Audiences Northern Ireland
Essentials of People Management
19th September 2006
10.30am:
The essentials of management
11.45am:
Coffee
12 noon:
What does it mean to be a manager?
1.15pm:
Lunch
1.45pm:
Communication skills to get results
3.00pm:
Tea
3.15pm:
Goals and feedback to boost performance
4.30pm:
End
Session 1
The essentials of management
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Planning
Organising
Co-ordinating
Controlling
Motivating
Delegating
Coaching
Training
Problem solving
Disciplining
Management is the efficient, effective and economic use
of resources to achieve results with and through the
efforts of other people.
Planning
Reviewing
Organising
Communicating
Controlling
Directing
Session 2
What does it mean to be a
manager?
Leading people
Managing
processes
Doing things
Performance Improvement
Leadership skills
Management skills
Performance
Satisfying Relationships
‘All interaction between you and your staff achieves
something. The question is, does it achieve what you
want it to?’
Satisfying Relationships: role play
Listen to two versions of the same conversation between a box office manager
and a team member. The team member is seeking the manager’s advice on a
customer issue. Think about which version has the post positive impact in terms
of the team member’s:
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Level of motivation
Learning and development
Relationship with their manager
Enhanced Credibility
• Your technical ability
• Your position in the hierarchy
• How your staff feel about you
A substantial part of being a manager lies in connecting
the emotions of your staff to the processes and
results the organisation needs to achieve.
Session 3
Communication skills to get results
Communication is the transmission and
reception of meaning.
Who is responsible for the effectiveness of the
communication?
Triple ‘A’ Communicators:
A
Ask questions
A
Adopt positive body language
A
Actively listen
Questioning Techniques
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Open questions
Probing questions
Hypothetical questions
Closed questions
Multiple questions
Leading questions
Trick questions
Exercise: questioning techniques
In groups of three, have one turn each at being the
manager, the team member and the observer.
Each use a different scenario.
The observer is responsible for time-keeping: 3
minutes maximum for the role-play; 2 minutes for
feedback.
Words – 7%
Body Language
Tone
Words
Body language –
55%
Tone – 38%
SOLER power
S
smile, sit up and face the individual
O
open posture
L
lean forward
E
eye contact
R
relax
Key Responding Techniques
To get people to talk to you, you have to show them you are really
listening to what they are saying.
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Paraphrasing
Reflecting
Clarifying
Echoing
Silence
Summarising
Focus
Session 4
Goals and feedback to boost
performance
What do you want from me (as your manager) that will
help you perform your job effectively?
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Clarify my job and the results I am expected to achieve
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Give me the resources and opportunity to perform
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Let me know how I am getting on
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Give me guidance and training when I need it
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Reward me according to my contribution
Feedback
‘The carrying back of some of the effects of a process
to its source or to a preceding stage so as to
strengthen or modify it.’
Bandura’s research with 80 cyclists
60%
% increase
in
performance
25%
25%
20%
Goals only
Feedback Goals &
Control
only
group
feedback
Planning the next steps
Having an experience
Concluding from the experience
Reviewing the experience
Types of feedback:
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Positive
Facilitative
Specific
Descriptive
Actionable
Prioritised
Constructive
Well timed
Discussed