Management Skills: People Skills of management

Audience

• Established managers who need to enhance their people and team management skills, as well as gain a greater understanding of interpersonal skills
• Executives, managers and directors who have not recently been exposed to 'people management' training and wish to develop and upgrade their competencies and skills in this area
• Specialist technical and functional managers who need to achieve a better balance between their technical expertise and their people management capabilities

Skills Gained

The programme will help you to:

• Become aware of your management style preferences and how they affect others
• Get more out of your staff or team by adopting a more structured approach to delegating coaching
• Deal with difficult people and resolve conflict more easily
• Effectively manage the performance management process
• Improve your communications style
• Work on some of the 'live' people challenges you are currently facing
• Master the vital people skills required to improve performance through people

Course Outline

DAY ONE

Management challenges for 2006

• Challenges facing organisations and setting the context for people management
• New forms of organisational structure
• Retaining good people

Identifying the skills and competencies for both managing 'knowledge' and 'head' workers vs 'hand' workers

• Motivational strategies for different types of people
• Managing highly qualified individuals
• Encouraging accountability and responsibility within the team

Assessing your own organisation's culture

• Aligning People Skills with Organisational Culture
• Exploring the Vision and Values of different organisations and how this compares with one's own organisation
• Factors that affect organisational change
• National and regional differences
• Diversity in the workplace

Understanding empowerment and what it means for you and your people

• How to encourage a climate of inclusion and trust
• Behavioural strategies that encourage involvement and participation
• Promoting task 'ownership and accountability'

Understanding your motivational drivers

• Understanding your key drivers and recognising their impact on others
• How to influence other people by recognising their drivers and motivations
• Exploring different mindsets

Structuring and presenting messages in a way that influences other people

• My boss
• Peers
• Customers/clients
• Team members

Developing self awareness and awareness of others

• Situational Leadership and Management approaches
• Assessing, evaluating and understanding those we work with
• Developing 'assessment profiles' for key people/interfaces
• Developing communication strategies for different styles of bosses, staff, colleagues and clients
• Avoiding the pitfalls in dealing with the different styles

DAY TWO

Reviewing your own management and leadership style

• Getting to know yourself
• Anchoring the balance between task, team and individuals
• Understanding the different management and leadership styles
• Developing your strengths

Identifying the consequences of your leadership style - understanding flexible leadership

• Identifying your own preferences
• Management Styles and their impact on others - from Autocrat to Abdicrat
• What followers expect from leaders
• How to modify your behaviour to suit the needs of different people (individuals and teams)

Learning how to manage your above average and below-average performers

• Exploring competencies for coaching, counselling and mentoring
• Measuring and monitoring performance
• Spotting the signals - a proactive approach to performance management
• 'Herding Cats' - practical ways of dealing with success and failure

Improving your communication skills

• Recognising your communication style and how it compares with others
• Listening and reflecting vs giving advice and prescribing
• Developing strategies for coping with difficult communication styles

Managing the impact of change and transition

• The human response to change
• Denial
• Inflated expectations
• Despair
• Acceptance
• Adaptation

Managing difficult/problem people: the client-centred approach - process and skills

• Creating an environment which is conductive to solving difficult people problems
• Understanding the key elements in counselling
• Practicing the skills involved in dealing with problem people
• 'Live' problem analysis
• The Human 'bioclock' chart - understanding daily work patterns and the optimum times for handling people challenges

DAY THREE

Understanding your conflict management style

• Learning to respond and not react
• Non-verbal strategies for handling difficult situations
• Controlling stress and anxiety under pressure

Learning to be assertive and not aggressive

• Identifying the difference between assertive, aggressive and passive behaviour
• Learning to:
• Say no
• Make requests
• Start maintain and end conversation
• Handling and receiving criticism
• Expressing feeling
• Identifying the emotional triggers used by others
• Exploring the weapons and defence strategies you can use to deal with non-assertive behaviour

Team working in action

• Understanding team dynamics and the key stages of development
• Identifying the four team types in the constantly changing team/project environment

How to build a high performance team and develop trust, enthusiasm and mutual support

• Stages of team growth - forming, storming, norming, performing and reforming
• Exploring the 9 factors that make teams effective
• Identifying your own teamplayer style
• Keeping teams on track

Getting to action - reflection and action planning

• Understanding your values
• Comprehending the factors that cause stress in life events
• Practising stress-reduction techniques that enable you to manage your optimum levels of stress

Making commitments

• Developing good 'finisher' habits
• Moving towards constructive action plans
• Encouraging SMART objectives - Specific, Measurable, Realistic and Timebound

Change management

• Change leadership - identifying your profile
• Managing change - the seven step approach

Management Skills: People Skills of management / CM024957