Managing People

There are no confirmed dates for this event at present. Please bookmark this page and return at a later date or contact us with your details to be added to our priority notice service.

Programme

This in-house programme has been specifically designed to provide your management team with a practical tool-kit of skills and techniques to accelerate their people skills and capabilities to manage their teams to high performance.

The context for managing in today’s organisation

• Transitioning from the technical to managerial role
• What’s different – the classic obstacles to successful people management
• What is leadership? The Leadership Gallery
• What distinguishes excellent leaders

Understanding your operating style and preferences

• How you approach problems and deal with challenges
• How you interact with and attempt to influence people
• How you respond to change and levels of activity
• How you respond to rules and regulations set by others
• Your criteria for judging others
• Identifying your strengths and what you bring to the organisation
• Examining your blind stops – what you may revert to under pressure

Understanding the operating style and preferences of others

• Understanding others preferences – how to recognise the clues
• Developing your flexibility to communicate and manage others effectively
• How not to destabilise others – what to avoid in your communications style
• Communicating for maximum effect
• Understanding your management style
• How do you currently manage – what am I comfortable/uncomfortable with?
• Understanding the need to manage task team and individuals – balancing task and process
• Getting the right balance between controlling and letting go!
• Reviewing the competence and motivation dimensions
• Reviewing some of your people – the ‘A’ and ‘B’ team players
• Adopting the right strategies – pacing your style

Managing non-performance and the ‘b’ players

• Adopting the helicopter approach – defining what’s going on
• Recognising the internal programmes that people operate
• Defining the ‘real’ problem – focusing on facts feelings and values
• Developing your strategy
• Managing the meeting – applying the classic rules of feedback
• Closure and follow-up actions

Managing high performance teams

• The characteristics of best and worst teams
• The team evolution and development curve
• The role of the team leader in managing through the evolution curve
• Individual team preferences – getting the right balance
• Reviewing your team and planning development actions

Action planning and moving forward

• Reviewing your current people management disciplines
• Getting on track – focusing on the vital few
• Contracting for future success