1. PwC’s Academy Practical toolbox for Managers 28 and 29 January 2014 A taster …

2. Your roles as a manager? Take a few minutes and quickly write down the different roles you have as a manager? 2

3. Action-centered leadership 3 Achieve task Build team Develop individual TM John Adair John Adair's Action-Centred Leadership model is a simple and effective starting point when reflecting on your personal impact as a manager. Your core responsibilities as a manager are to achieve the task, develop your employees and build a team. When you are performing at your best you are able to do all 3 of these things, and find the right balance. This balance means you and your team get the results you need. This balance also makes your life easier, as synergies quickly build e.g. individuals who are developing their skills inherently make the team more effective and help to achieve the task. Likewise a strong team sharing ideas and supporting each other in difficult situations, naturally enables individuals to develop and therefore you achieve the task.

4. A simple reflective exercise – step 1 4 As a manager you are responsible for achieving your department’s task, building the team and developing individuals. Take a moment and think about how well you are performing in these three areas. NOW Take a pen and draw the three circles in proportion to how satisfied you are with your performance in each area. For example, if you feel that you are doing a good job of achieving the task, but your employees aren’t really developing and there's very little team building then you might have something like this … task individuals team

5. A simple reflective exercise – step 2 5 NOW look at your circles and consider these 3 questions How satisfied are you with your situation? Can you identify 3 concrete actions you can take to improve your performance? 1. 2. 3. What has been preventing you from doing this? and how are you going to overcome this? NOW what will your first step be? And by when?

6. Registration on… This slide collection (the “Document”) has been prepared as support material for use in the context of the training event as indicated in the first slide (the “Training Session”) and does not constitute professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained herein. Therefore, no reader should act on or refrain from acting on the basis of the information of this Document without considering and, if necessary, taking appropriate advice in respect of his/her own particular circumstances. The information contained herein may not be comprehensive, accurate or relevant for any person who did not attend the Training Session (the “Recipient”). The Information contained in the Document shall not be distributed, reproduced or disclosed in all or in part to other persons than the Recipient. © 2013 PricewaterhouseCoopers Academy S.à r.l. All rights reserved. In this document, “PwC” refers to PricewaterhouseCoopers Academy S.à r.l., a fully own subsidiary of PricewaterhouseCoopers, Société coopérative (Luxembourg) which is a member firm of PricewaterhouseCoopers International Limited (“PwC IL”), each member firm of which is a separate and independent legal entity that deliver their services without engaging in any way PwC IL's responsibility or liability. Practical Toolbox for Managers Technical contact PwC’s Academy contact Scott Levey Target Training GmbH scott.levey@targettraining.eu Nicolas Lefèvre, partner nicolas.lefevre@lu.pwc.com +352 49 48 48 4040