Leadership Development Programme

1. Leadership DevelopmentProgramme Seminar 5 www.leadership.thesolutionorganisation.com

2. Presenters today • Brad Bamfield • 07803 133110 • b.bamfield@thesolutionorgainisation.com • Patrick Sullivan • 020 8241 0166 • p.sullivan@thesolutionorganisation.com

3. Today • Welcome • 1:1 feedback • Delegation • Action learning section • Do you need any refreshers? • Seminar 6 • End of course dinner

4. Feedback on second1 : 1 sessions • Patrick • David • Mervyn • Brad • Matthew • How did it go • Action since then

5. Assign “to apportion; to allot; to fix or specify”

6. Delegate “to send with power to act as a representative” “to entrust, commit, or deliver to another’s care and management” “a person appointed and sent by another or by others to transact business as his or their representative.

7. Advantages • More can be accomplished • Deadlines met more reliably • Employees involved and committed • Employees grow and develop • Control less difficult (if done well) • Better productivity • Performance can be measured better

8. Advantages • Compensation related to performance • Diversity can be managed better • Distant operations managed better • Less travel - time/cost /stress • Better employee satisfaction/recognition • Manager has time for “plormocode” • Manager freed for important tasks

9. What can be delegated • A task that is part of your job. • The responsibility for successful completion. • The authority to make independent decisions. • NOT YOUR ACCOUNTABILITY.

10. Controlling Organising Planning Motivating Developing The roles of the manager

11. Delegating and doing Executive Manager 90% 10% Managing (delegating) Operating (doing) Middle Manager First-line Supervisor 30% 70%

12. Common obstacles • I can do it better • Afraid of criticism from above • Being disliked • Lack of confidence in employees • Employees expect answers from me • I can do it faster than I can explain it

13. Exercise 1 • Obstacles to delegation

14. Process • Choosing the task • The right person • Gaining commitment • Handling the discussion • Control without interfering • Handling difficulties

15. An objective should be: • Clear (to the person who has to do the job) • Measurable (to know when it is achieved) • Realistic (related to the person) • results you expect • time you have allowed • resources you can commit

16. An objective should be: • Result (rather than activity) oriented • Have an agreed deadline for completion • Indicate parameters of authority

17. Experienced at the job, & comfortable with their own ability to do it well.  May even be more skilled than the leader. (C) Experienced and capable, but may lack the confidence to go it alone, or the motivation to do it well / quickly (A) - Competence + Generally lacking the specific skills required for the job in hand, and lacks any confidence and / or motivation to tackle it (D) May have some relevant skills, but won't be able to do the job without help.  The task or the situation may be new to them.(B) - Commitment + Levels of delegation • Level 3 • They decide on the help they need • They Set the checkpoints • May want to review major decisions prior to implementation • Level 2 • Do only important things with them • Set checkpoints - Supporting Behaviour + • Level 1 • Do it with the employee • Help with detail • Monitor frequently • Level 4 • Full delegation • Review objective and constraints with them • Let them get going • Advise you of decisions/outcome - Directing Behaviour +

18. Control systems need to: • Identify what should happen and when • especially key activities and checkpoints • Monitor what actually is happening • Show up any significant variation • Prompt timely corrective action • Involve the person in as much self controlling as possible • Close the loop

19. Delegation plan

20. Signs of difficulties • Their use of the “lifeline” • Failure to meet deadlines • Reluctance to attend review discussions • Performance below par • Gut feeling

21. Traps to avoid • Thinking you can do everything yourself • Failure to give employees challenging assignments with enough latitude to handle them. • Careless selection of an authority level • No experience = no ability • Overburdening your best people

22. Exercise 2 • Delegate a task

23. Traps to avoid • “This will be a challenge for you” • Holding on to non-management tasks that some-one else could do. • Too little or too much follow-up • Withholding vital pertinent information • Failure to give recognition • Failure to hold a critique

24. Traps to avoid • Having it bounced back (un-delegation) • Avoiding risk • afraid of criticism • too little confidence • lack of information and tools • Boss likes to feel needed • Boss cannot say “NO”

25. Exercise 3 • Personal Delegation Skills • Homework • Interpretation of results available on web site from Tuesday 19th September 2005

26. Action learning Session • Review of Action Learning Principles • Action learning session

27. Action learning principles • Focus on the original problem or issue you identified. If your thinking has moved on since then no problem just tell us about it. • Review what you wanted to do between seminars • Review what actually happened • Think critically what the outcome was and was it better, worse, different from what you wanted/expected. • What could you have done differently that would have influenced the outcome • Tell us what you want to do next (Objectives, Strategic) • Tell us how you intend to do it (Tactical) • Tell us how you will know whet the results are (Measures) • You will speak without interruptions or questions from the team.

28. Action learning questions • Typical AL questions might be: • What result do you want? • How do you feel about this situation? • What could you do differently? • How do you know this? • Can you explain that further? • What is the best possible outcome?

29. Seminar 5 exercise • Think about the tools & techniques so far • Refer to the web site for information • How do today’s issues relate to those you identified pre course? • Develop a plan for action • Present on your business, what your issues are and your plan • The team will review, and offer help in the way described in the action learning techniques paper.

30. Feedback • What major conclusion did you draw from today's session? • What major questions remain in your mind?

31. Seminar 5 • We have looked at • 1:1’s • Delegation • You presented to the team your OGSMs for the future • We helped to clarify your thinking!!!!

32. Seminar 6 • Is there anything you want in Seminar 6 • Would you like to repeat anything • Have we missed anything

33. Seminar 6 exercise • Using the tools & techniques introduced • Refer to the web site for a refresher • Extend your action plan for next 6 months • Clear OGSMs (SMART) • Covering People Sales and Operations • How will you evaluate success • Present on your business, any issues and your plan • The team will review, and offer help in the way described in the action learning techniques paper.

34. Feedback for TSO • What did we do well? • What could we have done better? • Was there anything missing?

35. Next meeting • We hope you have enjoyed today • We also hope you have learnt something useful • Please complete feedback forms • The final seminar (shame) • CitiLodge Hotel Wollaton Street • Tuesday 4th October 1pm to 5 pm • And after for dinner & drinks