Management Skills

"The best way to develop employees' respect and responsibility is to give it to them."

The central motive of this module is the development of competences that unarguably contribute to success in a management position but are not directly related to professional requirements (a manager's expertise).

WHO IN YOUR COMPANY COULD PRIMARILY BENEFIT FROM "MANAGEMENT SKILLS" TRAINING:

For all those who manage people but primarily for managers who are new in this position and need to improve their skill set.

EXAMPLES OF MANAGEMENT SKILLS TRAINING:

• Motivating employees
• Feedback and performance evaluation
• Meeting management
• Delegation
• Creative problem solving

MOTIVATING EMPLOYEES

If we want employees to perform on the top of their potential and to take an interest in personal development, a manager has to be able to apply individual approach to their motivation. This training focuses on different motivating factors and the correct choice of approaches to employee motivation.

After completing the training, participants will be able to:

• identify own motivating factors and those of employees,
• use employee motivation as a performance management tool,
• apply principles of efficient motivation in day-to-day work,
• minimize the risk and negative effect of demotivation,
• apply coaching principles to improve motivation.

FEEDBACK AND PERFORMANCE EVALUATION

The objective of this training is to improve participants' competence in the area of feedback and assessment interviews. The ability to phrase feedback in constructive terms has positive effects on an employee's performance, motivation and willingness to work on personal growth. Other advantages include the fact that it helps build an atmosphere of co-operation at the workplace and as such is an important factor of corporate culture.

After completing the training, participants will be able to:

• regularly use feedback to improve employees' motivation and work performance,
• recognize the difference between constructive and destructive feedback,
• apply basic principles or constructive feedback,
• use employee self-assessment as part of feedback,
• lead assessment interviews and evaluate their conclusions,
• create good conditions for feedback and support a constructive atmosphere during assessment interviews,
• work with objections and other potential negative reactions from employees during feedback.

MEETING MANAGEMENT

Statistics show that meetings typically take up 30-40% of a manager's time. Very often, therefore, the word "meeting" has some negative connotations: while meetings can be seen as an important opportunity for information sharing and team solution of important tasks thy can be equally perceived as a "waste of time" or "boring duty". The objective of this training is to provide managers with information and skills that make a clear difference between the two extremes.

After completing the training, participants will be able to:

• ensure efficient preparation for meetings,
• structure meetings according to the specific context (meeting objectives, timeframe, etc.),
• apply various communication tools according to the specific goals of a meeting,
• facilitate group discussion at meetings,
• stimulate involvement of all participants in the discussion and results.

OUR GOOD PRACTICE EXAMPLE:

We developed a one-year management skills development program for a multinational bank, starting with a training whose objective was to improve participating managers' understanding of their own motivations and personality and how these are reflected in their work and relationships with employees.

Before the training, the managers filled online psychological tests - all three types of the Hogan inventory. During the training itself, model situations, role-plays and other activities allowed them to realize how their personality is reflected in various aspects of their work as managers and how their behavior could be understood by others. This helped them get a clearer idea of their managerial strengths and weaknesses. These were then included in personal development plans that we used in all subsequent training sessions implemented as part of the complex development program. Both participants and the bank appreciated the clear targeting of the program on what the managers themselves considered to be their strengths and barriers to a better performance.