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Operational Leadership and Line Management

Operational Leadership and Line Management. Overview. Your convenor Objectives Leadership and Management Managing remote teams Short break Managing change Team motivation and engagement. Jenny Lyons. Associate Director- GfK NOP Specialist in Telephone Research 27 years MR experience

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Operational Leadership and Line Management

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  1. Operational Leadership and Line Management

  2. Overview • Your convenor • Objectives • Leadership and Management • Managing remote teams • Short break • Managing change • Team motivation and engagement

  3. Jenny Lyons • Associate Director- GfK NOP • Specialist in Telephone Research • 27 years MR experience • IQCS Council member since 2002 …and I still love it!

  4. Objectives • Understanding “Management” and “Leadership” • Exploring some of the challenges of working within Operations • Increasing confidence • Re-igniting enthusiasm to motivate and engage our teams

  5. Management and Leadership

  6. Management v Leadership Exercise 1 We need some Managers and Leaders • What do they do? • What are the differences? • What key words describe their actions?

  7. Management Operational: Present Orientated

  8. Leadership Evolutionary: Future Orientated

  9. “ People tolerate being managed, but they love being led” -Stuart Wyatt, ‘The Secret Laws of Management’ 2010

  10. How are we managing? (1) • Team/individual results • Appraisals • 360 degree feedback systems • “My team loves me…” • We feel good about what we are doing So that’s good, isn’t it??

  11. How are we managing ? (2) • Team expectations v reality • Staff rarely rebel against poor managers • Incompetent managers often slip through the net • Things tend to get done…. • Company politics

  12. How are we leading? (1) “It is the followers, not the leaders or someone else who determines if the leader is successful. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed” -Don Clark

  13. How are we leading? (2) • Team inspired to do/be the best • Raised performance levels • Air of encouragement • Team feel empowered • High levels of enthusiasm and energy

  14. Skill Sets ??

  15. Management Skill Sets TECHNICAL team-player adaptable

  16. Leadership Skill Sets • Visionary/strategic • Planning • Coaching and Development • Relationship- building • Influential

  17. Management & Leadership (1) • We need both… • Good management elicits good performances • The team knows what to do and how they need to do it • .. but without leadership they are less motivated to give their best

  18. Management & Leadership (2) • Good leadership inspires…. • Team more likely to become empowered • More drive towards peak performance • …but without good management there can be a lack of coordinated direction

  19. Managing Remote Teams

  20. Managing Remote Teams • Field workers • Home workers • Staff based at other sites • Staff based in other countries

  21. Managing Remote Teams Exercise 2 What are the main challenges?

  22. Challenges

  23. Trust • Determined by all you say and do • Be consistent and honest • Follow- up as agreed • Make the most of face-to-face contact • Use opportunities to get involved • Demonstrate accountability

  24. Lack of Control • Change of mindset • We cannot monitor all activities • Change of focus to outcomes • Coach the team to achieve these outcomes

  25. Communication • Set out how you will communicate • Many variables out of our control • Regular v impromptu • Consider the tone • Meetings need to have structure • Encourage peer group communication • Encourage team to communicate with us

  26. Personal Interaction • Do the best you can • Maximise opportunities • Hearing a voice can work wonders…. • Encourage peer group contact

  27. No History • Not always a bad thing • Maximise opportunities for getting to know the team • Starting relationships “from scratch” can reap rewards • It can be tough for the team too…..

  28. Difficult Conversations • Always better face-to-face • Recognise not always possible • The first and last thing you say will be the most powerful • Don’t “fluff” the issue • … or go “overboard” if you are not having the meeting face-to-face

  29. Motivation • Ensure you have communicated a clear strategy to the team • Let the team know what you are doing • Aim to empower as much as possible • Acknowledge achievements

  30. Managing Performance • Set clear objectives and targets • Follow-up as agreed • Be fair/consistent • Be clear about the priorities • Revisit processes used to manage team performance

  31. Team Building • It’s tough…… • Most people want to “belong” • Encourage peer group bonding • Maximise opportunities for personal contact • Communication is key • Look for “bridges”

  32. Time • Our biggest enemy • There is no easy solution ….. • Be organised • Understand and communicate the priorities • Believe your team are worthy of your time

  33. Flexible Working • Don’t be scared…… • Remember the benefits • Use your HR department • Activities v outcomes

  34. Technology • Can be your friend or enemy • Variables out of our control • Understand team preferences • Sometimes the personal touch will be best • Experiment… (and encourage your team to do so too)

  35. Managing Change

  36. Change Happens … … we know that (but it doesn’t stop it from being annoying)

  37. Big Things…… • Take-overs/ mergers • Company names • Locations • Roles • Teams • Technology • Processes

  38. Small Things… • New corporate colours • Stationery • Another new pen, mug and mouse mat…

  39. Prosci’s Change Management Methodology Individual Change Management Organisational Change Management Understanding how one person makes a successful change Understanding what tools we have to help individuals make changes successfully

  40. Individual Change

  41. Organisational Change • Sponsor roadmap • Training plan • Communication plan • Coaching plan • Resistance management

  42. Connecting the two …. Communications Awareness Desire Sponsor Roadmap Coaching Knowledge Resistance Management Ability Reinforcement Training

  43. It’s all about attitude….. … an attitude that builds a culture that supports change

  44. Mindset • Consider change as an opportunity • Rekindle enthusiasm • Incorporate ideas from the team • Change is ongoing and should be expected • Change is not an imposition • Be as open as possible

  45. Channelling that attitude … • Appear positive • Encourage team to instigate change • Acknowledge resistance/ concerns • Explain changes clearly • Be involved and follow-through

  46. Things will go wrong…. • Opportunity for negative people to justify their opposition • Be calm….. • Acknowledge the situation • Revisit your plans and amend where necessary

  47. Don’t Forget….. • To acknowledge those who helped make the change happen • To review the process (formally or informally)

  48. Team Motivation and Engagement

  49. Team Motivation and Engagement Exercise 3 What are the common de-motivators?

  50. Common De-motivators • Persistent criticism • Unattainable targets/changing them • Withholding information • Being singled-out • Over-monitoring of work • Lack of recognition • Stolen Credit • Removing responsibility

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