The Core Skills of Effective People Management

1. The Core Skills of Effective People Management

2. 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

3. 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)

4. 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.

5. 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.

6. 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/

7. 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/

8. 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.”

9. 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

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

12. 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

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

14. 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

15. Engaging Management Competency Framework, Lewis, CIPD, 2012

16. 12 Criteria for Effective Leadership (Hall, 2002 in Weightman,2009) • 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

17. 12 Criteria for Effective Leadership (Hall, 2002 in Weightman,2009) • 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

18. How Netflix Reinvented HRHarvard 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

19. Many companies have nice sounding value statements displayed in the lobby, such as: Integrity Communication Respect Excellence

20. 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)

21. The actual company values, as opposed to the nice-sounding values, are shown by who gets rewarded, promoted, or let go

22. Actual company values are thebehaviors and skillsthat are valuedin fellow employees

23. At Netflix, we particularly value the following nine behaviors and skills in our colleagues… …meaning we hire and promote people who demonstrate these nine

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

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

26. You accomplish amazing amounts of important work 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 Impact

27. You learn rapidly and eagerly 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 Curiosity

28. You re-conceptualize issues to discover practical solutions to hard problems 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 Innovation

29. You say what you think even if it is controversial You make tough decisions without agonizing You take smart risks You question actions inconsistent with our values Courage

30. You inspire others with your thirst for excellence You care intensely about Netflix‘s success You celebrate wins You are tenacious Passion

31. You are known for candor and directness 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 Honesty

32. You seek what is best for Netflix, rather than best for yourself or your group You are ego-less when searching for the best ideas You make time to help colleagues You share information openly and proactively Selflessness

33. 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)

34. 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? • What are the informal methods of influence? • Who is the most influential person?

35. Authority • The right to give orders and the power to exact obedience (Pugh 1971:103) • Power made legitimate by position or expertise is authority

36. ‘In’ authority v’s ‘An’ authority What’s the difference?

37. ‘In’ authority ‘An’ authority Based on personal attributes, credibility or ability to influence people Often the basis of credibility • Relies on the position of 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

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

39. Credibility The basis of credibility is usually an appropriate expertise and some contribution of personal qualities The components of credibility are: • Keeping in touch with the main task • Legitimacy • Clear managerial/leadership role

40. 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=L5QEGkwFxxyhlM&w=550&h=343&ei=GK2BTuTRHYj1-gb92qS8Dw&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

41. What behaviours undermine credibility?

42. Great Places to Work Criteria

43. 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

44. 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

45. 5 Critical Incidents of Influence • Delegation • Networking • Negotiating • Meetings • Making a case

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

47. Delegation - DISCUSS Advantages Disadvantages

48. Delegation Advantages Disadvantages Risky Assumes good performance Less easy to control Not in keeping with the culture • Supports training & development • Increases efficiencies • Flexibility across locations • Develops experts & specialists • Cheaper

49. Video Clip Delegation

50. Networking – What is it?