SLIDES - Management Skills For New Managers

Welcome!
MANAGEMENT SKILLS
FOR NEW MANAGERS
With Michael Cook
1
Purpose and Commitment
My purpose is to show just how simple it can be to manage

others well, provided that you remember what matters most
My commitment to you is to listen to your questions and to

help apply my experience from over 30 years in business to
help you with your challenges
2
Our format for the 2 days
3 sessions each day with 2 x 15 Slide based with take away
minute breaks material on selected topics
Recap and Q&A on key points Please take your own notes as
at end of each session we go through
Open Q&A at the end of each

day
3
Today
Session 1 Leadership behaviours that build
rapport, trust and relationships
Session 2 Pt 1 Confident Communication;

Pt 2 Time & Task Management
Session 3 Dealing with difficult situations
4
Session 1
Leadership Behaviour
Rapport & Relationships
5
One main thing
To move the dial
on how you perform
6
Remembering that
People buy
people first
WILL move the dial on

how well you perform
7
Understanding behaviour
Behaviour = Everything we do,

everything we say
What we may intend may not be what

is interpreted by others
8
But first a question for you…
What do we see as the distinctions

between ‘leadership’ and ‘management’?
9
Some ideas…
Management Leadership
• Concept of organising • Providing vision
labour
• Providing inspiration
• Monitoring of results
• Providing a motivation
• Deciding new methods
10
Management – a history…
British Industrial Revolution mid 19th century
European Agricultural Revolution mid 17th century – crop

rotation, selective breeding, productive use of farming
land
11
Management theory…
Frederick Winslow Taylor’s article “Principles of
Scientific Management” in 1909 proposed the
simplification of jobs – “by keeping things simple,
productivity would improve”
Example: Henry Ford automating production lines for

cars in the early 20th century
12
Leadership – a history…
Pharoah’s of ancient Egypt
Concept of
‘followship’
13
Leadership and ‘followship’ – what is
needed
Authenticity
Integrity
Inspires trust
Managers must be true leaders

But leaders don’t always have to be managers!
14
Leadership, Authenticity & Humility
Our authenticity is what underpins our integrity
Communication and true listening is what inspires trust
Humility and the ability to accept

you can learn from others is the Personal leadership comes
sign of true personal leadership first and before we can lead
and manage others
15
Leadership & Authenticity
Again, our authenticity is what underpins our integrity
Authenticity means first understanding who we are,

and who we cannot NOT be
Knowing what we value,
and what values we hold most dear
And then LIVE those values
Authenticity = Self Awareness x Courage
16
Leadership & Building Trust
Motivation comes from within - build trust by creating the
conditions for them to succeed
Success when working with people requires your ability and desire to listen
Being ready to ask questions and to listen is the first step to their building trust in you
Trust = Allowing people to be the best they can be
17
Leadership, Trust & Motivational Secrets
Success means simply stopping those things that will demotivate
Put in place the the best conditions you possibly can

when communicating with them, for them to be happy to trust you
Trust = ask, listen and allow people to be the best they can be
18
Developing Leadership Behaviour
Dominance
Aggressive Leadership Assertive Leadership

Warmth
Avoiding Leadership Appeasing Leadership

Challenge

Support

Results focus

Relationship focus

Dominance
Aggressive Leadership
Cold Warmth
Cold Warmth
Avoiding Leadership
Lower dominance
Warmth
Lower dominance Appeasing Leadership

Dominance
Assertive Leadership
Warmth
Challenge
Support
Results Focus
Relationship
Focus
Behaviour breeds behaviour in others
‘Be’ and ‘show’ the behaviour you wish to see from them
28
Building assertive behaviour in others
Mirror their warmth
Match their dominance

29
Mirror the degree of
support seen
Match their challenge

30
Mirror the relationship ‘feeling’
Match their focus on

results
31
Rapport and Relationships
Understanding what we mean
ORT
HIP P
N S RAP
A TIO
REL
32
Our association
An involvement
Relationships
A connection
33
Images we hold
Ideas
Reputation
Opinions
Outlooks
Expectations Attitudes
34
Rapport
The CLIMATE in which a relationship plays out
35
Yet relationships exist
Even when a dialogue doesn’t
36
Rapport
Essential if the relationship is to be strong
37
Rapport we build
Can last longer than the duration of the

dialogue in a relationship
38
Remember that main
thing…
That people buy people first
39
How we stand
How we’re dressed How we look
7 seconds
What we’re doing Handshakes or elbow
pump - and smile
40
No second chances
First impressions count!
You never get a second chance to
make a first impression
41
The H A L O effect
42
Ask others
for the gift of feedback
Be gracious, remember it’s a gift!
43
Rapport – underpinned by a sense of trust
Things that resonate in a positive way

Things that put them off, the barriers
Authenticity through congruence, meaning things align
Allow them to trust you are authentic
44
You need to be
You can’t be picky
authentically keen
about when or how
to build it
The secret to rapport

There’s no being No second
‘off duty’ chances
45
Building rapport
You must be authentically interested in building rapport
(You can’t easily fake it!)
And create a climate for communication
This will be a signal of the first sign of trust
46
SYNC-RON-ICITY
When they feel you are in sync, their views are heard,
and they can feel you are paying them attention
47
People who build rapport easily
1. Easily show an interest in people

2. Listen well and ask good questions
3. Can adapt their body language and facial expressions
4. Are consistent in their manner
5. Keep their emotions in check
48
Building rapport
3 step structure
49
Step 1…
Personal connection
Example: How are you?
How’s the family?
How’s…. (the mutual acquaintance)?
50
Step 2…
Situation comment
Example: The weather
Holidays
Todays news
Traffic that morning…
51
Step 3…
Business comment
Example: How busy have things been?
What may have happened since you last spoke?
Keep it non contentious
Simply share experiences…
52
Building rapport
Comes naturally if you allow it

It’s innate to all of us
53
Building rapport
Personality types
54
COLOURED THINKING
55 1-2-3training.co.uk
Coloured thinking
• Recognise the differences
• Identify where people sit on the

blue, red and green axis
• How do others build rapport

with them?
56
Hot RED’s…
Assertive and directing
Motivated by achieving tasks Achievement

Are competitive
Clues will include pictures of success on their desk, certificates, awards
Be clear about your position

Ask them about their goals, avoid criticism
57
True BLUE’s…
Focused on others
Caring types
Harmony
Don’t openly seek material gain for themselves
Take time to understand how they feel
Praise their contribution to help others
Being open with your thoughts and feeling will help you build rapport
58
Cool GREEN’s…
Analytical and independent
Like to work alone
Factual, cautious and realistic
Analytical
Give them time to think things through

Ask how they would approach things?
59
Recap…rapport and relationship
Nature and importance of rapport and relationships

People buy people first, first impressions count
Voice, tone and body language are important for congruence
Remember the HALO effect
Three staged approach for rapport conversations
60
Recap…personality types
With competitive reds, be clear about your position, ask them

about their goals, avoid criticism
With blues, take time to understand how they feel and praise their
contribution to help others - being open will help
With cool analytical greens, give them time to think things
through, ask them how they would approach things
61
Q&A, breakout time
1. Who was the best manager you have had?

What made them the best?
2. What can you take from working with them and

apply to what you have learned so far today?
62
Let’s take a break - 15mins
63
Session 2, part 1
Confident
Communication
64
Confidence
Why it matters to new managers
We may be new to the department

We may have less experience than others
We need to inspire trust
65
The 4 Cs for Confident
Communication
It’s important to being open to the
communication you need to have and how
to prepare for it
66
1. Context
Context is detail - preparing for who you will talk to
Who they are, what they know, what they do
How long they have been there
What they care about
67
2. Competence
Competence shows you take the conversation seriously
By understanding a little about them and what they do
Miss this step, showing you care, makes building trust hard
Remember - People buy people first!
68
3. Connection
Connection is essential in any conversation
A joint interest in the subject discussed
Building this is essential – in any conversation
It’s why you’re there having the conversation
69
Connection and Rapport
Connection and rapport come hand in hand
Body language, eye contact, voice tone all signal interest in
them and the conversation you’re having
Showing you listening well is the icing on the conversation cake!
70
4. Curiousity
Curiousity is the new manager’s secret weapon
Asking what they think and why
Asking for their opinions, recommendations, and ideas
Enhances relationships, rapport and an early feeling of trust
71
The 4 Cs and Leadership
Authentic interest
Humility that you don’t know everything
Integrity and Listening
72
Session 2, part 2
Time and Task Management
73
Time can’t be controlled, it can’t be
managed
But it can be used wisely and what you do in time matters
You manage yourself by what you choose to do, when
Consider the following ‘laws’ for managing your time…
74
Think where you spend your time
PARETO’S LAW:
20% of our activities deliver 80%
of the result
The inverse is also true – easy to

waste time on unimportant things
Focus your attention on what's

most important, skipping
everything else
75
When important get involved early
COMMITMENT LAW:
Involve yourself right from the onset
of key or important, high impact
tasks
Any task where you involve yourself

right from beginning likely finishes
faster and with a greater outcome
76
How to avoid slowing tasks down
PARKINSON’S LAW:
The more time is available, the more time a task will
consume, the more time we will likely waste. Efficiency
increases as deadlines approach. Don't spend too much
time on a task even if you have plenty
CARLSON’S LAW:
Handling a task only once, and finishing it off, takes less time than handling it
several times or in batches. Every interruption has a negative impact on speed
and efficiency. Focus on 1 task and finish it
77
And some ways to manage yourself
ILLICH LAW: Once our performance

threshold is passed, efficiency
decreases. Know your biorhythmical pattern
and plan a task when you are at your best
TURGOT’S LAW:
Our concentration capacity is limited. Take ‘time outs’ regularly
when the task is long or complicated
78
Remember the power of your ‘inner thought’
REFLECTION LAW:
Take time to reflect as you work for insights
Remember insights are dependent on the

quality of ‘inner thought’
Keep ‘inner thoughts’ as clear as possible
79
Risks when new to the role
Risks demotivating others

“Is this what promotion means?”
‘Role slippage’
The old bits you always
seem to hang on to!
80
Deciding what and who
Think about impact and urgency

Think about skill sets and personal attributes
81
Populate each box with tasks that exist in your department’s remit
Level of Urgent but not Urgent and high

urgency high impact tasks impact tasks
Neither high impact nor High impact but not

urgent tasks urgent tasks
Degree of impact
82
Successful Personal Attributes
K – knowledge
A – attitude
S – skill
H – habit
83
What you should look for in others
The attitude that wants to practice their

knowledge, so that their skill is developed,
and then repeated as habit
84
Recap…4Cs of Confident
Communication
Context – research them and the conversation intended
Competence – show them you’ve taken an interest
Connection – make the subject of joint interest
Curiousity – the secret weapon that builds rapport and trust;
be humble, seeking their ideas and recommendations, ask
their opinion
85
Recap – Time & Task
1. Be clear on where and how you spend your time
2. Ask: “What am I doing I should have passed to

others?
86
Recap – Personal Attributes
Do they have the attitude that wants to practice what

they know so they build their skills into habits?
Attitude is crucial if you’re to have a successful team
87
Q&A, breakout time
1. What time management tip is most useful for you?

Why?
2. How can you address attitudes in your team?
88
89
Session 3
Tactics and Strategies for

Managing Difficult
Conversations
90
b ec o m e
r w i se y o u
…o t h e m to o
e p r ob l e
p a r t o f t h
One main thing

To succeed first requires
that you separate the
person from the situation
91
Tactics
The 5 MUSTS to follow
92
MUST #1
Don’t react
93
MUST #2
Disarm, by
stepping
to their side
94
MUST #3
Change
the game
95
MUST #4
Make ‘YES’ easy
96
MUST #5
Make ‘NO’
hard
97
If the 5 M
UST DO
s are yo
here are ur T A C T
y o ICS = wh
= how t u r STRATE a t to d o
o m a na g GIES ,
e the co
nversatio
ns
10 Strategies for Managing

Difficult Conversations
98
STRATEGY #1
Set standards
of behaviour
99
STRATEGY #2
AWKWARD Avoid dismissive

labels
100
STRATEGY #3
Take the
pressure off
101
STRATEGY #4
Probe their
point of view
102
STRATEGY #5
Put forward
multiple
proposals
103
STRATEGY #6
Share your
feelings
104
STRATEGY #7
Weigh the
benefits of a
concession
105
STRATEGY #8
Build a coalition
106
STRATEGY #9
Be ready
to walk
107
STRATEGY #10
Accept ‘no’ for

an answer
108
Recap…the 5 MUST DOs
1. Act, don’t react
2. Disarm by stepping to their side
3. Change the game
4. Make YES easy
5. Make NO hard
109
Recap…the key Strategies
1. Be prepared to listen, and show it – disarms, calms emotions

2. Set scene and expectations of behaviour
3. Make it multi pointed, bring in other points and ideas
4. Look for ‘yes’ opportunities, avoid making ‘no’ easy
5. Share your feelings – people respond to feelings
6. Calm the air by calling time outs
7. Prepare your walk away point and stick to it
110
Q&A, breakout time
1. Which TACTICS and STRATEGIES stand out as ones you should use in
your job?
2. Why?
111
Q&A
Is there anything else you would like

to ask about today’s sessions?
112
Hope that was fun!
Do reflect overnight
See you tomorrow!
113
Welcome back!
MANAGEMENT SKILLS
FOR NEW MANAGERS DAY 2
With Michael Cook
114
Today
Session 1 Motivation, team development
and managing virtual teams
Session 2 Situational leadership:

Communication and delegation
Session 3 Managing performance
115
But first…
Reflections from
yesterday
116
EXPERIENCE
PRACTICE REFLECTION
CONCEPTS
Courtesy: Alexander Kolb Adult Learning Model
From yesterday
1. Most useful idea, which will you apply
straight away?
2. How have you managed performance

in the ‘virtual working’ environment ?
118
Session 1
Understanding motivation &

team development
119
Remembering that
People buy
people first
WILL move the dial on how

well you manage others
120
Motivation defined
Flow = Skill
Challenge
121
Motivation considered
Are we all motivated by the same things?
Do the same motivations stay with us over our entire life?
How might a fresh university graduate be motivated

differently to a 45 year old with 20+ years experience?
What motivations might we carry with us throughout
our lives?
122
Motivation understood
Motivations are highly individual
Motivations are entirely contextual, age, status, gender
Motivations are also based on experiences judged

and situations interpreted
Primary motivations tend to be personality or values
based, and rarely change over time
123
Understanding your own motivations
Exercise – Consider the descriptors and questions and

complete Sheet 1 (Tip: If ranking the entire list proves tricky, focus on
your top 3 and bottom 3 first and as a way to generate more thoughts)
Once ranked, transfer numbers to Sheet 2

What top 3 learnings arise as a result of this exercise?
124
Motivation and your team
Understand what drives your team and colleagues
Builds greater understanding across the team, creating

harmony and better co-working
Delivering better communication as a result
125
Team motivation needs trust
Foster supportive relationships
Encourage peer to peer support
Avoid people feeling in silos, especially where work remotely
126
Team motivation avoids ‘micromanagement’
Move from ‘command and control’ management to ‘support
and lead’
Encourage greater autonomy and accountability
Build and encourage skills ‘mastery’ and growth
Encourage learning on the job and teams to learn as a group
Introduce team ‘mentoring’
127
Team motivation thrives on ‘Purpose’
Build a sense of team ‘purpose’
This is not the same as a company mission
But help colleagues understand how their job has real

meaning
128
Examples of how a team may have ‘Purpose’
Explain where it fits in a wider context in an organisation
What happens elsewhere if the team doesn’t fulfil its

duties – use examples if you can
How it helps the wider organisation if it does its job really
well – use examples where you can
129
Successful managers apply the RAMP principle
R – Relationship
A – Accountability
M – Mastery
P – Purpose
130
Motivating team performance
Clarity
Consistency
Continued communication
131
Team readiness: What matters?
Thoughts & feelings

Behaviours
Team ‘needs’
Your leadership
132
Team performance
How the team thinks

and acts will vary
according to their
stage of development
133
Stages of team development and behaviour
Courtesy of the Tuckman model

134
Stage 1: Forming
Mixed feelings will exist: some excited, some suspicious or
tentative, uncertain as to how committed they feel
Polite behaviours but guarded, watchful; discussions
take place in abstract amongst team rather than specific
Team needs a mission, purpose, clear goals, objectives and
role clarity, as well as an agreement on team ‘values’
Lead by guiding, establishing and making decisions
135
Stage 2: Storming
Expect fluctuations in attitude within the team
Look for power struggles, possible clashes, concerns
arising over excess work, co-worker skills being
questioned within the team
Team needs better interpersonal relationships and intra
team communication for improved cooperation
Lead by persuading, directing, supporting, decision
making and with a high task involvement
136
Stage 3: Norming
Individuals are certain how they contribute effectively, and
feel part of a team
Sincere about consensus, developing routines and
team can set and meet deadlines
Team needs management coaching
Lead by encouraging, promoting discussion and asking
for contributions; low task involvement though
137
Stage 4: Performing
High commitment across the team, understand each

other’s strengths and weaknesses
Team try new ways of doing things with high levels of
mutual support and ownership of results
Team needs performance to be measured plus ongoing
supportive coaching as needed
Lead by observing, goal setting while acknowledging it’s
the TEAM that accomplishes; low involvement
138
Adjourning stage – because it’s a continuum
Team additions, changes in objectives etc
139
Where is your team?
What single, observable issue

most supports your view?
What actions do you want

to take to address this?
140
Managing Virtual Teams
141
Two questions
1. What ways of managing virtual teams have

worked during the pandemic?
2. What has been most difficult about managing
teams remotely?
142
Carnegie School of business research
1. Communication methods
2. Motivation
3. Performance management
143
Communicating with virtual teams
1. Rapid-fire interactions – helps focus between periods of ‘quiet’
2. Coordinate specific time periods – avoid random email, web tools
3. Address each point in separate email – helps people think clearly about each
4. Use Audio only and use shared document for specifc issue, detail driven points
5. Video calls better for emotive issues where sharing facial expressions important
144
Motivating virtual teams
1. Far harder than when present in the office
2. Bad habits are amplified
3. Specific ‘goal setting’ crucial and critical to build commitment
4. Be purposeful, patient and deliberate with explaining - not just what but
also why – the impact it will have
145
Let’s recap…Motivation
1. Motivations are highly individual and should
not be pre-judged
2. Some change over time, some don’t
3. The more you understand your team, the

better you will motivate them
146
Let’s recap…Team Motivation
•Relationship
•Accountability
•Mastery Apply the RAMP Principle
•Purpose to lift performance and
motivation
147
Let’s recap…Team development
1. Team development
2. Each change to the team
passes through 4 structure requires adjourning
distinct stages: to stage 1
Forming, Storming,
3. Process repetition speeds
Norming, Performing over time
148
Recap…Managing virtual teams
Clear, well-structured
communication critical – Motivating the team often is
avoid random meetings, use even more important – build
audio for detail, use visual commitment with specific goal
Zoom meetings for emotive setting that explains why and
and morale boosting not just what needs to be done
149
Breakout time
What is the biggest motivator you can use for your

team?
Where in the stages of development is your team?
What will you do to as a result of this session?
150
151
Session 2
Situational leadership:
communication when delegating
152
One main thing
The more you do that others could do,
the less you achieve of why you’re there
153
This session in 2 parts
Part 1 Why delegate and what gets in the way
Part 2 How to delegate
154
Apply experience
Exercise judgement
Why you’re a manager

Foresee, anticipate,
troubleshoot problems
Adapt and improve processes
155
Functions will be clear
Responsibilities will be known
Delegating – what and why

Resources will be fixed Time is finite
Delegating distributes, gets more of what needs done

156
Takes time
Skill sets
Obstacles to delegating well

Attitudes
YOU
157
I enjoy it!
Ego - nobody does it better
Why WE delegate poorly

Takes too long to explain
We don’t trust ourselves to delegate well
158
Remember ‘role slippage’?
Risks demotivating others “is what

promotion means?”
The bit you always seem to hang on to!
159
On team morale
On the department’s results
Impact of poor delegating

On our workload and stress
On our image as a manager
160
Managing well
means delegating well
Encourages growth and development,
improves results, maintains morale and motivation
161
Remember ‘deciding what
and who’?
Think about impact and urgency

Think about skill sets and aptitude
162
Remember to
assess task …and attributes
Urgent but not Urgent and
high impact high K – knowledge
tasks impact tasks
A – attitude
Neither high High impact S – skill
impact nor but not
urgent tasks urgent tasks H – habit
163
Part 2 – How to delegate
164
Herzberg’s model for
‘Situational Leadership’
‘Situational’ identifies the right person, and
the right approach, according to task
165
Stage One Stage Three
Identify & Delegate

Communicate
Stage Two Stage Four
Train Review
(Directive Coaching) (Non-Directive coaching)
166
Stage One - Explain
1. Explain the task

2. Tell them why you’d like them to take it on, boost,
confidence, motivate
3. Explain wider importance of the task, e.g impact on the
team and their development
167
Be ready to answer questions
Plan them
Show you’re interested
Conversations
Confirm your support Understand their challenges
Seek their ideas
168
Stage Two – Directive Coaching
Taking on board input, set time aside to consider
1. How to train them
2. When to train and for how long
3. What are the obstacles?
4. How you will manage your own impulses! Allow for their
mistakes without showing frustration
169
Show what to do and how
1. The standard explained, and then show what it looks like
2. The time needed to do it, and when
3. Allow for practice and understanding
170
Be patient!
Give people time to learn,
practice and succeed
171
Ease them into new roles
Taking time helps a positive transition

And develops confidence at their pace
172
Buying example
1. Hesitant to put someone on a job where the financial and
reputational risks are large
2. Test their capabilities on smaller tasks first
3. Give them responsibility but also guidance
4. Wait for the evidence they use the right approach before
moving on to bigger, more important jobs
173
More examples
Sales team – start with smaller account handling before
moving to larger accounts
For preparing management reports, see that the intermediate

steps are mastered before taking on the whole task
174
Delegation is
a 2-way street
For people to deliver, they need to know what’s
required, and to what standard
But to be committed to doing it, they need to feel

supported and heard, not simply ’loaded’
175
Be open minded
Show support and trust

Can they even improve the process?
176
Evidencing is important
See the evidence they can do it
177
Check before you delegate
AVOID
178
Need to re think?
Being sensitive as appropriate
179
Stage Three
Task delegated, but monitor progress
180
Stage Four
Non directive coaching

to sustain performance
181
Accountability &
Responsibility
What’s the difference?
Once delegated they’re responsible, you’re not

But should things go wrong, as manager
you’re always accountable
182
Recap…Delegating
1. Recognise why we find delegating hard, so we don’t

2. Understand why we need to tackle it, if we are to do the
job our experience is there for
3. Patience, clarity of communication and support essential
4. Herzberg’s 4 stage process emphasises clarity,
evidencing, understanding and support
5. Responsibility and Accountability
183
Breakout time
How important is delegating to you?
What will you do as a result of this session?
184
185
Session 3
Managing performance
186
Performance appraisals
are tough
We may be noticing little things often
Yet a comment can be seen as criticism, no

matter how well intended
187
So what happens?
1. We wait for the annual review
2. Form filling to capture everything becomes a chore
3. Anticipation of tension increases for both sides
4. There’s the risk it all becomes ‘a glorious fudge’
188
There’s a solution that…
1. Allows conversations that coax improvement
2. When they need to happen
3. Conversations that they lead
4. Resolving issues with their ideas
5. So they take the responsibility themselves
189
SCIENCE – a 7 step approach
S - Seek first to understand
C - and Confirm what’s said
I - before Identifying other areas
E - and Enlisting support
N- by Negotiating solutions
C - then Confirm what’s agreed
E - before finishing with Encouragement
190
Tell me more about that? What’s making it successful?
Why would that make a difference?
S - Seek to understand
What could that look like? What else?
What would you change if you could?
191
People love to be asked
their opinion
Conversational approach and questions are key
Keep encouraging them to share thoughts
They’ll reveal and you’ll learn far more
192
Be patient!
Don’t rush to share your ideas too soon
Keep drilling down to better understand
193
r Encour
yo u h e a continu ages th
re e a s e , s ay s em to
Ag r e e w i t h you’re
g s t o a g in sync
thin
C – Confirm
Signals you’re listening!
194
Accentuate positives
you’ve seen
Emphasise success
C – Confirm
Boosts feeling of fairness
195
And for those difficult areas…
”Put yourself in someone else’s shoes”
“How might xxx be seen by others?”
“What do you think others feel about xxx..?”
196
I - Identify
Example and impact
Link to points raised - how it appears to others, how it appears to
you: “when you do xxx, it has yyy impact”
197
Are they ‘situational’ issues?
Happen in certain situations, with
certain people or at certain times?
Separate the issue

from the person
Less likely seen as an attack, Solutions possible
more receptive to finding by viewing this way?
solutions
198
E - Enlist their support
Address the changes identified between you
199
Acknowledge their involvement
E – Enlist their support

People like to be of help
Want to have a positive impact
Appeal to these deeply human instincts
200
Settle on solutions
Build on commitment
N - Negotiate the solution
Consider stepping aside, give them

responsibility, but agree on the goal
201
N - Negotiate the solution
Agree on your input, support
202
C - Confirm actions needed
Confirm what, how and when
Clarity here is key for the future
203
E - Encourage!
Leave the conversation upbeat and positive,
with them engaged and motivated
204
Acknowledge what’s working
Reiterate your faith
Visualise the future
E – Encourage!
People want to feel of value,
as well as valued
205
The influencing power
of perception
Conversation versus formal meeting
Establish the practice of little and often
206
Use the power of reciprocity
People are less likely to let down those they

trust and who clearly show their support
207
End of day chat,
Office or offsite, café etc? or after a meeting?
Place and Time
Impact on Mood
Virtual or face to face? Consider their workload, not just
yours when choosing time
208
Keep the mood right for their cooperation Show patience in
the conversation
process by your
Words and Tone words, tone and
expressions
Impact on Mood
…often even more!
Take care your intent isn’t revealed Above all, don’t rush
by your tone or expressions to get to the point!
209
Prepare!
Tailor your questions to have them unearth the areas to address
When a common area is identified, say so
Once they’ve raised it, it will be easier to find common ground
210
Recap…Performance coaching
1. Seek to understand, using conversation tone and questions
2. Confirm as you go along
3. Identify what needs to be addressed, but only if necessary
4. Enlist their support to tackle
5. Negotiate what is required to succeed, and your support
6. Confirm what’s agreed
7. Encourage – boost morale and leave them motivated
211
Breakout time
What question about the using the SCIENCE
process would you most like help with?
Be ready to ask when we return
212
Q&A
What else would you like to ask

from these two days?
213
Finally, I’d like to share a thought
Hope that was fun!
Do revisit your notes
Good luck!
215

SLIDES - Management Skills For New Managers

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SLIDES - Management Skills For New Managers

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Welcome!

My purpose is to show just how simple it can be to manage

My commitment to you is to listen to your questions and to

Open Q&A at the end of each

Session 2 Pt 1 Confident Communication;

Session 3 Dealing with difficult situations

WILL move the dial on

Behaviour = Everything we do,

What we may intend may not be what

What do we see as the distinctions

British Industrial Revolution mid 19th century

European Agricultural Revolution mid 17th century – crop

Example: Henry Ford automating production lines for

Pharoah’s of ancient Egypt

Managers must be true leaders

Communication and true listening is what inspires trust

Humility and the ability to accept

Authenticity means first understanding who we are,

Authenticity = Self Awareness x Courage

Trust = Allowing people to be the best they can be

Success means simply stopping those things that will demotivate

Put in place the the best conditions you possibly can

Aggressive Leadership Assertive Leadership

Avoiding Leadership Appeasing Leadership

Aggressive Leadership Assertive Leadership

Avoiding Leadership Appeasing Leadership

Aggressive Leadership Assertive Leadership

Avoiding Leadership Appeasing Leadership

Lower dominance Appeasing Leadership

Match their dominance

Match their challenge

Match their focus on

The CLIMATE in which a relationship plays out

Even when a dialogue doesn’t

Can last longer than the duration of the

Things that resonate in a positive way

The secret to rapport

And create a climate for communication

This will be a signal of the first sign of trust

and they can feel you are paying them attention

1. Easily show an interest in people

Comes naturally if you allow it

• Identify where people sit on the

• How do others build rapport

Motivated by achieving tasks Achievement

Clues will include pictures of success on their desk, certificates, awards

Be clear about your position

Give them time to think things through

Nature and importance of rapport and relationships

With competitive reds, be clear about your position, ask them

1. Who was the best manager you have had?

2. What can you take from working with them and

We may be new to the department

Time and Task Management

You manage yourself by what you choose to do, when

Consider the following ‘laws’ for managing your time…

The inverse is also true – easy to

Focus your attention on what's

Any task where you involve yourself

ILLICH LAW: Once our performance

Remember insights are dependent on the

Keep ‘inner thoughts’ as clear as possible