Moving Into Management Eileen Browne – Training Consultant
Working Together • Time Keeping • Confidentiality • There’s no such thing as a silly question • Experiment and take risks – see possibilities not limits • Respect – space and values for others • Participation – involvement/contribution • Bit of fun!
Introductions Share with us • You, your role and management context • What are your hopes and fears? • What do you want from today? • What do you bring today?
A Management Story
Management V Leadership What’s the difference?
Discuss in Groups
• Management controls or directs people/resources in a group according to principles or values that have been established. • Leadership is setting a new direction or vision for a group that they follow, ie: a leader is the spearhead for that new direction.
3 Routes to Management • External – new to the organisation and the team I manage • Internally appointed – but from a different team • Promoted - from within the team I am now managing
Your Route to Management • How did you get here? ( NOT Holloway ! Your first management job!) • The pros and cons of that route to management • Any action?
NEW ROLE / NEW ORGANISATION PROS CONS ADVANTAGE They don’t know you They don’t know you You have opportunity to start afresh They don’t have any negative They don’t have any positive You can decide from day one what expectations expectations kind of image you want to project You bring new ideas to the team You have no history and therefore You are better able to view may not fully understand the dispassionately what works and rational for what is done what doesn’t work – fresh eyes, different mind set You can get to know them with Because you don’t know them you You can make up your own mind an unbiased view may be fooled by first appearances They are more likely to accept They may view your new ideas with You can create new relationships new ideas from you because you suspicion because you don’t ad help to positively influence have the “glamour” of outside understand the organisation or its existing group dynamics experience culture
NEW ROLE / SAME ORGANISATION /DIFFERENT TEAM PROS CONS ADVANTAGES You already understand the wider You have preconceived ideas and You can create a sense of safety with culture of the organisation opinions and may therefore be less new team members if you approach objective them positively and make them feel you are on their side The new team probably already The team already knows you by You have the opportunity to surprise know you or of you and this will reputation and may be suspicious of them and make them feel valued by save time building relationships you you The team may be more willing to They may be less inclined to your This is a fabulous opportunity to listen to your idea as they know ideas as they think they already position yourself as a manager who you know the organisation know what you think listens to the tam and then acts on their ideas rather than imposing your own If there was a team member who That same team member may feel If you handle this situation well you also applied for your new job and resentment towards you will have the opportunity to win a didn’t get it, you have an powerful ally with the team opportunity to help develop a member of your team who has ambitions beyond their role
NEW ROLE / SAME ORGANISATION / SAME TEAM PROS CONS ADVANTAGE You already know everyone and have some You already know everyone so probably have You have the opportunity to see your colleagues idea of their strengths and weaknesses pre-conceived ideas about what they will be like through new “managerial” eyes and thus have a to manage great chance to re-motivate and re-inspire them You have a good understanding of the work Yu are so close to how the team worked in the You have the opportunity to look at how things of the team and know from personal past that it may be difficult to be objective or look are done with fresh eyes experience what does and doesn’t work well at things in a new way You know who did or didn’t work well with You may be over influenced by either the You know what has been said behind the the previous managers and why positive or negative aspects of the previous managers back (you may have joined in) and will managers’ style which may make it harder to therefore know what to guard against create your own approach You have good access to internal networks You are already known so it may be hard for You can create a new persona by within the organisation and the team existing networks to accept new behaviours from acknowledging the challenges at your new level you in your new role and asking for help and support Youi get the chance to lead your team and You have to stand back from the team and make You have the chance to bring out the best in encourage them to develop hard decisions about people who may have people and the team and to improve the previously been your friends performance of the team as a whole You get to make decisions and take You have to make the transition from being a You can use the team to help you in this responsibility member of the team to being the team manager transition by asking for their support. This and this can be very difficult to do approach will help to win them over.
“Where shall I begin please your majesty?” “Begin at the beginning” the King said gravely, “and go on until you come to the end; then stop.” Lewis Carroll, Alice in Wonderland 1865
Tips for a Successful Start • Induction • Learn about the team • Your space • Catch a train( ing ) or a coach
4 Tips for Successful Start Induction Learning about the team Terms and conditions Personnel files Role and responsibility Know their job Policies and procedures Arrange initial 1-1’s People – up, down, across Walk the job Meetings and Networks Listen Your space Train or catch a coach Worst position Training – general/specific Oldest furniture equipment Get a mentor – structure it Be accessible Get some coaching – goals Avoid trappings Choose carefully
Gains and Losses STRESS FRUSTRATION QUIET LIFE CONTROL RESPECT REWARD PRIDE ACHIEVEMENT SECURITY RISK CHALLENGE CONFRONTATION FEAR FRIENDS HAPPINESS DISCONTENT KNOWLEDGE EXPERIENCE POWER POSITION ADVANCEMENT GROWTH RIGHTS RESPONSIBILITIES CHALLENGE POSSIBLITIES LIMITS SELF DOUBT TIME WORRY ANGER CO-OPERATION BEING HEARD BEING IGNORED AGREEMENT COMPLAINTS INFLUENCE CHOICE SUPPORT PRESSURE DEVELOPMENT SKILLS
Discuss in Groups
Roles and Responsibilities . . . Skills and Qualities . . . • What does a manager need to do? • What does a manager need to be?
Management Framework DO BE • Define Objectives • Open • Plan • Resilient • Brief • Organised • Guide/Direct • Passionate • Monitor/Support • Have integrity • Evaluate • Confident
Action Centred Management John Adair
So … What’s your Management ‘style’?
Some Management Definitions “Management is about achieving results, through people” Peter Drucker, Author & Mgt Consultant 1950’s "Management is, above all, a practice where art, science, and craft meet." Henry Mintzberg, Business Academic & Author 1960’s
“ The conventional definition of management is getting work done through people, but real management is developing people through work” Agha hasan Abedi, Banker and Philanthropist 1970s
Tannenbaum & Schmidt Continuum Use of authority by manager Area of freedom for staff Tell Sell Consult Share Delegate
So … what style? • S ituation/circumstances • T eam/Individuals capacity • Y our own personality • L evels of freedom/authority • E nvironment and Culture
Support and Supervision Support Supervision Relationship
Support and Supervision ‘ Separate’ but overlapping management functions:- • Support – deals with the worker • Supervision – deals with the work itself •
Make Your Supervisions SUPER!!!! • S Structured • U Usual • P Productive • E Exchange • R Recorded
Asking questions – the right way Consider the impact of how your questions might “land” Will they cause: offence, defensiveness, confusion, withdrawal from discussion, close down? Will they: Trap the person into an answer, back them into a corner
Poor Performance • What do you think of as ‘poor performance’? • What are the reasons behind poor performance? • What are the reasons behind good performance? • What makes having the ‘poor performance conversation’ difficult? Discuss in Groups
Johari Window What I see What I don’t in me see in me What you Open/Public Blind self Self see in me self disclosure from me What you Private Unknown don’t see self/Facade in me Feedback from you Based on Joseph Luft and Harry Ingham
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