Throughout recorded history of human civilization, the ‘Manager’ has been a key part in almost all forms of formal and informal organizations. They may have attained their status through popularity, competence or by sheer force; they may have been known by many titles, Overseer, Headman, Leader, Chief, Director, President, Commander, Captain; etc. but their basic roles have been universal and transcends time: delivering results; leading, directing and motivating people; managing relationships; representing organizations; leading through change; managing crises; etc.
The ‘Manager’ has always had a pivotal role in almost all of the concepts, tool and techniques developed by modern management thinkers and experts. And even in many alternate systems / styles of getting work done (e.g. Self Directed Teams) there are managerial roles that need to be performed by one of the ‘non-managerial’ members!
The managers’ ability to affect so many outcomes also put them in a position to either further or hinder the organization’s objectives. Indeed, hundreds of studies carried out on organizational effectiveness have indicated that ineffective management is the biggest bottleneck: this is even truer for today’s knowledge based industries. But one of the biggest mistakes that organizations make, is to assumes that by promoting someday to the rank of manager will automatically qualify him / her to be a good manager.
Each Manager should ask: How effective am I as a manager?
-- Do you balance concern for Results with concern for People?
-- Can you identify the factors that fuel your team members’ passion for performance?
-- Do you hinder your team’s performance with unnecessary procedures and vagueness of objectives or do you drive them with clarity of focus and priority?
-- Do you maintain an appropriate balance between Delegation and Micro-management?
-- Do you know how to channel in towards organization’s objectives?
-- Do you direct their productive energy and creativity toward outputs and results that are really important or are they wasted on high volume of low-priority, low-impact tasks?
-- How well do you negotiate? Handle complaints? Manage conflicts?
-- Can you assist team members with continuous learning and their individual developmental needs?
-- In the end, do you successfully balance work with the other priorities in your life and have you progressed steadily with your self-development?
This workshop on Managerial Effectiveness is aimed to assist practicing managers to increase their success in both managing people and delivering results: to explore ways to establish priorities, utilize time better, successfully delegate responsibilities, develop shared goals and values, manage intra and inter team relations, conflicts and crises, foster a culture of learning and growth, manage team performance and continuously strive for higher levels of shared achievement! And finally to discuss practical ways to ensure that the managers themselves are not caught up in the endless cycle of office responsibilities and know how to move up their own career ladders!!
Ultimately, the barometer for your managerial effectiveness is how you answer the question “Would I want to work under a manager like myself?” The workshop aims to help you say a loud “YES!”... EVERYTIME!!
Workshop topics to be covered:
--Planning for better results; establishing team and individual priorities; and managing shifting and conflicting priorities.
-- Delegating effectively; what, whom and how to delegate.
-- Time Management in a multitasking and deadline-bound environment.
-- Setting Shared Goals.
-- Managing Talent towards achieving team goals.
-- Organizational Behavior interventions for greater team performance.
-- Managing Relationships, Conflicts, Crises and Change.
-- Creating and fostering a culture of trust and partnership.
-- Transformational Coaching.
-- Continuous Learning and Development for your team and yourself.
-- Work-life Balance for your team and yourself.