People Management

THE CORE SKILLS OF EFFECTIVE PEOPLE MANAGEMENT

By the end of this unit, you should be able to: • Describe the importance of self awareness and • •

• • •

•

emotional intelligence in managing people at work Discuss the criteria for effective leadership Distinguish between ‘in’ and ‘an’ authority Discuss the importance of credibility Understand & explain how those lacking hierarchical authority can influence & persuade Describe how to delegate tasks Understand how to organise meetings

Text books for this section • HR for Line Managers, Best Practice. Scott-Lennon &

Hannaway (2010) Chapter 12 • Managing People. Jane Weightman (2009) Chapters 10

& 11)

Read article: The seven principles for inspiring employees (in The People Bulletin, 16.6.10) Read this article. Reflect on your own work experiences or stories that you have heard from others at work and give a practical example of these seven principles in action.

Developing People Management capacity is critical • DDI and CIPD survey (2011)

This new global leadership forecast reveals that only 36% of UK leaders and 18% of UK HR professionals rate the quality of leadership as 'high' in their organisations.

Chartered Management Institute Research 2011 • 10 per cent say they end up covering up mistakes that

their manager has made • The problems are impacting stress levels, with a third (34 per cent) saying their boss negatively impacts their enjoyment of their job and one in ten saying the issues have led to poor health.

http://www.managers.org.uk/

Chartered Management Institute Research 2011 • Many employees feel their bosses are unapproachable. • in the past month nearly two thirds (61 per cent) have

wanted to ask their boss for help making a decision, but have not been given the opportunity. • As a result nearly one in four (23 per cent) people regularly worry about making decisions at work, • one in three (32 per cent) say they have lost respect for their manager and

http://www.managers.org.uk/

http://www.managementbriefs.com/ “People want strong leaders that they can trust to give people a sense of hope and inspiration for the future despite the current pressures around them.

Outstanding leaders are not only highly competent at what they do but how they do it. They are emotionally-intelligent leaders.

Emotional Intelligence, (EQ), is the “difference that makes the difference” and is even more critical to steer us through these tough times.”

Emotionally Intelligent Managers People high in EI will build real social fabric within an organization and between an organization and those it serves,

whereas those low in EI may tend to create problems for the organization through their individual behaviours Mayer, 2002

Self Regulation - a component of E.I. • Video clip our emotional vs thinking brain

Task before next class • Log onto Moodle • Go to Section 4: Core Skills • Click on How Good are your People Skills and complete

the questionnaire • Click on What is your leadership style and complete the questionnaire • Bring the results to the next class and be prepared to discuss them in class

Review questionnaire results Work in pairs and review your results : 1. Did you learn something new? 2. Will you do things differently?/.....

Managing People Skills • What do successful people managers actually do? • How do they behave in managing people • Think of a manager you worked for who had • Good people management skills & behaviours • Poor people management skills & behaviours

• Summarise the different qualities that led to good people

management skills

Engaging Management Competency Framework, Lewis, CIPD, 2012 Theme

Management Competency

Description

Supporting Employee Growth

Autonomy & Empowerment

Has trust in employee capabilities, involving them in problem solving and decision making

Development

Helps employees in their career development and progression

Feedback Praise & Recognition

Gives positive & constructive feedback, offers praise & rewards good work

Individual Interest

Shows genuine care and concern for employees

Availability

Holds regular one-to-one meetings with employees and is available when

Personal Manner

Demonstrates a positive approach to work, leading by example

Ethics

Respects confidentiality and treats employees fairly

Reviewing & Guiding

Offers help and advice to employees, responding effectively to employee requests for guidance

Clarifying expectations

Sets clear goals and objectives, giving clear explanations of what is expected

Managing time & resources

Is aware of the team’s workload, arranges for extra resources or redistributes workload when necessary

Following processes & procedures

Effectively understands, explains and follows work processes and procedures

Interpersonal Style & Integrity

Monitoring Direction

12 Criteria for Effective Leadership (Hall, 2002 in Weightman,2009) 1. 2. 3. 4. 5. 6.

Self management – organising oneself to perform Role modelling – setting an example of required behaviours Coaching & mentoring – supporting others to improve Formal support – giving people resources they need to get things done Internal exposure – being seen around & championing the team Expressing a vision – aims & goals expressed and based in reality

12 Criteria for Effective Leadership (Hall, 2002 in Weightman,2009) 7. 8. 9. 10. 11. 12.

Communicating – clearly and regularly Trusting people – assuming they will do it right Giving praise – formally and informally Spotting talent and stretching it – developing the next leaders and excellent performers Taking responsibility – when things go right and when they go wrong Walking the talk – doing it not just talking it

How Netflix Reinvented HR Harvard Business Review, Jan-Feb 2014 Sheryl Sandberg has called it one of the most important documents ever to come out of Silicon Valley. It’s been viewed more than 5 million times on the web. But when Reed Hastings and I (along with some colleagues) wrote a PowerPoint deck explaining how we shaped the culture and motivated performance at Netflix, where Hastings is CEO and I was chief talent officer from 1998 to 2012, we had no idea it would go viral. We realized that some of the talent management ideas we’d pioneered, such as the concept that workers should be allowed to take whatever vacation time they feel is appropriate, had been seen as a little crazy (at least until other companies started adopting them). But we were surprised that an unadorned set of 127 slides—no music, no animation—would become so influential. THE FOLLOWING SLIDES ARE AN EXCERPT FROM THIS PRESENTATION

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MANY COMPANIES HAVE NICE SOUNDING VALUE STATEMENTS DISPLAYED IN THE LOBBY, SUCH AS:

Integrity Communication Respect Excellence

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ENRON, WHOSE LEADERS WENT TO JAIL, AND WHICH WENT BANKRUPT FROM FRAUD, HAD THESE VALUES DISPLAYED IN THEIR LOBBY: Integrity Communication Respect Excellence

(These values were not, however, what was really valued at Enron)

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THE ACTUAL COMPANY VALUES, AS OPPOSED TO THE NICE-SOUNDING VALUES, ARE SHOWN BY WHO GETS REWARDED, PROMOTED, OR LET GO

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ACTUAL COMPANY VALUES ARE THE BEHAVIORS AND SKILLS THAT ARE VALUED IN FELLOW EMPLOYEES

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AT NETFLIX, WE PARTICULARLY VALUE THE FOLLOWING NINE BEHAVIORS AND SKILLS IN OUR COLLEAGUES…

…meaning we hire and promote people who demonstrate these nine

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You make wise decisions (people, technical, business, and creative) despite ambiguity

Judgment

You identify root causes, and get beyond treating symptoms

You think strategically, and can articulate what you are, and are not, trying to do You smartly separate what must be done well now, and what can be improved later

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You listen well, instead of reacting fast, so you can better understand

Communication

You are concise and articulate in speech and writing You treat people with respect independent of their status or disagreement with you You maintain calm poise in stressful situations

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You accomplish amazing amounts of important work

Impact

You demonstrate consistently strong performance so colleagues can rely upon you You focus on great results rather than on process You exhibit bias-to-action, and avoid analysis-paralysis

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You learn rapidly and eagerly

Curiosity

You seek to understand our strategy, market, customers, and suppliers You are broadly knowledgeable about business, technology and entertainment You contribute effectively outside of your specialty

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You re-conceptualize issues to discover practical solutions to hard problems

Innovation

You challenge prevailing assumptions when warranted, and suggest better approaches You create new ideas that prove useful You keep us nimble by minimizing complexity and finding time to simplify

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You say what you think even if it is controversial

Courage

You make tough decisions without agonizing You take smart risks

You question actions inconsistent with our values

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You inspire others with your thirst for excellence

Passion

You care intensely about Netflix‘s success You celebrate wins

You are tenacious

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You are known for candor and directness

Honesty

You are non-political when you disagree with others You only say things about fellow employees you will say to their face You are quick to admit mistakes

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You seek what is best for Netflix, rather than best for yourself or your group

Selflessness

You are ego-less when searching for the best ideas You make time to help colleagues You share information openly and proactively

Project Exercise • Working in your project teams (4 students) • Map Halls 12 criteria for effective leadership to the

Engaging Management Competency Framework • What is similar • What is different • Assimilate the two perspectives (use outcome in project write up)

Influencing & Persuading People (Chapter 11, Managing People, Weightman, 2008) QUESTIONS – DISCUSS Think of an organisation you have /work for… What are the formal methods of influence? 2. What are the informal methods of influence? 3. Who is the most influential person? 1.

Authority • The right to give orders and the

power to exact obedience (Pugh 1971:103)

• Power made legitimate by position

or expertise is authority

‘In’ authority v’s ‘An’ authority

What’s the difference?

‘In’ authority

‘An’ authority

• Relies on the position of

• Based on personal

authority e.g job title • Relies on control over resources to influence • Confers the right to control & judge action of others • Leadership is the exercise of the power conferred by that right in such a way as to win a willing and positive rather than a grudging and negative response

attributes, credibility or ability to influence people • Often the basis of credibility

Authority • Team leaders are given ‘in’ authority • Effective team leaders earn the role of ‘an’ authority

Credibility The basis of credibility is usually an appropriate expertise and some contribution of personal qualities The components of credibility are:

1. Keeping in touch with the main task 2. Legitimacy 3. Clear managerial/leadership role

http://www.google.ie/imgres?q=credibility+images&hl=en&gbv=2&tbm=isch&tbnid=H8Qb5PLMTIC7bM:&imgrefurl=http://publicspeaking.freeservers.com/whats_new_10.html&docid=L5QE GkwFxxyhlM&w=550&h=343&ei=GK2BTuTRHYj1gb92qS8Dw&zoom=1&iact=hc&vpx=175&vpy=355&dur=266&hovh=177&hovw=284&tx=145&ty=183&page=7&tbnh=123&tbnw=198&start=121&ndsp=21&ved=1t:429,r:0,s:121&biw=1440 &bih=675 on 27.011 @12 noon

What behaviours undermine credibility?

Great Places to Work Criteria

Read Article • Authentic leadership: the key to

building trust • What is meant by the term the psychological self • What are the three pillars of authentic leadership • Give practical examples of leadership behaviours which

demonstrate each • What practical tips are outlined for organisations on how to strengthen authentic leadership in the workplace

Credibility - summary • The affect of the organisation’s culture on a team leader’s

credibility • Acquiring credibility is one challenge, maintaining

credibility is an ongoing challenge • Key component of establishing and maintaining trust

5 Critical

Incidents of Influence

1. Delegation 2. Networking 3. Negotiating 4. Meetings 5. Making a case

Delegation • not about giving people jobs to do • about giving people scope, responsibility and authority • Mullins (1996) founded on the concepts of

Authority 2. Responsibility 3. Accountability 1.

Delegation - DISCUSS Advantages

Disadvantages

Delegation Advantages

• Supports training & • • • •

development Increases efficiencies Flexibility across locations Develops experts & specialists Cheaper

Disadvantages

• Risky • Assumes good

performance • Less easy to control • Not in keeping with the culture

• Video Clip Delegation

Networking – What is it?

Networking • creating a network of contacts is crucial •

• •

• • •

to getting

things done easily. Networks help you achieve your Agenda Need networks inside and outside the organisation Kotter (1982) having a network means that team leaders hear & understand when things might be going wrong rather than after they went wrong. Agendas & networks are interdependent What’s the differeence between the two ? Are you using networks to promote yourself? Or to get the job done?

Negotiating

Negotiating Cartoon

• Review first year communications • The word implies that both sides expect to gain something • One to one negotiating or • Several parties in negotiation • E.g. building of the Olympic stadium • Promoting Sligo as a tourist destination

Negotiating

Why have a meeting? Overt Reasons

Covert Reasons

Why have a meeting? Overt Reasons

Covert Reasons

• To make decisions

• To build cohesion

• To make

• To enable catharsis

recommendations • To train newcomers • To analyse & report • To inform

• To manipulate

Tips on Managing Meetings • Video Clip on 5.5 tips for managing meetings

Review hand out

‘Meetings checklist’ Torrington & Weightman, 1989

Making a case • When might team leaders have to make a case? Give

examples • Look at ‘Making your case’ checklist

Making a case - ACTIVITY Using the handout make a 3 minute presentation on a topic of your choice or one of the following: • Why should you visit........... • Why you should take up................ • Why it is wrong to..................

Discuss ‘The difference between the right word and the almost right word is the difference between lightning and a lightning bug’

Mark Twain

Channels of Communication • Factual - content of

message • Self Revealing – discern the hidden message • Relationship – sensitivity – how is s/he dealing with ME • Appeal

Exercise • Review CIPD Report ‘ Line management behaviour and stress at work; Updated guidance for Managers (2009) • Discuss & summarise the people

management competencies in this report, paying particular attention to the examples of effective manager behaviour

Tesco Leadership Styles Case Study Summarise Tesco’s Leadership and Management approach? 2. What qualities does Tesco value in team leaders? 3. What types of behaviours are associated with these qualities? 4. What factors influence leadership styles ? 1.

Real-life leaders: closing the knowingdoing gap, CIPD Report, September 2013 • Recent leadership approaches suggest that one of the reasons for the

lack of effectiveness of managerial training could be that development activities target the ‘wrong’ leaders. • There has been increasing recognition that all managers, including first-line supervisors, need at some level to be leaders to achieve performance targets through motivating and engaging individual employees. • However, many organisations continue to view leadership as a function of the senior team, not attaching sufficient priority to developing the leadership skills of front-line managers or informal leaders in non-managerial roles

Real-life leaders: closing the knowingdoing gap, CIPD Report, September 2013 • Evidence suggests that people management makes good business •

• •

•

sense (Purcell et al 2003). At the same time, the survey findings reveal the perceived tension between achieving objectives and managing people: although 43% of employees in the survey agree that their manager balances the needs of the organisation with the needs of individual employees, only 39% of managers could say the same about their bosses. The public sector appears to be the best at managing the tension between people and task responsiblities. The survey showed that junior managers seem to be able to get ahead by raising employee engagement levels and developing staff 60% of line managers are evaluated on people management skills in their performance review

Project Tutorials  Referring to the theory (remember to use a number of

sources) covered in class develop  Approx. 12 headings under which you will research the

effective people management practices, skills and behaviours of your chosen leader  Under each heading consider how you will source relevant and appropriate examples which will demonstrate this leaders level of skill in each are of competence

 In doing this consider  Overall organisational approach to managing people  Practices of effective people managers  Behaviours of effective people managers

Be prepared to discuss & justify your approach

Five things bosses say that they shouldn’t !! Irish Independent, 2 October, 2013 Challenge (n) – Typically said in an enticing tone of voice; anything described as such is really just a tedious and difficult project in disguise. Internet, the (n) – A blanket word used by bosses to describe anything to do with internet connectivity or even just basic technology, from email to YouTube. Let’s . . . (v) – The beginning of a sentence spoken by the boss who wants to tell you to do something but is too passive-aggressive to actually give you a direct order, and therefore starts everything with the incorrect suggestion that both of you will be performing the task. Political (adj) – A word used to describe any situation that the boss is too lazy/scared to deal with. Thanks (n) – A word used by bosses when they realise their assistants are almost at breaking point, in an attempt to make them feel appreciated for just a little bit longer, so as much work as possible can be sucked out of them before they’re allowed to go home at

Having encountered countless Miranda Priestly-style bosses in her time, Lydia Whitlock has just written a book about her start in LA. To My Future Assistant: Your Foolproof Guide to Handling the Boss from Hell is a light-hearted take on her experiences, and those of other assistants. It deals with bosses’ ridiculous requests, offered up in the form of promises to her future assistant, listing all the crazy behaviours she won’t partake in when she becomes a boss.