Copyright 2010, The World Bank Group. All Rights Reserved. Management Skills Section B 1

Copyright 2010, The World Bank Group. All Rights Reserved. Make More Effective Use of Your Time: 1. Planning your work 2. Getting organized 3. Blocking interruptions 4. Handling decisions 5. Delegating to others 6. Using a computer 2

Copyright 2010, The World Bank Group. All Rights Reserved. Principles of Good Time Management 1. List goals and priorities 2. Use a daily “to do” list 3. Categorize things that need doing 4. Keep asking, “What’s the best use of my time right now?” 5. Handle papers just once 6. Do it now 3

Copyright 2010, The World Bank Group. All Rights Reserved. Pre-meeting Checklist 1. Ensure a specific purpose 2. Ensure an agenda 3. Clarify the leader’s role 4. Check arrangements 4

Copyright 2010, The World Bank Group. All Rights Reserved. Post-meeting Checklist 1. Meeting objectives achieved 2. Evaluate leader’s impact on the meeting 3. Evaluate the group’s dynamics 4. Review the next steps 5

Copyright 2010, The World Bank Group. All Rights Reserved. Time Management/Multitasking 6

Copyright 2010, The World Bank Group. All Rights Reserved. The Priority Pyramid Daily Task Planning Immediate Goals Long Range Goals Values 7

Copyright 2010, The World Bank Group. All Rights Reserved. The Important/Urgent Chart 8

Copyright 2010, The World Bank Group. All Rights Reserved. Reasons Managers Don’t Delegate 1. Lack of confidence in staff 2. Fear of failure 3. Comfort in doing task themselves 4. Fear of being replaced 9

Copyright 2010, The World Bank Group. All Rights Reserved. To Delegate, or not to Delegate? High or low priority task? Can I give low priority tasks to someone else? Will the other person grow and develop with this task? Is this task the best use of my time? Can I be more effective on some other task? 10

Copyright 2010, The World Bank Group. All Rights Reserved. Guidelines for Delegation 1. Understand meaning and requirements of delegation 2. Specify goals and objectives for a clear understanding of what is being delegated 3. Know delegate’s characteristics and capabilities 4. Agree on areas of no delegation 5. Assess results, correct errors and reward where justified 11

Copyright 2010, The World Bank Group. All Rights Reserved. Maximizing Performance Motivation – the desire to work Commitment –taking action to support goals Willingness to work to full potential 12

Copyright 2010, The World Bank Group. All Rights Reserved. Gaining Commitment Set expectations Explain and determine values Provide feedback Provide rewards for desired performance 13

Copyright 2010, The World Bank Group. All Rights Reserved. The Coaching Process Coaching involves: –Identifying a performance problem –Providing balanced feedback on the work situation. 14

Copyright 2010, The World Bank Group. All Rights Reserved. Performance Problem The gap between actual performance desired performance The lack of achievement of a particular agreed-upon standard 15

Copyright 2010, The World Bank Group. All Rights Reserved. The Role of Feedback Corrects unsatisfactory behavior Enhances correct behavior Encourages good behavior 16

Copyright 2010, The World Bank Group. All Rights Reserved. Balanced Feedback Does both of the following at the same time:  Encourages/enhances positive behaviors  Corrects problem behaviors 17

Copyright 2010, The World Bank Group. All Rights Reserved. Correcting Problem Behavior Focus on behavior not the person Involve employee in the solution Record agreed-upon goals Communicate confidence Review progress Praise improvements 18

Copyright 2010, The World Bank Group. All Rights Reserved. How to Give Feedback When you… What do you think? 19 PAUSE I feel… Because I... Because… I would like…

Copyright 2010, The World Bank Group. All Rights Reserved. Feedback Techniques Directly to employee Immediately given Specific feedback Honestly in their control Equally positive and negative 20

Copyright 2010, The World Bank Group. All Rights Reserved. Feedback Guidelines Define problem Discuss problem Provide feedback Discuss solution Follow-up 21

Copyright 2010, The World Bank Group. All Rights Reserved. Prioritizing Tasks Exercise Refer to the Urgent/Important Chart on slide 8 Categorize the 20 tasks listed in the notes section or in your reference documents into the four quadrants of the urgent/important chart When you are done, compare your answers to the Prioritizing Tasks Answer Sheet located in your reference documents The importance of this exercise is to practice prioritization so that you can manage your time, delegate tasks and then use feedback with delegates. 22