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Managing People Week 1 - Coggle Diagram
Managing People Week 1
People are the most important assets for any organisation
As a result people management skills are an integral part of business success
"People to organisations are what oxygen to our lives" (Sriram Rajam, CIPD MOOC 'People Management Skills')
Prioritising and Delegating
Prioritisation
Urgency and Importance
https://www.futurelearn.com/courses/people-management-skills/11/steps/1426762
Urgency
when the task must be done
Importance
how important the task to the success of your objective
A, B1, B2, C
Delegation
Trust
a firm belief in the reliability, truth, or ability of someone or something’.
Patrick Lencioni noted five characteristics of ineffective teams
Fear of conflict
Lack of commitment
Absence of trust
Avoidance of accountability
Inattention to results
Resources to support a manager
Listening
We are taught from a young age that conversation is a two-way street
often we learn to listen only in order to interrupt - we interject with our own thoughts or comments. In reality, this is not listening, it is influencing.
Storytelling
NET
Model for Leadership (Social leadership)
https://julianstodd.wordpress.com/2013/08/19/the-net-model-for-social-leadership/
Engagement
Reputation
Authority
Community
Technology
Social Capital
Co-creation
Collaboration
Narrative
Curation
Storytelling
Sharing
Different styles of leadership
Situational leadership
Harsey and Blanchard
It suggests that no single leadership style is best. Instead effective leadership is focused on the task your are undertaking. It also suggests that successful leaders are those who adapt their style to the individual or group they are leading.
It is a useful reminder to be ready to adjust your style to fit those you are looking to lead or to influence.
Intent-based leadership
David Marquet
It encourages employees who have the right level of knowledge to go ahead and make technical decisions.
It also encourages leaders and managers to empower these employees to do so.
The model builds on situational leadership but rather than focusing on the manager, it focuses on each individual, allowing them to make decisions about the situation.
Management style
Management and leadership styles can be viewed through different lenses in different cultures. For example in some cultures hierarchy and autocracy may be important or in others a democratic approach where team members are consulted before decisions are made may be preferred.
Factors affecting the adopted style of leadership
(Adaptive/situational Leadership)
Competence & Confidence
New comers
Require high level of support and specific directing leadership
Directing Style
Give as much direction as is required to complete the task.
Be explicit about what needs to be done, and how it is to be achieved.
Gaining Experience
Delegating Style
Complete tasks, or significant sections, can be handed over to the individual.
Regular monitoring and reviews will be required to catch any mistakes before serious errors can occur.
Experienced
Require low level of support and approaches such as intent-based leadership
Facilitating Style
The role is to help him or her discover how to develop his or her skills or expand the role even further.
Coaching style
At every level of an employee’s contribution coaching can help them to build their skills and confidence as they gain experience and competence.
the style you adopt must reflect what is best for the team member at that moment. This may not always be what is most comfortable or natural for you.
Adapting to New Ways of Working
Hybrid Working
Remote Working