WELCOME

Welcome to the first training workshop in our

‘Management Development Program’ Series
 Why Managerial Effectiveness?

As managers, we deal with non-ideal work situations

on a daily basis which require us to stretch, multi-
task, fire-fight but at the same time, not lose sight of
the big picture vis-à-vis our role and the business.

In doing all of the above, we need to develop and

demonstrate certain skills and competencies which
not only help us plan, organize and execute better
but also add to your overall learning repertoire and
help us become more well-rounded managers.

After all, being an effective manager is not about

having all the answers, it is about being capable
enough to find those answers.

It’s a tight-rope walk!!!

 Scope of this workshop

In the course of this workshop, we will learn the following:

• What does managerial effectiveness entail?
• Influencing and taking others along
• Multitasking and managing your time optimally
• Getting work done within the stipulated time, meeting deadlines
• The art of delegation
• Communication at the workplace—with peers, superiors and subordinates
• Motivating others to high performance
• Giving and receiving feedback, it’s do’s and don’ts
What do we understand by Management?
 What do we understand by Management?

Management (noun) is ...

The art, or science, of achieving

goals through people
 The Definition

The art lies in…

Making people more effective

than they would’ve been
without you
 Managerial Effectiveness

• Who/What is a Manager?

and more importantly….

• Who is an effective Manager?

 Manager: A Definition

A manager is a person who can manage

self and others (resources) to achieve
organisational goals

An Effective Manager is a tough one!!!

Each one of us will differ on this…

And each one of us would be right.
 Effective Managers: A rarity?

Being an effective manager comes

naturally to a few people.

Unfortunately, most of us have to

work hard for it…
 Effective vs. Successful Managers

• Successful managers –
defined operationally in terms of the speed of
their rise within the organisation

• Effective managers –
defined in terms of the quantity and quality
of standards of performance, and the
satisfaction and commitment of subordinates

Effective Managers work,

while successful managers network!!!!
 Old World vs. New Age Manager
OLD MANAGER
Thinks of self as manager or boss
Follows chain of command
Works within a set organizational structure
Makes most decisions alone
Hoards information
Tries to master one major discipline
Demands long hours
NEW MANAGER
Thinks of self as sponsor, team
leader/member, or internal
consultant
Deals with anyone necessary to get the
job done
Changes organizational structure in
response to market change
Invites others to join in decision making
Shares information
Tries to master broad array of disciplines
Demands results
 Assessing a Manager’s Effectiveness

• The strength of motivation & the morale of staff

• The success of their training & development

• Meeting important deadlines

• Accuracy of work

• Level of complaints

• Adherence to quality standards

• Productivity

• Adhering to budgets set

 An Effective Manager’s Philosophy

• Trust people fairly but according to merit

• Make others feel important

• Motivate people by praise

• Encourage feedback

• Sandwich every bit of criticism between two layers of heavy praise

• Have an open-door philosophy

• Help other people get what they want

• Never hide behind policy or pomposity

 Success Domains

Relationships
Personal
Work
Growth

Spirituality
Material
Power
Wealth

Integrity
Health

BALANCE IS THE KEY

 Different Types of Managers

• The Autocratic Manager – This type of manager makes decisions

unilaterally, and without much regard for subordinates.
• The Paternalistic Manager – This type of manager is also essentially
dictatorial; however, decisions take into account the best interests of
the employees as well as the business.
• The Democratic Manager – This manager allows the employees to
take part in decision-making: therefore everything is agreed by the
majority.
• The Laissez-faire Manager – the Manager’s role is peripheral and
staff manage their own areas of the business; the manager therefore
evades the duties of management and uncoordinated delegation
occurs.
Jack Welch on “Types of Managers”
“Types of Managers” – The Video
Managerial Trait - 1
How to influence others?

Survival Exercise
 Influencing Skills

Influence is a key skill in organizational life, it ensures:

• Co-operation from colleagues

• That your voice is heard
• That you are a better manager
 Influencing Skills

People use influencing skills in their everyday lives, often

times without even knowing about it. It is when you really
start to see clear and present results out of it, you realize
their career building potential.
 How to influence others?

In Five Steps

1. Be clear about what you are seeking to achieve

2. Find out what makes key stakeholders tick
3. Understand your impact on others
4. Look for common ground
5. Be flexible and adapt your strategy for different audiences
 The Do’s and Don’ts of Influencing

Dos

• Approach people with friendliness and warmth

• Share your point of view frankly but neutrally
• Listen openly to others’ opinions
• Be willing to negotiate
• Express appreciation
 The Do’s and Don’ts of Influencing

Don’ts

• Come on strong and don’t back down

• Make people feel inferior and defensive
• Raise your voice in frustration
• Cut people off
• Express disbelief and impatience with their suggestions
 Influencing Behaviour Model

Feelings Facts
Openers Starters
Reflecting Questioning

Asserting Suggesting
Closers Finishers
 Expert Power

To be able to influence others you have to be the ‘go to expert’ how do

you go about being that?
 Expert Power

It is the ability to influence someone regarding a course of

action because of specific knowledge, experience, or
expertise. A person may be given the power to make decisions
for others because he is an expert on the particular subject.
 Expert Power

Is better than -

• Power of position
• Power to give rewards
• Power to reprimand
• Power to control information
 Expert Power

Is better because…

If team members respect your expertise, they'll trust you to

show them how to work effectively
 Expert Power

Is better because…

If team members respect your judgment, they'll trust you to

guide their efforts in such a way that you'll make the most
of their hard work
 Expert Power

Is better because…

If they can see your expertise, they'll believe that you have
the wisdom to direct their efforts towards a goal that is
genuinely worthwhile
 Expert Power

How to build Expert Power?

• Gain and promote image of expertise

• Maintain credibility
• Act confidently and in a decisive manner
• Stay informed and address team concerns
• Avoid threatening the self-esteem of team members
 Influencing through relationships

An important part of any working relationship is how you go about getting

commitment and buy in from others to do the things that need to be done.

Specifically,

• How do you secure agreement from others?

• How do you get buy in to a project?

• How do you persuade and convince others?

 Influencing through relationships

Engaging with others, gaining commitment and influencing starts with the
quality of the relationship which will undoubtedly affect your success as a
manager.

In addition to understanding the quality and basis of your relationships, a

key factor for understanding and developing influential relationships is
having an appreciation of your relationship style. Most of you have a
preferred way of working with others. This is based on your habitual
behaviour and comes about because you have found that certain
approaches, behaviours, and skills seem to work for you when interacting
with others.
 Your relationship style

The model below summarises one approach to understanding your

relationship style
 Your relationship style

No one style is best or worst, each style

is simply different and each has its own
positive and negative aspects. Your
preferred style will have an effect upon
the way you relate to others, how you
are perceived by others and how others
relate to you.
 Impression Management

Another area of relationship management that is often overlooked yet hugely

important for how you set about creating and developing effective relationships is
what we term impression management.
When you meet someone for the first time, or enter into a dialogue with a person
you don’t know very well, you typically ask yourself a range of questions:
• What do I think/feel about this person?
• Do I like this person?
• Can I work with this person?
• Do I trust this person?
• Do I respect this person?
• Do I care what this person thinks about me?

This isn’t necessarily a conscious process; you ask yourself these questions in your
mind in order to assess your views about another person to determine how you
will react to them, and whether or not you wish to develop a relationship with
them.
Impression Management
 Methods of Influencing

• Framing and reframing

Reframing is when you change the context or perspective of how a situation is
viewed, with the intent of enabling people to view that situation in a more useful
and productive way.

• Taking an appreciative approach

There are two key behaviours which summarise this approach:
– Inquire more than you advocate. This means that you need to be asking more
questions and doing more listening rather than simply telling people what to do.
– Start noticing small things that people are doing well and compliment them
– Start to say the positive and appreciative things you notice about others to your
colleagues
– Think about your own behaviour and the balance of positive versus negative
– Set yourself a challenge to say at least three positive and appreciative pieces of
feedback every day.
 Methods of Influencing

• Using influential language

There are many different aspects of language used in our conversations
with people in business. Let us focus on two types of language which we
find used frequently when influencing – logical language and empathetic
language.
– Logical language – This is the language of logic and analysis, of facts and figures, of
detail, proofs, structure and graphs. It is clear, analytical, formal and unemotional. It
is a common language among leaders and managers and is necessary and useful for
influencing success

– Empathetic language – Rather than focusing solely on processes and logic, it is also
beneficial to focus on understanding people’s concerns, feelings and fears and
consider their possible reactions.
 Types of people who need to be
influenced

• The Bull

• The Fox

• The Whiner

• The Wall

• The Time bomb

Types of people who need to be
influenced

The Bull
 Identify the Bull

• Untamed – like a misdirected cannonball

• Aggressive
• Loud voiced
• Always busy, always in a hurry
• Speaks before he thinks
• Comes across as insensitive
• Ends are important, means don’t matter
• Will speak his mind in team meetings
• Will openly ask why he has not got a good rating
• Will question Company policy in front of everyone
 Get the Bull on your side

• Win him over – they are extremely loyal

• Tell him how not to do things – he is not ill- intentioned, he just does
not know
• Win him over with simplicity and clarity
• Have a heart-to-heart, they are usually soft from the inside
• Find common things between you
• Don’t question or interrupt his independence
• Have him on your side in influencing situations
Types of people who need to be
influenced

The Fox
 Identify the Fox

• Untamed – like a stealth bomber

• Seemingly quite – but still waters run deep
• Shifty eyed
• Always looking for company
• Thinks before he speaks
• Comes across as friendly and caring
• Ends are important, means don’t matter
• Will never speak his mind in team meetings – but will never let go of a
chance to do so outside
• Will reach above you to get a good rating
• Will not question Company policy in front of everyone, but
individually
 Get the Fox on your side

• Difficult to win him over – they are only for themselves

• Seek a common goal, may be short term
• Win him over by saying you’re on the same team, and that siding with
you will be helpful for him
• Heart-to-heart does not work, they don’t have one
• Keep a close eye on him, you’ll need a lot of washing-up-behind-him
to do
• Don’t openly confront him
• Use his networking to move things your way behind the scenes
Types of people who need to be
influenced

The Whiner
 Identify the Whiner

• Untamed – like a ricocheting bullet

• Sulks and shouts intermittently
• Downcast eyes most of the times
• Always looking for a vent
• Thinks before he speaks – and has a complaint against everything and
everyone
• Comes across as the most troubled and overworked soul in office
• Will speak his mind in team meetings – but not directly
• Will crib about even an A+ rating
• Will question Company policy whenever he gets a chance, which is
more often than not
 Get the Whiner on your side

• Sit him down and ask him if this is not where he wants to be
• Logically, and this is difficult, start getting rid of his issues one by one
• Make some apparent change going by his advice
• You’ll need a lot of heart-to-hearts
• Keep a close eye on him, his whining might impact others around him
• Negate his remarks behind him, clean up the mess
• Get him on your side for an important issue, and use reverse
psychology on others
Types of people who need to be
influenced

The Wall
 Identify the Wall

• Untamed – like a black hole

• Shows no emotions, usually part of the furniture
• Body language could be misleading
• Always looking for a reason not to work
• Rarely speaks out
• Comes across as the most solid soul in office
• Will refrain from commenting in meetings, lest there be work for him
• Will more often than not have something against the system
• Will question Company policy if it means extra effort
 Get the Wall on your side

• Don’t load him with ‘extra’ work

• Make sure there are frequent reviews on progress
• Keep them in good humour, appreciate how much work they are
putting in – be careful about expectations
• They are usually the solid citizens, the backbone
• No need for a heart-to-heart – just empathise off and on
• Make sure he is not rewarded as well as the good workers
• Make sure he is not threatened – he likes security
Types of people who need to be
influenced

The Time Bomb

 Identify the Time-bomb

• Untamed – like a volcano

• Shows no emotion at the workplace – apparently, everything is okay
• Body language comfortable and relaxed
• Always feels he does not get what he deserves
• Rarely speaks out – will do so only once (twice, maybe)
• Will refrain from commenting in meetings, unless he has crossed the
Rubicon – most likely to mail
• Waiting for the right opportunity – will jump jobs with no remorse
• Will question Company policy if it adds to the already burdened mind
 Get the Time-bomb on your side

• Keep an eye open for seemingly happy employees

• Make sure there are frequent meetings 1:1
• Keep probing, there is something that they don’t like, and it could be
nothing to do with you or work
• Keep them in good humour, appreciate often
• They will not last long in the Company, but will be very useful till they
do
• They are usually not the stars
• Understand where they are coming from
• Make sure he is often rewarded, words work wonders with them
Managerial Trait - 2
Do you have more than….

60 minutes per hour

1,440 minutes per day

525,600 minutes per year

 Time Management

Solutions to excessive stress usually boil down to eating

right, getting enough sleep, and managing your time
effectively. Organization is time management, and time
management is one part of stress management.
In-Tray Exercise
 How we waste time

• Lack of discipline

• Indecisiveness

• Personal Disorganization

• Procrastination

• Inability to say “NO”

• Poor Delegation Skills

• Day Dreaming

• Worry
 Time wasted by others

• Telephone Interruptions

• Drop-In Visitors

• Unscheduled Meetings

• Poor Communications

• Confused chain of Authority

 Your time wasters

• E-Mail

• Meetings

• Phone calls / Cell calls

• Co-workers

• Stress

• Family issues
 Stephen Covey’s activity matrix

URGENT NOT URGENT

I II
Crises Preparation
IMPORTANT

Pressing Problems Prevention

Deadlines Planning
Relationship Building
(Fire-fighting) (Planned Work)

III IV
Interruptions Busywork
IMPORTANT
NOT

Some mail/reports “Escape” activities

Some meetings
Some “pressing
matters”
(Others’ priorities) (Time wasters)
 Type 1: Aspiring to mediocrity…

Urgent Not Urgent

Quadrant I Quadrant II
Important

Quadrant Quadrant IV
III

Not
Important
 Type 2: Busy going nowhere…
…
Urgent Not Urgent
Quadrant I Quadrant II
Important

Quadrant III Quadrant IV

Not
Important
 Type 3: Struggling to stay ahead…

Urgent Not Urgent

Quadrant I Quadrant II

Important

Quadrant III Quadrant IV

Not
Important
 Type 4: Calm and in control…

Urgent Not Urgent

Quadrant I Quadrant II

Important

Not Quadrant Quadrant IV

Important III
 Keep a Time Log
…
• Write down everything you do for a period of time

• Learn how you really spend your time

• Identify areas where you can improve your use of time

 Why do we procrastinate?

• Don’t know where to start.

• To avoid an unpleasant task.

• We’re afraid to fail.

• Waiting for more information.

• You may think if you put it off someone else will do it.

• You’re over-committed.
 Control Time Wasters

1. Scheduling and Delegating

2. Understanding Biological Clock

- Knowing when not to work is as important as knowing when to work

3. Time logs

4. Prioritized Tasks
5. Get The Most Out Of the First Two Hours of the Day
6. You Can—and Should, Say “No”
- People take advantage of you only with your permission

7. Stop saying, “Where does the time go?”

Managerial Trait – 3
 Result Oriented Management –
Getting work done

• The Result Oriented Management Style aims to achieve maximum

results based on clear and measurable agreements made upfront.
• It is a management style based on the thought that people will work
with more enthusiasm and fun if:
- They clearly know what is expected of them
- Are involved in establishing these expectations
- Are allowed to determine themselves how they are going to meet
these expectations
- And obtain feedback for their performance
 Result Oriented Management –
Getting work done

• The manager sets goals, determines priority and makes resources

available

• The employee them provides his time, knowledge and abilities and
indicates under what condition can he deliver the desired results

• Within the borders of the agreements that are made, the employees are
free to determine how they want to achieve their targets
 Result Oriented Management

• Result Oriented Management helps translate corporate goals to

divisional, team and individual goals

• It primarily consists of the following steps:

- Target setting: long term corporate goals
- Translating these goals into divisional and individual goals
- Result Oriented Agreements about goals
- Implementation, self-steering and management reporting
- Periodic appraisals, progress control and adjustments
Straw tower game
End of Day 1
Managerial trait – 4
How effectively can you delegate?

Activity – Delegation
(Manager/ AM/ TM Game)
 Delegation for Managers

Why don’t people delegate?

It takes a lot of effort up-front, for one.

And also because…

• …it’s too hard!
• …it takes too much time!
• …nobody can do it as good as I can
• …nobody else has any time either…
 But why delegate at all??

• To use skills and resources already within the group

• To keep from burning out a few leaders
• To develop new leaders and build new skills within the
group
• To get things done
• To prevent the group from getting too dependent on one or
two leaders
• To become more powerful as a group
• To allow everyone to feel committed and a part of the
success
 What to delegate?

• Those tasks you completed prior to assuming new role

• Those tasks your delegates have more experience with

• Routine activities

• Those things not in your core competency

 When to delegate?

• Is there someone else who has (or can be given) the

necessary information or expertise to complete the task?

• Is this a task that someone else can do, or is it critical that

you do it yourself?

• Does the task provide an opportunity to grow and develop

another person’s skills?
 When to delegate?

• Is this a task that will recur, in a similar form, in the

future?

• Do you have enough time to delegate the job effectively?

• Ask yourself – Is this a task that I should delegate?

 Whom to delegate to?

The experience, knowledge and skills of the individual as they

apply to the delegated task:

• What knowledge, skills and attitude does the person already

have?

• Do you have time and resources to provide any training

needed?
 Whom to delegate to?

The individual’s preferred work style:

• How independent is the person?

• What does he or she want from his or her job?

• What are his or her long-term goals and interest, and how do
these align with the work proposed?
 How to delegate?

• Clearly articulate the desired outcome

• Clearly identify constraints and boundaries

• Where possible, include people in the delegation process

• Show examples of previous work

• Match the amount of responsibility with the amount of

authority
 How to delegate?

• Delegate to the lowest possible organizational level

• Provide adequate support, and be available to answer

questions

• Focus on results

• Avoid “upward delegation”

• Build motivation and commitment

 Delegation - avoiding free reign

• Discuss timelines and deadlines

• Agree on a schedule of checkpoints at which you’ll review

project progress

• Make adjustments as necessary

• Take time to review all submitted work

Managerial trait – 5
 What is organizational conflict?

Organizational conflict is a state of discord caused by the

actual or perceived opposition of needs, values and interests
between people working together.
 When does conflict arise?

• Conflict arises when two or more people have incompatible goals and
one or both believe that the behavior of the other prevents their own
goal attainment.

• This usually happens when a task or activity which is critical to one is not
relevant to the other.

• Also, if there is a difference in perception of a situation, there is a chance

that conflict may arise.
 Common myths about conflict

• Conflict is abnormal and should never occur in a progressive business

environment

• Conflict always leads to communication breakdown

• Conflict is pathological

• Conflict has more to do with personalities than situations

• Emotions can not and should not be a part of genuine conflict

All about conflicts….
 Conflict Management: The Factors

There is no one best way to manage conflict. It depends on:

• The situation at hand

• Nature of the issue – it’s criticality for the organization
• The relationship with the other person
• The time you have at your disposal to resolve the issue.

It is important to study the factors in a conflict situation before jumping to

conclusions about it’s resolution.
 Conflict Management Styles

1. You can avoid it.

Pretend it is not there or ignore it. Use this approach only when it simply is
not worth the effort to argue. Be aware that this approach tends to worsen
the conflict over time.

2. You can accommodate it.

You can give in to others, sometimes to the extent that you compromise
yourself. Use this approach very sparingly and infrequently, for example, in
situations when you know that you will have another more useful approach
in the very near future. Usually this approach tends to worsen the conflict
over time, and causes conflicts within yourself.
 Conflict Management Styles

3. You can compete with the others.

You can use force to get your way, rather than clarifying and addressing the
issue. Use this approach when you have a very strong conviction about your
position. And whenever possible, give reasons for having to force the issue.
4. Compromising.
You can engage in mutual give-and-take. This approach is used when the
goal is to get past the issue and move on together.
5. Collaborating.
You can focus on working together. Use this approach when the goal is to
meet as many current needs as possible by using mutual resources. This
approach sometimes raises new mutual needs. Collaboration can also be
used when the goal is to cultivate ownership and commitment.
Conflict Management Video
Murder by Mixed Messages
Managerial Trait – 6
 About Failures…

• This was a man who failed in business at the age of 21

• Was defeated in a legislative race at age 22
• Failed again in business at age 24
• Overcame the death of his sweetheart at age 26
• Had a nervous breakdown at age 27
• Lost a congressional race at age 34
• Lost a senatorial race at age 45
• Failed in an effort to become vice-president at age 47
• Lost a senatorial race at age 49

And was elected president of the United

States at age 52
About Failures…

This is the life story of

Abraham Lincoln

Can you call him a

failure?
 About Failures…

What is the moral of the story?

Never be disheartened by failure, persevere your way to

success
 About Struggle…

Colonel Sanders, at age 65, with a beat-up car and a $105 check from
Social Security, realized that he was virtually broke and had to do
something. He remembered his mother's chicken recipe and went out
selling it.

How many doors did he have to knock on before he got his first order? It
is estimated that he had knocked on 1009 doors before he got his first
order.

What he started is now known as “KFC”

 About Struggle…

Colonel Sanders – The official face of KFC worldwide

 The story of Colonel Sanders

KFC:

•Serves nearly eight million customers around the world, every day

•Has more than 11,000 restaurants in more than 80 countries and

territories around the world

•Had 24,000 employees and generated a revenue of approximately $

520 Million in 2007
 Group Activity

How do you motivate people around you,

especially your team?
7 ways to motivate your team

1.
Involve Them
7 ways to motivate your team

2.
Communicate
7 ways to motivate your team

3.
Celebrate Performance
7 ways to motivate your team

4.
Set Challenging Goals
 7 ways to motivate your team

5.
Give Them Tools to Succeed
7 ways to motivate your team

6.
Manage Poor Performance
7 ways to motivate your team

7.
Believe In Your People
 Ways to motivate

• Motivation by Inspiring

• Motivation by demonstration

• Motivation by challenging

• Motivation by antagonizing
 Motivation by Inspiring

• Inspirational Personalities, Opinion Leaders, Experts

 Motivation by Demonstrating

• Demonstrating what one wants others to do – Leading by

example
 Motivation by Challenging

• Motivating by means of challenging others to a task

 Motivation by Antagonizing

• Telling a person/ team that you doubt his ability to complete a

task or deal with a situation successfully
 Motivation as a tool

Good managers use a mix of demonstration, inspiration and

challenge appropriately and at the right instances to motivate
their subordinates/team.

Using antagonism as a motivational tool is a difficult one to crack

as one may end up offending the other person. Best to avoid such
a situation
Managerial Trait – 7
Role-Play: Receiving feedback
 The acceptance of feedback
The first step in receiving feedback is being ready to accept it with an open
mind. Always remember the DAWA model for this:
DENIAL
When people first receive feedback, they have
a tendency to deny it. Please avoid immediate
defensiveness - arguing, denying and justifying.
This just gets in the way of your appreciation
of the information you are being given.
WITHDRAWAL
After the anger has calmed down, the person
has had time to reflect and ponder on the
feedback. "Well, I have been making more
mistakes then normal" This is when time is
taken out to mull over the feedback and think
about what it actually means.
ANGER
After the denial stage comes anger! So you've
been told that your work is not as good as
what it ought to be. You've said, "It's as good
as always" so you are denying it then you
become angry as it stews in your mind and
body. The immediate reaction is to fume!
ACCEPTANCE
The final part of this model is finally accepting
the feedback, assessing its value and the
consequences of ignoring it, or using it. "I
HAVE been making mistakes"
 The Dos of receiving feedback

• Seek feedback on a regular basis, especially after you have identified

development goals.
Exchanging information and perceptions is a process, not a single event.
• Be open to what you will hear.
• Let the person finish what he or she is saying.
• Try to paraphrase what you are being told, either back to the person or in your
own mind.
• Ask clarifying questions.
• Ask for specifics, if not provided. Seek examples of behaviour which needs to be
corrected.
• Ask the person to give you alternatives to your behaviour.
• Take the time after the feedback interaction to evaluate the information and
consider specific actions for improvements.
• Use feedback to clarify goals, track progress toward those goals, and to improve
the effectiveness of your behaviours over a period of time.
 The Don’ts of receiving feedback

• Take it personally.
• Become defensive or explain your behaviour. (You can either spend your time
mobilizing your defences or you can spend your time listening. Defending your
actions is counterproductive, where listening is extremely useful.)
• Interrupt the other person.
• Be afraid to allow pauses and periods of silence when you receive feedback.
This gives you time to understand what is being said and it gives the other
person time to think about what they say.
• Ask the person to defend his or her opinion (there is a difference between
“defending” and “explaining”). Feedback is purely subjective perceptions of
information. You can place your own value on it later.
The Final Leg

Personal
Action
Planning
MANAGERIAL EFFECTIVENESS