4 Objective of This Program Impart managerial and leadership skills to enable employees to discharge their current roles effectively and prepare for future leadership roles and positions.
5 Training Program Objectives Understand how to manage changeDeveloping leadership qualitiesUnderstand how to nurture your team throughDelegatingCoaching and mentoringMotivatingFeedbackUnderstand the process of setting goalsReflect on the art of decision makingUnderstand effective ways of conflict resolution
7 Module Objectives – Managing Change By the end of this module you will be able tounderstand:What is changeRONC (risk of not changing)The different stages one undergoes when there is a changeWhere you stand on your ability to changeThe difference between first-order and second-order changeSimple steps to be followed for proactive change
8 What is Change? Change is Differences in the way things are or Making things different.
9 Risk of not changing or RONC = opportunity lost + loss in existing business.People and organizations either change or they become victims of change.- Unknown
11 Change can be reactive or proactive Change before it comes.- Jack Welch
12 Planned ChangeInvolves activities that are intentional and goal- orientedThe goals of planned changeImprove the ability of the organization to anticipate and adapt to changes in its environment.Change in employee behaviorBased on the magnitude, planned change can be first-order change or second-order change.
13 ADKAR Model Post Implementation Implementation Concept and Design PostImplementationImplementationConcept andDesignBusiness NeedAwareness Desire Knowledge Ability ReinforcementDiagram 2 – ADKAR ModelSuccessfulChange
14 How Can You Learn Mastery Of The Process Of Change? Make change the normKeep the rules to a minimumMove people aroundHire for hybrid vigourShake it up and keep shakingChange a little often
15 Summary of Learning - Managing Change In this module, you learnt that:Change is inevitable. The risk of not changing is very high.We need to look at change proactively.An important leadership task is to take people through changeThe ADKAR model is one that can be used successfully to take people through change.You also graded yourself on your ability to cope with change
17 Module Objectives – Developing Leadership Qualities By the end of this module you will be able to understand:The true meaning of leadershipThe skills required by a leaderThe behavioural qualities that a good leader should possessRate yourself on your leadership qualitiesYou will also Identify your leadership style and how to flex it for greater effectiveness.
18 Leadership Is The Ability To Influence The Thoughts And Actions Of People Around You Supporting Team Members Is The “Primary Purpose” For Which The Leader Exists. This is Value-Added Leadership
23 Leadership Style What is Leadership style? It is pattern of behaviour you use when you are trying to influence the behaviours of others as perceived by others.It involves problem solving and decision making processes.
24 Situational Leadership® II Situational Leadership® II is a model for developing people and a way for leaders to help their employees become self-reliant achievers.It is a strategy for releasing energy and creativity in the organization and for aligning individual and organizational goals.Situational leaders, and the people they manage, are more skillful, adaptable, and open to new challenges.
25 Situational Leadership® II Why is Leadership Style Situational? Individual behavior is not consistent.Different people behave differently.Certain situations may demand a specific style.The three skills of Situational Leadership® IIFlexibility Diagnosis Contracting for Leadership Style
26 Skills of Situational Leadership II® To avoid using the wrong style at the wrong time witha wrong person and help followers grow, a leaderneeds to have the following situational leadershipskillsFlexibilityThe ability to change your leadership style to theneeds of the follower in a specific situation
27 DiagnosisThe ability to accurately assess the needs of thefollower in a specific situationPartnering for performanceThe ability to reach a mutual understanding with eachfollower regarding the leadership style which mosteffectively meets his/her present needs in a specificsituation. This opens up communication and helpsthe leader and the follower to focus on achievingorganizational goals.
29 Four Leadership Styles S S 1 DirectingS S 2 CoachingS S 3 SupportingS S 4 Delegating
30 Directing High directive, low supportive Leader defines the role of the followersProblem - solving and decision making initiated by the leaderOne way communication
31 Coaching High directive, high supportive Leader now attempts to hear follower’s suggestion, opinions and ideasTwo - way communicationControl over decision-making remains with the leader
32 Supporting Low directive, high supportive Leader actively hears follower’s suggestion, opinions and ideasTwo way communicationControl over decision making remains with the follower’s
33 Delegating Low supportive, Low Directive Leaders discusses problems with the followersSeeks joint agreement on problem definitionDecision making is handled by the subordinateThey ‘run their own show’
34 The 4 styles vary in the… Amount of direction Amount of support Amount of followers’ involvement in decision making
35 What a leader does in EVERY style…. Sets goalsObserves and monitors performanceGives feedback
36 Leaders need to provide their people with what they can’t do for themselves at the present momentThe effectiveness of a leader is based on theaccuracy of the match between style anddevelopment level
37 How To Lead Analyse the issue dispassionately and objectively Try to get to the root of the issue and the underlying causeClassify the issue into a knowledge/ skill/attitude orexternal block issueIdentify the right leadership style to useTake team member/subordinate acceptanceUse the identified styleGet feedback
38 Summary of Learning – Developing Leadership Qualities In this module, you learnt that:The objective of a corporate leader is to achieve the defined goals/targets, through his/her team. S/he supports the team members by applying four leadership skills, namely communication, feedback, on-the-job training and recognitionThe nine faces of leadership are Charisma, Individual Consideration, Intellectual Stimulation, Courage, Dependability, Flexibility, Integrity, Judgment and Respect for others
39 Contd…A leader should focus on what s/he can influence or control, and continuously expand his/her circle of influence and concern.The differences between a manager and a leaderThe principles of Situational Leadership II.You also identified your managerial style, the pluses and minuses of your style and how to flex it.
41 4 Types of Decision Makers Commanders – The impatient type. Jump into quick decisions.Convincers - The persuader‑promoter types. Tend to act on their emotions, deciding quickly on whatever feels good.Carers - Decide based on feelings but concerned about others. Will take a long time (perhaps too long) to decide.Calculators - Perfectionists. Want all the information before making a decisionDoroty Leeds in Smart Questions: A new strategy for successful managers
42 How to Maintain Objectivity in Decision Making Realise that you may be experiencing stressBeware of heavy emotional leaning, one way or anotherAre you motivated by a hidden agendaIs it wishful thinkingDon’t make decisions based on assumptions about what ‘everybody knows’Don’t lose sight of the big pictureRemember to check your decisions continually as you carry them outSeek as much good, objective advice as you can
43 How To Give Your Decisions The Acid Test Find a devil’s advocatePretend you are an outsiderInvestigate your informationAsk yourself how comfortable you are in explaining your decision to someone elseCheck that you are not vacillatingDavid W. Johnson, Prof of Social Psychology, University of Minnesota
44 Summary of Learning – Decision Making In this session your learnt:That mere framing of a issue can change the decisionThe four types of decision makersWhat you need to do to counter balance your own style of decision makingSimple steps for effective decision makingThe pitfalls of group think
46 Module Objectives - Delegation By the end of this session you will be able to:Identify the steps in the delegation processUnderstand the situational aspects of delegationIdentify and understand what to delegateIn this session you will also learn the skill to delegate
47 Delegation means giving the person authority and latitude to complete the task. In other words, it means empowering the person to complete the task.
48 What is Delegation? It is more than assigning work to someone else It means making the person accountable for resultsIt means providing the necessary guidanceDelegation is Not Equal to Abdication
49 Theory of Multiplication Think About This!! Most managers realize they are in their current role because they are good at what they do or did, in their previous role.Often, managers would love to duplicate themselves (or their best workers).That’s a good idea! That is one of the purposes, and the result of delegating to, and empowering our employees!
50 Benefits of Delegation It reduces your own task load.It helps employees make their best contribution to the productivity of the team.
51 Tasks to DelegateRoutineTriviaSpecial skillsChoresPet projects
52 Tasks Not to Delegate Ritual Policy making Specific personnel matters CrisesConfidential matters
53 Summary of Learning In this session, you Learnt the steps in the delegation processLearnt the situational aspects of delegationLearnt what to delegate and what not to delegateIn this session you also assessed your delegation ability and learnt the skill to delegate
55 Module Objectives – Coaching and Counseling By the end of this session you will be able to:Determine the difference between a coaching and a counseling situation.Describe the characteristics of effective coaches and counselors.Identify work situations that may require coaching or counselingIdentify how to prepare for a coaching or counseling situation.Conduct effective coaching or counseling sessions.Recognize obstacles that may prevent you from conducting effective coaching and counseling sessions.
56 CoachingA process of building a working environment and relationships that enhances the development of skills and the performance of one or both parties.
57 CounselingA supportive process by a leader to help an employee define and work through personal problems that affect job performance.
58 Step Meeting Process - Coaching Find ResolutionStep 4Reach agreementStep 3Discuss your viewsStep 1Start themeetingStep 2Get employee’sviewsStep Meeting Process - Coaching
59 3 Keys to Good Coaching Sessions Preparation! Preparation!
60 Most Common Coaching Barrier Managers fail to document performance problems.
61 Summary of Learning - Coaching and Counseling In this module, you:Learnt that coaching is a process of building a working environment and relationships that enhances the development of skills and the performance of one or both partiesLearnt that counselling is a supportive process by a leader to help an employee define and work through personal problems that affect job performanceIdentified situations where coaching and counseling are usedUnderstood the difference between the two and the common mistakes made by leaders in coaching and counseling
63 Module Objectives - Feedback By the end of this module, you willUnderstand the process and importance of giving and receiving feedbackUnderstand how to put structure into your feedbackIdentify the dynamics of the feedback process
64 Feedback is a gift that you can give or receive from someone Why is feedback a gift?Because if used judiciously, it can develop and/or motivate a person
65 What is feedback?Information on past or current performance which allows people to maintain or change behaviour
66 Two Kinds of Feedback Motivational Developmental Feedback that reinforces a behaviour you want to see continued.DevelopmentalFeedback you give to change or modify behaviour
67 Some Golden Rules of Giving Feedback Give timely feedbackDon’t focus on the personBe specificFocus on the behaviour without labeling or judgingDon’t genaralise; be specificDeliver timely feedback
68 Feedback should be structured in three parts What workedWhat didn’t work or got stuckWhat we can do differently
69 Simple Rules for Giving Developmental Feedback Check that the receiver wants the feedbackPrivate placeNo third partiesNo interruptionsKeep your emotions under controlBe specific and focus on the behaviourGive your personal view
70 Simple Rules for Receiving Developmental Feedback Listen to what is being saidDo not justify or defend your actionsThank the other person for their time
71 Simple Rules for Using Developmental Feedback Think before you actSeparate the perception from the fact and then act
72 The DASR formulaDescribeAcknowledgeSpecifyReaffirm
73 Looking at LookingA big part of the 360 degree input process is observing. To make it work, it is important to understand not only how to observe, but what to observe. It’s not as hard as you might think.Quite simply, you will need to learn to observe behaviours. What is a behaviour?
74 A Behaviour is something a person says or does. It is a FACT! Pinpointing is identifying a specific behaviour. (“Twice in the meeting, John raised his voice and threw down his pencil”)Labelling is making a general statement about a person based on isolated behaviours. (“John is an aggressive person...a real hothead!”)Judging is interpreting a behaviour and assigning your own meaning to it. (“ John doesn’t like Planners!”)
75 Summary of Learning - Feedback In this module you have learnt:The importance of giving and receiving feedbackHow to put structure into your feedbackTo identify the dynamics of the feedback processHow to give and receive feedbck
77 Module Objectives – The Wheels of Motivation By the end of this session you will be able to:Understand the meaning of motivationThe importance of motivating one’s teamUnderstand and implement simple steps to follow in motivating one’s teamIdentify the source of personal motivation in your life.
78 ‘Motivation’ is the term used to describe those processes, both instinctive and rational, by which people seek to satisfy the basic drives, perceived needs and personal goals, which trigger human behaviour.’ Cole, 1995
80 The only kind of person who is not motivated is a dead one - Anonymous
81 How Do You Motivate Your People Define the mission or purpose of the groupCommunicate your vision to the groupCreate a good measurement and feedback system for employeesGive recognition timely
82 Benefits of Personal Motivation Higher productivity and satisfaction both on the job and in personal lifeMore creative way of working as the mind is more focusedImproved delegation helps to free time besides being a powerful developer and motivation of your subordinatesCan devote more time to important things such as planning, subordinate development, quality improvements. These in turn, free more of your time from crisis, mistakes and fire fighting.A feeling of self-mastery grows.Begin to conserve more energy as things get more organised
83 Summary of Learning – The Wheels of Motivation By the end of this module, you learnt:Why managers need to motivate their teamsSimple steps to be followed in motivating one’s teamThe importance of personal motivationYou also identified the centres of motivation in your life.
91 Module Objectives -Resolving Conflicts By the end of this session you will be able to:Understand the meaning of conflictA few truths about conflictHow to resolve conflict using the Thomas-Kilman model
92 Conflict is process in which an effort is purposely made by A to offset the efforts of B by some form of blocking that will result in frustrating B in attaining his or her goods or further his or her interests.
93 Truths About Conflicts Conflict is inevitableConflict is not a dirty wordConflict arises for many reasons and can take many forms
94 Thomas-Kilman Model Accommodating Avoiding (Extent to which you try to meet your own needs)AssertivenessCooperativeness(Extent to which you try to meet the needs of others)Accommodatingexpedient, mutuallyacceptable;middle ground'split the difference'exchange concessionsAvoidingside stepping, postponing, withdrawingCompromisinggiving in,yielding,obeyingCompetingUsing powerto winCollaboratingDigging in; identifying alternatives; exploring differences; being creative
95 Conflict Management: How to Defuse Explosive Situations Refuse to take things personal and do not get personal in returnSharpen your listening skillsKeep your coolSeek agreement wherever possible and downplay areas of disagreementDetermine if the argument can be settled here and now in an amicable fashionIf you can settle he argument here and now, by all means doSet up a follow-up meetingLast but not least, make an honest effort to understand the other person.
96 Seven Most Frequently Used Options for Resolving Inter-department Conflicts Rules and proceduresHierarchyPlanningLiaison rolesTask forcesTeamsIntegrating departments
97 Summary of Learning In this module you: Learnt the definition of conflictLearnt that conflict is inevitable, not a dirty work, arises for many reasons and can take many formsUnderstood how to resolve conflicts using the Thomas-Kilman modelIdentified how you normally handle conflicts