4/17/2015. What is management? And then there s management...

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1 Equipped for Success A Manager s Toolkit What is management? Most of what we call management consists of making it difficult for people to get their work done. Peter Drucker I don t want yes-men around me. I want everyone to tell the truth, even if it costs them their jobs. Samuel Goldwyn And then there s management... 1

2 Today s Focus Assessment Taking the time to really think about you are doing as the leader of your team Self Assessment... Why Self Assessment? Why is self assessment so important to your career? Provides you a roadmap of where to focus your energy as a leader in your organization. (strengths) Why is self assessment an important component to coaching and developing team members? Provides you a roadmap of where to spend your limited to improve your management skills (weaknesses) 2

3 Self Assessment and the Boss! Self Assessment Many types are available Some organizations have self assessment as part of the review process Often times you need to be away from your office to have the time and space to adequately completely the assessment Self Assessment Today s self assessment is based on the HR principle of KSAs Knowledge Skills Abilities Divided into three cornerstones of management skills Quantitative Communicative Emotional 3

4 1 st KSA Grouping: Quantitative You can see it on a resume! Easiest to articulate from a management perspective p Include education, certifications and experience Individual s ability to perform quantitative aspects of his or her job Comprehension Analytical Measurable Examples include: CTP 1 st KSA Grouping: Quantitative Most managers know how to assess themselves and their team in this grouping Tangible Work Experience Performance accomplishments and achievements Education, certifications, etc. 2 nd KSA Grouping: Communicative Verbal knowledge Written knowledge Non-verbal Your ability to interpret body language, project self-confidence or see it in your team There are ways to assess this: Writing samples Phone interviews Speaking engagements! 4

5 Communicative...what to remember Be mindful of differences or hurdles: Gender Cultural (global companies) Non-native speakers Differently-abled Generational 3 rd Grouping: Emotional 3 rd KSA Grouping: Emotional Challenging to measure and identify Many times intangible Often hard to coach Hardest to identify which are needed Most difficult to match to job responsibilities and position outcomes 5

6 Tools in your Toolbox What tools are available as a manager to continue assessment? For yourself For your team For your career For your goals Tools in your Toolbox Many different assessments available It s important to find one that fits for you, your team and your organization Today we ll explore: MBTI DiSC MBTI Based on the work of Carl Jung, Katharine Cook Briggs and Isabel Briggs Meyers This assessment is designed to measure psychological preferences in how people PERCEIVE the world around them It also provides information on how people apply decision-making to their perceptions of the world 6

7 MBTI MBTI depends on honest self-reporting by the person tested Important to remember that it refers to cognitive functions not personality or energy or ability or intelligence Lots of resources available for you as a manager to use this tool Online, in person Seminars, Webinars MBTI (talkingabout.com.au) MBTI as a Management Tool Individuals who prefer sensing are more likely to: Trust information that is in the present, tangible, and concrete: that is, information that can be understood by the five senses. Tend to distrust hunches, which seem to come "out of nowhere". They prefer to look for details and facts. For them, the meaning is in the data. 7

8 MBTI as a Management Tool In contrast, those who prefer intuition tend to: Trust information that is more abstract or theoretical, that can be associated with other information (either remembered or discovered by seeking a wider context or pattern). May be more interested in future possibilities. For them, the meaning is in the underlying theory and principles which are manifested in the data. MBTI-Management Tool Those who prefer thinking tend to decide things from a more detached standpoint. Measure the decision by what seems: Reasonable Logical Causal and Consistent Matching a given set of rules MBTI-Management Tool Those who prefer feeling tend to come to decisions by associating or empathizing with the situation. Looking at it from the inside: Weighing the situation To achieve balance, harmony, consensus and fit Considers the needs of those involved 8

9 MBTI-Management Tool So, in the workplace how decision making is processed can cause conflict in a team. Thinkers vs. Feelers For example, thinkers may have trouble interacting with people who they perceive as inconsistent or illogical, that is those who are feelers. MBTI-Management Tool So, in the workplace how decision making is processed can cause conflict in a team. Thinkers vs. Feelers Thinkers, in the opinion of feelers, may tend to give very direct feedback to others because thinkers are concerned with the truth and view it as more important than being tactful. MBTI ( 9

10 Sample MBTI Questions: Agree/disagree You find it easy to introduce yourself to people A logical decision is usually the best, even when it hurts someone s s feelings You find it easy to stay relaxed and focused even when there is some pressure You often get so lost in thoughts that you ignore or forget your surroundings You try to respond to your s as soon as possible and cannot stand a messy inbox And it can be fun...mbti (personalitycafe.com) DiSC Similar to MBTI. Another tool available Generally: Dominant, Inspiring, Supportive, Cautious 41 combinations possible Each individual is a combination of all four with varying degrees of each. 10

11 DiSC DiSC is a behavior assessment tool not personality based. Based on the DISC theory of psychologist William Moulton Marston. Later developed into a behavioral assessment tool by industrial psychologist Walter Vernon Clarke. Indicates behavior when the person is in a particular environment. For example, most people would say they do not behave the same at home and at work - but they are the same single personality. DiSC ( DiSC DiSC profiles help you and your team: Increase self-knowledge Assist with how your team responds to conflict Provides insight into motivators Reduce stressors and aid in problem solving Facilitate better teamwork 11

12 DiSC DiSC profiles help you and your team: Develop stronger sales skills by identifying and responding to customer styles Manage more effectively by understanding the subtle differences and priorities of team members Become more well-rounded and more effective as a leader Sample Disc Questions: Most like me; least like me People look up to me I believe things will go well I tend to do what I am told I like things to be very neat and tidy I have a very wide circle of friends I am always willing to help I find it difficult to relax MBTI vs. DiSC MBTI is more theoretical than DiSC MBTI = 8 characteristics with four pairs of opposing traits DiSC = 4 sets of opposing behaviors DiSC can be visualized in a circular diagram MBTI can be visualized in a chart format 12

13 Next steps Take time to reflect on your individual self assessment. Further explore other tools available; choose the one that best fits your needs. Have your team take a self assessment. Set up a meeting to discuss outcomes and learn about your team s results. Develop team framework based on the assessments. Thank you for your time and happy managing! References personality test 13

14 KSAs: Knowledge, Skills, or Abilities This is a strength. (Indicate "yes") What indicates this is one of my strengths? This is a weakness. (Indicate "yes") What indicates that this is one of my weaknesses? Is this applicable to my current position or the position I wish to achieve? What is my action plan? Quantative I have the required education for my position. have professional certifications for my position. (Examplex: CPA, CTP, CMA, etc.) I regularly attend conferences, seminars and continuing education programs. I am familiar with the requirements to receive a promotion within my company. derstand how my team contributes to the revenue and costs of the organization. I link individual goals, departmental goals and organizational goals. I establish SMART goals for both myself and my team. I monitor performance against goals for both myself and my team. Communicative I am good at writing proposals, presentations and reports (narrative). I am good at writing proposals, presentations and reports (financial analysis). I am comfortable placing cold calls to customers. I enjoy talking to vendors or customers on the phone. I give clear and complete instructions to my team. I can identify aspects of my corporate culture that help me implement changes. I often am asked to reconcile differences among team members. I listen carefully and attentively when someone is speaking. I explain performance goals clearly and check that they are understand. ntify and plan collaberatively with employees about how to overcome obstacles. I am comfortable talking in front of large groups. Emotional I use methods such as DISC or MBTI to understand my management style. I complete self assessments on an ongoing basis. I have my team complete self assessments on an ongoing basis. I use check ins and stand ups as communication tools for my team. I am aware of the impact my behavior may have on others. I am flexible about my role in my organization. I recognize change is constant in my organization. I tend to think the best of others in my organization. I understand the relationship between my team, customers and management. I enjoy providing my employees and peers open, honest and timely feedback. I involve team members in decision making. I understand the goals of progressive discipline and PIPs when appropriate. I give reassurance to team members after a set back.