The Truth About Managing People

The Truth About Managing People This is the eBook version of the printed book.“The premiere writer of management textbooks has sifted through the research to extract the truths every manager should know. This book is an antidote for the unsupported opinions handed out in many popular management books.” Kenneth W. Thomas, Professor of Management, Naval … Read more

Secret of Change Management – motivation, leadership skills, development, styles and business strategy – motivational conference keynote speaker – speech by Patrick Dixon

todays crazy world www.globalchange.com How to make things happen – change management, motivating people, leadership styles – motivational speech by Patrick Dixon.

Management Development Training for Men and Women – is There Any Difference?

So is this difference in style just a perception or is it based on any evidence?

We are aware of the animal studies than show the differences in behavior between males and females that have characterized females as being more nurturing and of males classically exhibiting aggressive, dominant “A”€ type behavior -€“ but how far do these results transfer across to management roles in organizations?

We also know that there are differences in some physical performance aspects of men and women which have to be taken account – especially in occupations where physical strength and stamina is important e g The Army, The Fire Brigade

When we look at some of the more sophisticated Psychometric tests measuring personality characteristics such as 16pf, we do know that there are some gender differences which are significant enough for us to use different norm tables for men or women in order to normalize any comparative results.

So if we accept that there are some gender based differences in managerial style and approach should we then provide different forms of management development training for man and women?

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CoachingOurselves: Management Development

CoachingOurselves is a management development coaching program co-created by Professor Henry Mintzberg, a renowned academic and author on organizations and management, and Phil LeNir, former director in a global high-tech firm. with inflation running dr oz metforminlegit payday loans onlinepayday loan no credit check direct lender The peer-to-peer coaching approach is a highly effective method … Read more

Overt and Covert Influencing

These days everyone has to be able to influence in some aspect of their lives, be it the workplace or on the personal front. Good influencing is a great skill to have and some people are just naturally adept at it. Whether using a charm initiative, empathy, business acumen, humour, persuasiveness, even persistence, there are all kinds of ways to influence.

There’s one aspect of influencing that might help you prepare your influencing strategy more effectively, and that’s to look at the whole arena in terms of overt or covert influencing.

Here’s how we define the difference.

In overt influencing both you and ‘influencee’ know what’s happening; both of you are conscious of what’s going on. It’s like flirting: you know your doing it and the recipient knows as well.

In the case of influencing it’s as though everyone’s cards are on the table: everyone knows what hand the other ‘holds’.

There tends to be a free exchange of useful information that will be mutually beneficial and all parties prefer things to be transparent. Along with that, agendas and goals are also clear and agreed and the influencing ‘play’ if you will is about how to ‘get there’.

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Management Development Makes Managers Better

In today’€™s fast-paced work environment, many managers are thrust into leadership roles without formal training.  Their success, or lack of it, has a tremendous impact on profitability. A recent Gallup survey of more than 1 million employees found that the most prevalent cause for people leaving their jobs is their immediate supervisor and that poorly managed workgroups are an average 50 per cent less productive and 44 per cent less profitable than well-managed groups.

Management development can be used to improve poor management practices and leadership development at any point in the employee lifecycle.  By keeping a record of your employees’€™ talents, skills and preferences, you will be able to help your managers become better managers.  Management development will also help you effectively manage, motivate and retain your talent.

With objective, quantifiable data about individual employees, you can make the best possible employee development and training decisions. By identifying employees who need improvement, the areas in which they need further development and the progress they have made toward improving the necessary skills, you can set your organization up for future success.  Management development works in three parts:

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Management Development

It’s not easy being a manager.  Where, in times of trouble, does the business buck get stopped?  With the manager.  Who, when things go well, ends up with the burden of expectation that, from now on, above-average performance becomes the norm?  The manager.  And who gets nailed from all sides, when those new averages can’t be maintained?  Got it in one.

The manager is responsible for the performance, or non-performance of all staff – despite the fact that, as often as not, the manager has had promotion thrust upon them, pulled, like Macbeth, into a web of forces beyond their control.  This, then, is where management development comes in.  Management development allows companies to train their (often reluctant) managers – giving them the tools to make their lives a lot easier and company productivity a lot better.

Management development, like most work-related training programs, can be undertaken with minimal disruption to the daily running of an office or store.  Good management development courses are tailored to the needs of the company in question – so one management development model might be on-site training for store managers, while another might involve single-day seminars for mid-level office management.  In all cases, management development training focuses on a Sun Tzu-esque single-minded issue – teaching normal people to lead.

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