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Presented by Alice K. Waagen, PhD Workforce Learning LLC www.workforcelearning.com Tel: (703) 834-7580 www.workforcelearning.com1.

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Presentation on theme: "Presented by Alice K. Waagen, PhD Workforce Learning LLC www.workforcelearning.com Tel: (703) 834-7580 www.workforcelearning.com1."— Presentation transcript:

1 Presented by Alice K. Waagen, PhD Workforce Learning LLC Tel: (703)

2 Scenario …. Mary is a very strong individual contributor who is hardworking, energetic, and has great pride in the work she does.

3 Scenario …. One day Mary’s boss called her into his office …

4 Scenario … Good news – a promotion! Bad news – No time No training No reduction in workload

5 Agenda Introduction Management Development Management Accountability Objective Time and Job Expectations Summary

6 Discuss … What is your biggest challenge in helping managers in your organization?

7 Management Challenges Sample quotes … Staff “My manager doesn’t every say ‘good morning’ or ‘how are you?’ “ “Feedback? Yes, when I do something wrong, never when I do something right …” “I have not had a performance review in 3 years …” Sample quotes … Managers “I want to fire this employee. He/she has a bad attitude” “What do you mean I can’t use expletives and raise my voice? It always gets their attention”

8 What is Management? From Peter Drucker: Managing the business Utilizing fully all resources, human and material Managing workers and the work From: The Practice of Management, 1954 From Joan Magretta: Management’s business is building organizations that work From: What Management Is, 2002

9 The Management Success Triangle DEVELOPMENT TIME SUCCESS ACCOUNTABILITY Development: Knowledge, Skills, Experience Accountability: Consequences Time: Job definition that allows the time to manage

10 Management Development Management Key Functions Planning – what needs to get done, by when, by who Staffing the work – skills, knowledge and experience matched to the work Monitoring and measuring – are deadlines met, is quality of work as expected Providing feedback to all Adjusting the plan and people as needed DEVELOPMENT

11 Primary Development Focus Areas Performance Planning / Goal Setting Effective Communication Coaching / Feedback Building and Maintaining Teams Managing Conflict Delegation Motivating Others DEVELOPMENT

12 Additional Development Focus Areas Leading Change Decision Making Problem Solving Effective Hiring Practices Managing Time and Resources DEVELOPMENT

13 Development Solutions Training Degree programs Formal classroom workshops Online/ virtual learning Communities of Practice (internal or external) Networks, professional associations Readings Temporary assignments (positions, projects, task forces) Volunteer work Etc. DEVELOPMENT

14 Development Solutions New Manager’s Toolkit – information and resources as needed, just in time First 30 days Org charts Facility maps Handling leave and absenteeism First three months HR Handbook / key policies & procedures Budget & finance information First 6 months Performance management system Learning & development resources

15 Development Planning 1. Assess current levels of skills, knowledge, experience 2. Determine needs for the position 3. Identify gaps in skills, knowledge, experience 4. Create development goals and objectives 5. Research development tasks and activities 6. Create plan with what, when, how and results 7. Review, hold accountable for plan completion DEVELOPMENT

16 Sample Development Plan Name: _________________ Date: _____________ Developmental Goal: To increase skills and abilities in managing conflict on my team Action / ActivityTimeframeMeasures / Results Attend internal Conflict Management class Q1 2010Share action plan of applied learning with boss and direct reports Serve as mediator to resolve conflicts in peer work group Q2 2010Favorable result of mediated conflict Contract with peer to serve as mentor on conflict resolution skills Q2 2010Meet monthly for feedback on observed conflict resolution skills

17 Accountability Assumption: People will focus their time and energies on that for which they are held accountable Vehicle for accountability: the performance objective Historical bias in formal management education (BA, MBA) is on quantifiable, numerical metrics “Soft skills” like managing others do not lend themselves easily to statistical measurement ACCOUNTABILITY

18 Management Objective 1. Determine those competencies or attributes that are most important to your organization's culture 2. Define an objective for each competency that is behavioral, observable and (somewhat) measureable 3. Hold managers accountable for performance to the standards set in the objectives ACCOUNTABILITY

19 Sample Objectives Open Communication Establishes and maintains effective communications at all levels: upward, laterally and downward Regularly and consistently communicates information downward to work team Displays good oral and written communication skills Establishes an environment that promotes an open atmosphere and the sharing of ideas Involves employees in decision making process ACCOUNTABILITY

20 Sample Objectives Managing Performance Creates short and long-term goals for all staff Clarifies performance expectations, sets realistic standards and targets On a regular basis, measures employee accomplishments, using both qualitative and quantitative measures, provides the information employees need in order to monitor their own performance Provides specific, objective feedback on an ongoing basis to inform, enlighten, and suggest improvements to employees regarding their performance ACCOUNTABILITY

21 Management Object Measures Managers translate objectives into ongoing tactics and activities which are reviewed by level above them Managers periodically, at interim review, and end of year review, perform a self-evaluation which is reviewed and revised as needed by level above Lateral reviews are conducted to gain feedback from peers and other managers in the organization Employees provide upward feedback on a manager’s success in keeping them informed

22 Time and Structure Establish metrics or guidelines on time needed to manage the work of others: Average of one hour a week per direct report Variables – experience, length of service of direct reports, personality issues Build this time into position descriptions, expectations of senior management TIME

23 The Business Case Avoid direct ROI (return on investment) projects – they are costly and time consuming Instead use concrete cost-of-poor-management measures: Time to fill management or key staff vacancies Loss opportunity / revenue due to key vacancies Cost or errors, missed deadlines The two factors that most affect employee retentions and engagement: I have a boss that I respect I have challenging and meaningful work

24 Summary The three conditions that must be present for a manager to succeed are development on key skills, holding them accountable for consequences and adequate time to manage The ultimate cost of poor management is an overworked Human Resources Department which must make up for managers not doing their job 24www.workforcelearning.com

25 Additional Reading… The Practice of Management by Peter Drucker, The New Manager’s Survival Manual by Clay Carr, What Management Is and How it Works and Why it is Everyone’s Business by Joan Magretta, The Essential HR Handbook by Sharon Armstrong & Barbara Mitchell, The Savvy Manager by Jane Flagello & Sandra B. Dugas, www.workforcelearning.com


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