1. Operational Leadership and Line Management

2. Overview Your convenor Objectives Leadership and Management Managing remote teams Short break Managing change Team motivation and engagement

3. Jenny Lyons Associate Director- GfK NOP Specialist in Telephone Research 27 years MR experience IQCS Council member since 2002 …and I still love it!

4. Objectives Understanding “Management” and “Leadership” Exploring some of the challenges of working within Operations Increasing confidence Re-igniting enthusiasm to motivate and engage our teams

5. Management and Leadership

6. Management v Leadership Exercise 1 We need some Managers and Leaders What do they do? What are the differences? What key words describe their actions?

7. Management today instructsupervisetaskscontrol Operational: Present Orientated

8. Leadership future strategyguidinginspirationvision Evolutionary: Future Orientated

9. “ People tolerate being managed, but they love being led” -Stuart Wyatt, ‘The Secret Laws of Management’ 2010

10. How are we managing? (1) Team/individual results Appraisals 360 degree feedback systems “My team loves me…” We feel good about what we are doing So that’s good, isn’t it??

11. How are we managing ? (2) Team expectations v reality Staff rarely rebel against poor managers Incompetent managers often slip through the net Things tend to get done…. Company politics

12. How are we leading? (1) “It is the followers, not the leaders or someone else who determines if the leader is successful. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed” -Don Clark

13. How are we leading? (2) Team inspired to do/be the best Raised performance levels Air of encouragement Team feel empowered High levels of enthusiasm and energy

14. Skill Sets ??

15. Management Skill Sets fair/consistent accountablejudgement decisive integrity listening approachable communication motivate acknowledge self-aware delegate TECHNICAL team-player adaptable

16. Leadership Skill Sets Visionary/strategic Planning Coaching and Development Relationship- building Influential

17. Management & Leadership (1) We need both… Good management elicits good performances The team knows what to do and how they need to do it.. but without leadership they are less motivated to give their best

18. Management & Leadership (2) Good leadership inspires…. Team more likely to become empowered More drive towards peak performance …but without good management there can be a lack of coordinated direction

19. Managing Remote Teams

20. Field workers Home workers Staff based at other sites Staff based in other countries

21. Managing Remote Teams Exercise 2 What are the main challenges?

22. Challenges trust no history personal interaction motivation managing performance lack of control time team building technology difficult conversations communication flexible working

23. Trust Determined by all you say and do Be consistent and honest Follow- up as agreed Make the most of face-to-face contact Use opportunities to get involved Demonstrate accountability

24. Lack of Control Change of mindset We cannot monitor all activities Change of focus to outcomes Coach the team to achieve these outcomes

25. Communication Set out how you will communicate Many variables out of our control Regular v impromptu Consider the tone Meetings need to have structure Encourage peer group communication Encourage team to communicate with us

26. Personal Interaction Do the best you can Maximise opportunities Hearing a voice can work wonders…. Encourage peer group contact

27. No History Not always a bad thing Maximise opportunities for getting to know the team Starting relationships “from scratch” can reap rewards It can be tough for the team too…..

28. Difficult Conversations Always better face-to-face Recognise not always possible The first and last thing you say will be the most powerful Don’t “fluff” the issue … or go “overboard” if you are not having the meeting face-to-face

29. Motivation Ensure you have communicated a clear strategy to the team Let the team know what you are doing Aim to empower as much as possible Acknowledge achievements

30. Managing Performance Set clear objectives and targets Follow-up as agreed Be fair/consistent Be clear about the priorities Revisit processes used to manage team performance

31. Team Building It’s tough…… Most people want to “belong” Encourage peer group bonding Maximise opportunities for personal contact Communication is key Look for “bridges”

32. Time Our biggest enemy There is no easy solution ….. Be organised Understand and communicate the priorities Believe your team are worthy of your time

33. Flexible Working Don’t be scared…… Remember the benefits Use your HR department Activities v outcomes

34. Technology Can be your friend or enemy Variables out of our control Understand team preferences Sometimes the personal touch will be best Experiment… (and encourage your team to do so too)

35. Managing Change

36. Change Happens … … we know that (but it doesn’t stop it from being annoying)

37. Big Things…… Take-overs/ mergers Company names Locations Roles Teams Technology Processes

38. Small Things… New corporate colours Stationery Another new pen, mug and mouse mat…

39. Prosci’s Change Management Methodology Individual Change Management Organisational Change Management Understanding how one person makes a successful change Understanding what tools we have to help individuals make changes successfully

40. Individual Change A Awareness of the need for change D Desire to participate K Knowledge of how to change A Ability to implement required skills/behaviours R Reinforcement to sustain the change

41. Organisational Change preparing for change managing change reinforcing change Sponsor roadmap Training plan Communication plan Coaching plan Resistance management

42. Connecting the two …. Communications Sponsor Roadmap Coaching Resistance Management Training Reinforcement Ability Knowledge Desire Awareness

43. It’s all about attitude….. … an attitude that builds a culture that supports change

44. Mindset Consider change as an opportunity Rekindle enthusiasm Incorporate ideas from the team Change is ongoing and should be expected Change is not an imposition Be as open as possible

45. Channelling that attitude … Appear positive Encourage team to instigate change Acknowledge resistance/ concerns Explain changes clearly Be involved and follow-through

46. Things will go wrong…. Opportunity for negative people to justify their opposition Be calm….. Acknowledge the situation Revisit your plans and amend where necessary

47. Don’t Forget….. To acknowledge those who helped make the change happen To review the process (formally or informally)

48. Team Motivation and Engagement

49. Exercise 3 What are the common de-motivators?

50. Common De-motivators Persistent criticism Unattainable targets/changing them Withholding information Being singled-out Over-monitoring of work Lack of recognition Stolen Credit Removing responsibility

51. Creating the Team Culture Be seen to make things happen Be disciplined Set clear goals and targets and revisit Ensure roles and responsibilities are clear Know your team Acknowledge and praise Encourage and empower

52. Ultimately, it’s about us …. and what we bring as individuals to the team

53. Those who know much may be learned, Those that understand themselves are more intelligent. Those who control others may be powerful, but those who master themselves are mightier still. Lao-Tzu 4 th century BC

54. Questions/ Comments? Thank you