Mastering People and Process Management
Who Should Attend?
appointed manager or perhaps you have taken on responsibility for a larger team. You will reflect upon your role in relation to your organisations needs, your team and its member’s stages of development, and your peers requirements and how your department serves them. You will begin to further develop those critical people and process management competencies that build efficient and effective teams, produce measurable evidence of achievement and enhance your corporate reputation.
This programme is for you if you wish to:
- Significantly improve focus on team and personal goals
- Increased “optional” effort from team members
- Improve commitment from colleagues and suppliers
- Raise levels of personal impact and influence
- Successfully plan for change
- Secure active support for innovation and change
Method & Approach
Mastering People and Process Management Course Content
Day One: Management… Your Role Today and Future Role Requirements
- Your role today and the balance between task management & people management
- Identifying future role requirements
- Opening your mind to future business requirements
- What Political Economic, Social Technical legal and Environmental issues will impact the way you do business
- What is “Business Strategy”?
- Strategic and operational management – let’s start thinking strategically
- Planning for people – what skills, knowledge, behaviours are required for a successful future?
Day 2: – The Qualities Required for Competent People Management
- What are management competencies?
- Identifying the essential competencies for your future role
- Identifying who in your team is dependent on you for support and who is independent and adapting your management style accordingly.
- Identifying your preferred influencing style and utilising a wider range of styles to create rapport and affinity
- Sharing power and empowering others. Recognising the sources of power and influence in your people network
- Identifying Working Styles
- Activity – Exploring the impact of conflict and management styles
- Self Assessment – Identifying your preferred working style
- Working with Expressives, Analyticals Amiables and Drivers
- Activity – Designing a strategy to influence an opposite style
- Emotional control and emotional intelligence understanding the psychology of emotional control
- What do we see from those who have mastered emotional intelligence?
Day 3: – Planning for People Management
- How am I doing? Can you really answer that question?
- Identifying performance measures
- What does good performance look like?
- What and how am I doing? Consider how to set effective performance and behavioural objectives (Achieve Well Formed Outcomes).
- The benefits of clearly defined responsibilities
- Structuring a performance related conversation
o For the under performer
o For those capable of development
- Agreeing realistic targets getting agreement to objectives!
Day 4: – Monitoring Performance
- The De-motivated Team Member exploring motivation and the link between motivation, effort, performance and reward.
- Making work more rewarding Aligning individual and organisational needs
- Four Step Coaching Model.
- Identify the Most Improvable Task
- Providing Feedback – Knowing which feedback model to use for results
- Difficult people or difficult behaviours!
- Separating the person from their behaviour
- Examining your own role in creating the difficult behaviour
- How to avoid being a victim, but don’t avoid managing the behaviour
- Focusing on the effects of poor behaviour on the work environment
Day 5 Content: – Building Terrific Teams
- How to create solid team structures using group dynamics
- Just what affects group dynamics?
- Managing stages of team development
- Identifying and capitalizing on individual team roles
- Establishing or re-establishing direction for teams
- Evaluating the team effort and exploring options for improvement
- Assess how behaviour impacts on team morale
- Identifying what you should Stop <Start >Continue >>>>