIONSUPERVISION

RELATIONSHIPRELATIONSHIP

$ PACKAGE$ PACKAGE

The motivation-hygiene theory was proposed by psychologist Frederick Herzberg

Certain characteristics tend to be consistently related to job

satisfaction

Factors on the right side of the figure, and

Others to job dissatisfaction

The left side of the figure.

HERZBERG SUGGESTS EMPHASIZING ON THE FOLLOWINGS TO MOTIVATE PEOPLE

Achievement,

Recognition,

The work itself,

Responsibility, and

Growth.

WHEN USING PRAISE, DO:

Mean what you say (don’t exaggerate)

Say what you mean

Avoid generalities

Use it to provide encouragement (timely)

PRAISE OFFERED SOON AFTER A TASK HAS GREAT INFLUENCE:

The task is fresh in the mind of the employee

You demonstrate your interest in what they were doing soon

after it was completed

It reinforces self-confidence

WHAT GET’S REWARDED

GET’S REPEATED

KEYS TO EFFECTIVE CRITICISM

Limit your comments to the performance, behavior

Criticize as quickly as possible when you discover a problem

Listen carefully to what the employee has to say

Don’t present criticism with praise

Don’t trap or humiliate the person

Don’t blame entire department for a problem

Don’t play psychiatrist and try to explain to an employee why

an unacceptable act occurred

PRAISE AND CRITICISM

Do you regularly offer meaningful praise when it is deserved?

When you criticize, do you listen carefully and criticize in

private?

Do you avoid mixing praise and criticism in all situations?

Do you listen to all sides in a conflict, judging the issues and

not the personalities involved?

The manager administers; the leader innovates

The manager adapts, copies; the leader is an original

The manager focuses on systems and structure; the leader

focuses on people

The manager relies on control; the leader inspires trust

The manager has a short-range view; the leader has a long-

range perspective

Leader vs. Manager

Leader vs. Manager

The manager asks how and when; the leader asks what and

why

The manager has his eye on the bottom line; the leader has

his eye on the horizon

The manager imitates; the leader originates

The manager accepts the status quo; the leader challenges it

The manager is the classic soldier; the leader is his own

person

The manager does things right; the leader does the right thing

RESULTS ARE ACHIEVED BY

PERFORMINGTARGETED ACTIVITIES

IN PERFORMING THE TARGETED ACTIVITIES

Why Some PeopleAre Better Than Others?

COMPETENCIES

The KNOWLEDGE, SKILLS, and BEHAVIORSthat enable people to perform their

Responsibilities RIGHTfrom the first timeand EVERYTIME

Knowledge : Is Knowing What To Do

Skills : Is Knowing How To Do it Right form First Time and Every Time

Behavior : Is Willing to do

COMPETENCIES

Different Schools

Major Contributors of Behavioral Analysis

Impact on our day to day life:

Hiring and selection

Matching professional career with personality traits

Managing, Counseling, Motivating different people styles

Selling to different people styles and……..etc

Behavior Analysis Background

WHY WE FACE .. ?

Smooth Relationshipwith Some People Conflict with Others

It’s no wonder everyone has people problems.

Behavioral science researchers have discovered that 50% of

the population is significantly different from you, and

another 25% is different from you.

Not necessarily worse.

Not necessarily better.

BUT DIFFERENTLY.

NO WONDER !NO WONDER !

Behaviorally speaking,

you’re in the minority.

Every individual is !

NO WONDER !NO WONDER !

NO WONDER !

Interacting with people is the essence of life, and these

people, are important to our success, and they :

Think differently

Decide differently

Use time differently

Work at a different pace

Communicate differently

NO WONDER !

Handle emotions differently

Manage stress differently

Deal with conflicting opinions differently

The Golden Rule

GOLDEN RULE

Do unto othersas you would have them

do unto you

SPIRIT OF THE GOLDEN RULE

Do unto others as they would havethem do unto them.

Treat othersas they wish to be treated

Sell to others asthey want to buy

The peopleModel

Openness refers to the readiness and

willingness with which a person outwardly

shows emotions or feelings and develops

interpersonal relationships

VERTICAL SCALE

The Vertical Scale

Score for yourself

Showing and sharing feelings freely

Making decisions based on feelings

Digressing in conversations

Preferring to work with others

Initiating and accepting physical contact

Being easy to get to know

OPEN BEHAVIORS (SUPPORTING)

RELATIONSHIPS

Appearing relaxed and warm

Shaking hands in a friendly manner

Giving a great deal of nonverbal feedback

Responding to dreams, visions, and concepts

Showing a great deal of enthusiasm

Being flexible about how time is used by others

OPEN BEHAVIORS (SUPPORTING)

RELATIONSHIPS

SELF-CONTAINED (CONTROLLING) BEH.

Showing and sharing feelings in a guarded fashion

Making decisions based on evidence

Focusing on issues and tasks in conversations

Preferring to work independently

Avoiding or minimizing physical contact

Being harder to get to know

TASKS

SELF-CONTAINED (CONTROLLING) BEH.

Appearing reserved and proper

Shaking hands in a formal manner

Giving very little nonverbal feedback

Responding to realities, experiences, and facts

Showing not much enthusiasm

Being disciplined about how time is used by others

TASKS

The Horizontal Scale

Directness refers to the amount of control

and forcefulness a person attempts to

exercise over situations or others’

thoughts and emotions

THE HORIZONTAL SCALE

DIRECT BEHAVIORS

Approaching risk, decisions, or change quickly or

spontaneously

Contributing frequently to group conversations

Using gestures and vocal intonation frequently

Making emphatic statements often (e.g. "'I'm

certain")

Emphasizing points with voice and body language

FASTER

DIRECT BEHAVIORS

Asking questions rhetorically

Offering opinions readily

Being less patient, more competitive, and confronting

Introducing oneself

Shaking hands firmly

Making sustained eye contact

FASTER

INDIRECT BEHAVIORS

Approaching risk, decisions, or change slowly and cautiously

Contributing infrequently to group conversations

Using gestures and vocal intonation infrequently

Making qualified statements often (e.g., “I think so")

Emphasizing points with explanations of content

SLOWER

INDIRECT BEHAVIORS

Asking questions for clarification, support, or information

Reserving expression of opinions

Being patient, cooperative, and diplomatic

Waiting for others to introduce themselves

Shaking hands gently

Making intermittent eye contact

Following established rules and policies

SLOWER

Combining the Scales

Rank the following styles as they match your behavior traits

Stabilizer

Relater

Shaper

Driver

Analytical

Thinker

Explorer

Socializer

SLOWER FASTER

RELATIONSHIPS

TASKS

Documents

FROM MANAGEMENT EXCELLENCE TO LEADERSHIP Madinat Makadi Feb. 10&11, 2009