Influencing policy (training slides from Fast Track Impact)
Top Level Management
1. Management
“Leaders aren’t born they are made…and they are made just like
anything else, through hard work.”
Coach Vince Lombardi
The reality of the modern
workplace is that it is
unpredictable and it is
complex.
J.R.D.TATA
2. The most essential element
of success in high risk
work environments is
competent and confident
leadership
5. The Nuts and Bolts
Values and Principles
“Not everything that is
countable counts, and
not everything that
counts is countable”
Albert Einstein
6. The Nuts and Bolts
Values and Principles
Lead By Example :-
A way to recognize field level leaders who model the values and
principles .
7. The Nuts and Bolts
Follower concepts
• Situation awareness
• Stress and attitude barriers
Leader of People concepts
• Decision-making and communication
• Teambuilding
Leader of Leaders concepts
• Managing group dynamics
• Detecting operational error
Leader of Organizations concepts
• Imparting command presence and intent
• Integration into team decision process
8. Leadership Principles
Know your job: People will follow a
competent person. Know what you do
not know and take corrective action.
Know yourself: Effective leaders know
their strengths and weaknesses, and
must recognize personal capabilities and
limitations.
Set the example: Must set the standard
for positive conduct and appearance both
on and off duty.
9. Leadership Principles
Care for people: If people believe they
are cared for, the leader is in a position
to earn their confidence, respect and
loyalty.
Communicate: Up, down and across.
Educate: People should be properly
trained to do their jobs.
Equip: Ensure team is equipped
properly.
10. Leadership Principles
Motivate: Greatest challenge is motivating
people to achieve high standards--motivation is
the force behind effective leaders.
Goal: Leaders must provide an environment
that fosters and rewards self-motivation.
Accept your responsibility: Leaders are
responsible for performing the unit’s mission--if
the unit fails, the leader is accountable for the
consequences.
Leaders must have the authority to match their
responsibility.
11. Leadership Principles
Develop teamwork: Leaders must mold
a collection of individual performers into
a cohesive team which works together
to accomplish the mission.
Teamwork results when people are willing to
put the mission before all else.
12. Four Realities of Managing Today
The only certainty today is change.
Speed, teamwork, and flexibility are
the orders of the day.
Managers at all levels need to stay
close to the customer.
Without continuous improvement
and lifelong learning, there can be
no true economic progress.
13. Working with and Through Others
Management is a social process in
which managers get things done by
working with and through others.
Shortcomings of “derailed”
managers
Problems with interpersonal
relationships
Failure to meet business objectives
Failure to build and lead a team
Inability to change and adapt during a
transition
14. Balancing Effectiveness and Efficiency
Effectiveness Efficiency
Entails promptly Entails balancing the
achieving a amount of resources
stated used to achieve an
organizational objective against
objective what was actually
Managers are accomplished
held responsible Managers must not
for attaining waste scarce and
objectives. costly resources.
15. Some Managerial Facts of Life
(with No Sugar Coating)
What Managers Lose the Right to Do
Lose their temper
Be one of the gang
Bring personal problems to work
Vent frustrations and express opinions at
work
Resist change
Pass the buck on tough assignments
Get even with adversaries
Play favorites
16. Some Managerial Facts of Life
(with No Sugar Coating)
What Managers Lose the Right to
Do (cont’d)
Put self-interests first
Ask others to do what they wouldn’t do
Expect to be immediately recognized
and rewarded for doing a good job
17. Learning to Manage
How Do Managers Learn to Manage?
By attending the school of “hard-knocks”
Making a big mistake
Being overstretched by a difficult assignment
Feeling threatened
Being stuck in an impasse or dilemma
Suffering an injustice at work
Losing out to someone else
Being personally attacked
23. Time Management
Requires a shift from being busy to
getting things done
Pareto principle = 80% of
unfocused effort results in 20% of
the results or 20% of focused
efforts results in 80% of the
outcomes
24. Why Team?
•The power of team is greater
than the individual
•Good team work will produce
synergy
25. What is a good team?
•Good teams define the problem before
jumping to solutions
•Good teams have some type of structure
with defined roles
•Good teams encourage new ideas and allow
issue related conflict
26. Ten Characteristics of a Team
Members understand why the team
exists.
Members must know what needs to be
done next.
Members know their individual roles.
Authority and decision-making lines
are clear and understood.
Conflict is managed carefully. Dealt
with openly with an attitude toward a
team member’s personal growth.
27. Ten Characteristics of a Team
Members feel their unique personalities are
appreciated and well utilized.
Group norms for working together are set and
seen as standards for every one in the groups.
Members find team meetings efficient and
productive and look forward to this time together.
Members know clearly when the team has met
with success and share in this equally and proudly.
Opportunities for feedback and updating skills are
provided and taken advantage of by team
members.
28. Guidelines for Effective Team Membership
Contribute ideas and solutions
Recognize and respect differences in others
Value the ideas and contributions of others
(Make it a joy to meet and solve issues).
Listen and share information (The more
each members knows, the better chance of
a solution).
Ask questions and get clarification (If you
don’t understand, find out why. Remember
the King who had no clothes. Better to
discover a problem before you begin the
make 1,000,000 copies).
29. More Guidelines for Effective Team Membership
Participate fully and keep your
commitments
Be flexible and respect the partnership
created by a team -- strive for the "win-
win" (Teams will support a solution if
they are part of the solution. Value the
difference in members).
Have fun and care about the team and
the outcomes. (Celebrate success).
30. Characteristics of a High-Performance Team
Participative leadership - creating
interdependence by empowering, freeing up
and serving others.
Shared responsibility - establishing an
environment in which all team members feel
responsibility as the manager for the
performance team.
Aligned on purpose - having a sense of
common purpose about why the team exists
and the function it serves.
High communication - creating a climate of
trust and open, honest communication.
31. More Characteristics of a High-
Performance Team
Future focused - seeing change as an
opportunity for growth.
Focused on task - keeping meetings and
interactions focused on results.
Creative talents - applying individual
talents and creativity.
Rapid response - identifying and acting
on opportunities.
32. Characteristics of a Good Team
Everyone participates actively and
positively in meetings and projects.
Everyone understands team goals.
Individual members have thought hard
about creative solutions to the problem.
Members are carefully listened to and
receive thoughtful feedback.
Everyone takes initiative to get things
done.
33. Characteristics of a Good Team
Each team mate trusts the judgment of the
others.
The team is willing to take risks.
Everyone is supportive of the project and of
others.
There is plenty of communication between
team members.
Team decisions are made using organized,
logical methods.
34. Characteristics of a Good Team
Everyone participates actively and
positively in meetings and projects.
Full team acceptance is expected as
decisions are made.
Dissenting opinions are recorded, and
may be revisited if future situations
dictate.
Team goals are given realistic time
frames.
Everyone is focused on the ultimate
goal of the project, while also digging
into the underlying details.
35. Secrets Of Successful Teams
COMMUNICATION
EXCELLENCE
FOLLOWERSHIP
UNDERSTANDING RULES
STRENGTHS & WEAKNESSES
FUN
COMMON GOAL AND VISION
APPRECIATION
36. “Successful Teams” Checklist Evaluation
Is there communication between coach and players and
from player to player?
Is your team committed to excellence?
Do those on the team know what it means to follow?
Does everyone on my team know their specific role?
Do the individuals on our team regularly operate out of
their strengths as opposed to their weaknesses?
Does our team take a break from time to time to just
have fun together?
Do we understand our common goals and vision? Can
we all state it (them)?
Is there a sense of and communication of genuine
appreciation among my team?
37. Final Thoughts… Remember, there is no I in TEAM
Peter Drucker said, “The leaders who
work most effectively, it seems to me,
never say "I." And that's not because
they have trained themselves not to say
"I." They don't think "I." They think
"we"; they think "team." They
understand their job to be to make the
team function. They accept responsibility
and don't sidestep it, but "we" gets the
credit. This is what creates trust, what
enables you to get the task done.”
38. Stages in Team Building
Forming
Storming
Norming
Performing
39. Leadership Traits
Intelligence Personality
More intelligent Verbal facility
than non- Honesty
leaders Initiative
Scholarship Aggressive
Knowledge Self-confident
Being able to Ambitious
get things done
Originality
Physical Sociability
Doesn’t see to Adaptability
be correlated
40. Leadership Styles
Delegating Selling
Low relationship/ High task/high
low task relationship
Responsibility Explain decisions
Willing employees Willing but unable
Participating Telling
High relationship/ High Task/Low
low task relationship
Facilitate Provide instruction
decisions Closely supervise
Able but unwilling
41. New Leaders Take Note
General Advice Challenges
Take advantage of Need
the transition knowledge
period quickly
Get advice and Establish new
counsel relationships
Show empathy to Expectations
predecessor Personal
Learn leadership equilibrium
42. New Leader Traps
Not learning Captured by
quickly wrong people
Isolation Successor
Know-it-all syndrome
Keeping
existing
team
Taking on
too much
43. Core Tasks
Create
Momentum
Master
technologies of
learning,
visioning, and
coalition
building
Manage oneself
44. Master The Art & Science
Learn from internal and external
sources
Visioning - develop strategy
Push vs. pull tools
What values does the strategy embrace?
What behaviors are needed?
Communicate the vision
Simple text - Best channels
Clear meaning - Do it yourself!
45. Manage Oneself
Be self-aware Types of help
Define your Technical
leadership style Political
Get advice and Personal
counsel Advisor traits
Advice is from
Competent
expert to Trustworthy
leader Enhance your status
Counsel is
insight
46. Leadership Styles
Definition Dimension Definitions
Leadership Task-motivated leaders
styles are -Concerned primarily with
reaching a goal
described as:
Relationship-motivated
Task motivated leaders - Concerned with
Relationship developing close
motivated interpersonal relationships
Leader Style Measurement Scale
Least Preferred Co-Worker (LPC) Scale
High = Relationship-motivated leader
Low = Task-motivated leader
47. Path-Goal Theory Approach
Focus Overall Scope
Path-goal theory is a Path-goal theory
complex but also provides a set of
pragmatic approach
assumptions about how
different leadership
styles will interact with
Leaders should
choose a leadership
subordinate
style that best fits characteristics and the
the needs of work situation to affect
subordinates and employee motivation
their work
48. Phases in Leadership Making
Graen & Uhl-Bien (1995)
Phase 1 Phase 2 Phase 3
Stranger Acquaintance Partner
Roles Scripted Tested Negotiated
Influences One Way Mixed Reciprocal
Exchanges Low Quality Medium Quality High Quality
Interests Self Self / Other Group
TIME
49. Transformational Leadership Factors:-The 4 “I”s
Idealized Influence
Describes leaders who act as strong role models for followers
Inspirational Motivation
Leaders who communicate high expectations to followers, inspiring them
through motivation to commitment and engagement in the shared vision of
the organization
Intellectual Stimulation
Stimulates followers to be creative and innovative; challenges
their own beliefs and values and those of leader and organization
Individualized Consideration
Leaders who provide a supportive climate in which they listen carefully
to the needs of followers
50. Leadership v/s. Management
Working on the system Working in the system
Create opportunities React
Seek opportunities Control risks
Change organizational rules Enforce organizational rules
Provide a vision to believe in Seek and then follow direction
and strategic alignment
Motivate people by satisfying Control people by pushing
basic human needs them in the right direction
Inspire achievement and Coordinate effort
energize people
Provide instructions
Coach followers, create self-
leaders and empower them
51. Leadership Management
Agenda Establishing Direction Planning/Budgeting
Develop future vision Develop detailed steps/ timetables
for results
Develop change strategies to
achieve vision Allocate necessary resources
Aligning People Organizing/Staffing
Network
Development Communicate directly by words Develop necessary planning,
for Agenda & deeds to those whose staffing, delegation structures
cooperation needed
Achievement Provide policies/procedures for
Influence creation of guidance and methods/systems for
coalition/teams that understand monitoring
& accept vision and strategies
Control/Problem Solving
Motivating/inspiring
Monitor results vs. plan in detail
Execution Energy to overcome barriers (ex.
Identify results/plan deviations and
Political resource, bureaucratic)
plan and organize to correct
to change by satisfying basic
needs
Tends to Produce Tends to Produce
Outcomes
Change often dramatic Order/predictability
Provides potential for very useful Key results expected by stakeholders
change (ex. New products)
52. The manager…; The
leader…
The manager administers; the leader innovates.
The manager maintains; the leader develops.
The manager accepts reality; the leader investigates it.
The manager focuses on systems and structures; the leader focuses on
people.
The manager relies on control; the leader inspires trust.
The manager has a short-range view; the leader has a long-range perspective.
The manager asks how and when; the leader asks what and why.
The manager has his or her eye always on the bottom line; the leader has his
or her eye on the horizon.
The manager imitates; the leader originates.
The manager accepts the status quo; the leader challenges it.
The manager is the classic good soldier; the leader is his or her own person.
53. Managers Versus Leaders –a 3rd person’s view
Managers Leaders
Are appointed to Are appointed or
their position. emerge from within
a work group.
Can influence
people only to the Can influence other
extent of the formal people and have
authority of their managerial
position. authority.
Do not necessarily Do not necessarily
have the skills and have the skills and
capabilities to be capabilities to be
leaders. managers.
Leadership is the process of influencing a group toward the
achievement of goals.
55. Elements of Transformational Leadership
Creating
Communicating
a Strategic
the Vision
Vision
Transformational
Leadership
Building Modeling
Commitment the Vision
56. Transformational Leaders…
Do not accept the status quo
Create a graphic and compelling vision of the
future
Act as role models
Are often referred to as “tough”
Energise and inspire others
Are said to be “charismatic”
Are very instrumental in times of turbulence /
crises
Provide sense of individual consideration
Provide stimulation (intellectual and emotional)
57. Level 5 Leadership Hierarchy
Level 5: Executive builds enduring greatness through a
paradoxical blend of personal humility and professional
will
Level 4: Effective Leader catalyses commitment to
vigorous pursuit of a clear and compelling vision,
stimulating higher performance standards
Level 3: Competent Manager organises people and
resources toward the effective and efficient pursuit of
predetermined objectives
Level 2: Contributing Team Member contributes
individual capabilities to the achievement of group
objectives and works effectively with others in a group
setting
Level 1: Highly Capable Individual makes productive
contributions through talent, knowledge, skills and good
work habits
63. Job , Role & Responsibility of a Manager
JOB:-System Implementation & System Enforcement.
ROLE :- Develop People , Product & Market . Modulate
team’s behavior – - Make them more predictable.
RESPONSIBILITY :-
a) Deliver Results on consistent basis.
b) Improve productivity & market share .
c) Lead & guide the team(You are on the job trainer).
d) Minimizing losses/wastage & increasing profits .
e) Ensure proper discipline & system is maintained.
f) Data/Reports analysis & give feedback .
g) Filling up vacancy with A Class people .
h) Team is no accident , it’s by product of Good
Leadership.
64. AIM,PURPOSE,GOALS & EXPECTATIONS
AIM :- To Deliver Results .
PURPOSE :- Making People Effective .
GOALS :- Responsible for Leading & Team
Building . Reducing Attrition Rate .
EXPECTATIONS :-Strong commercial acumen .
Analytical Skills . Developing & expanding the
distribution-channel to enhance product reach &
business targets .
Produce more and more managers and leaders.
65. Skills
• Strategic Science, pharmacy or
• Commercial focus life sciences
background
• Customer focus
Team player
• Attention to detail
• Writing skills Communication skills
• Presentation skills Training skills
66. A manager is a person in an
organization who directly supports and
helps activate the work efforts and
performance accomplishments of
others.
The people who managers help are the
ones whose tasks represent the real
work of the organization.
67. Levels of management
Top managers — responsible for
performance of an organization as a whole
or for one of its larger parts.
Middle managers — in charge of relatively
large departments or divisions.
Team leaders or supervisors — in charge
of a small work group of non-managerial
workers.
68. Responsibilities of team leaders:
Plan meetings and work schedules.
Clarify goals and tasks, and gather
ideas for improvement.
Appraise performance and counsel
team members.
Recommend pay raises and new
assignments.
Recruit, develop, and train team
members.
69. Responsibilities of team leaders
(cont.):-
Encourage high performance and
teamwork.
Inform team members about
organizational goals and expectations.
Inform higher levels of work unit needs
and accomplishments.
Coordinate with others teams and support
the rest of the organization.
70. Effective & Successful Managers
Successful managers – defined
operationally in terms of the speed of their
performance within the organisation
Effective managers – defined in terms of
the quantity & quality of standards of
performance & the satisfaction &
commitment of subordinates
71. The golden rule management
philosophy
Trust people fairly but according to merit
Make others feel important
Motivate people by praise
Encourage feedback
Sandwich every bit of criticism between
two layers of heavy praise
Have an open-door philosophy
Help other people get what they want
Never hide behind policy or pomposity
74. High performing managers …
Are well informed of their team’s
needs.
Work alongside those they supervise.
Provide advice and develop support for
their team.
Help their people perform to the best of
their abilities.
78. OldManager New Manager
Thinks of self Thinks of self as
as manager or sponsor, team
boss leader, or internal
consultant
Follows chain
of command Deals with anyone
necessary to get job
Works within a done
set
organizational
Changes
structure organizational
structure in response
to market change
79. Old Manager New Manager
Invites others to
Makes most join in decision
decisions alone making
Hoards information Shares
information
Tries to master
broad
Tries to master one array of
major discipline disciplines
Demands long Demands results
hours
80. Assessing a manager’s effectiveness
Meeting important
The strength of
motivation & the morale deadlines
of staff
Accuracy of work
The success of their Level of complaints
training & development
Adherence to quality
The creation of an standards
organisational
environment in which Productivity
staff work willingly &
effectively Adhering to set
budgets
81. Essential managerial skills
Skill — the ability to translate knowledge into
action that results in desired performance.
Technical skill — the ability to apply a special
proficiency or expertise to perform particular
tasks.
Human skill — the ability to work well in
cooperation with others.
Conceptual skill — the ability to think critically
and analytically to solve complex problems.
83. Managerial Skills
A manager’s specialized areas
Technical
of knowledge and expertise, and
Skills
the ability to apply that knowledge
A manager’s interpersonal skills
Human Relations
used to accomplish goals through
Skills
the use of human resources
A manager’s ability to view the
Conceptual organization as a whole, understand
Skills the interdependencies, and its
relation to external environment
84. The Importance of Managerial Skills
Conceptual Skills Human Skills Technical Skills
Top Management
Middle
Management
Supervisory
Management
Very important Not as important
85. Managerial competency …
A skill-based capability that contributes
to high performance in a management
job.
Managerial competencies are implicit
in:
Planning, organizing, leading, and
controlling.
Informational, interpersonal, and
decisional roles.
Agenda setting and networking.
86. Competencies for managerial
success:
Communication
Teamwork
Self-management
Leadership
Critical thinking
Professionalism
88. Managerial Roles
Liaison Role
Interpersonal relationships outside of authority area
Information Roles
Monitor
Disseminator
Spokesperson
Decision Roles
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
89. Managerial Roles
Informational Roles
Monitor Gathers information relevant to organization
Disseminator Provides information where it is needed
Spokesperson Transmits information to people outside the organization
Interpersonal Roles
Figurehead Represents the company in a symbolic way
Leader Guides and motivates employees to achieve goals
Liaison Acts as a go-between among individuals, inside and outside
Decisional Roles
Entrepreneur Searches out new opportunities and initiates change
Disturbance Handler Handles unexpected events and crises
Resource Allocator Designates use of organizational resources
Negotiator Represents the company at negotiating processes
90. The Managerial Process
An
g/ Pr tic
in ob ip
w g
ie in le at
ev ng
R a
m in
s g
Ch
Managerial
Process
Gu Cycle
ti ng
Pe idi a
rs ng in es
on rd rc
ne oo ou
C es
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R
1 90
91. Leadership
The process of guiding and
motivating others toward the
Leadership achievement of organizational
goals.
92. Leadership Styles of Managers
Amount of authority held by the leader
Free-Rein
Autocratic Style Participative Style
(Laissez-Faire) Style
Amount of authority held by group members
93. Leadership Style
The most effective leadership style depends on:-
Characteristics of the subordinates
Complexity of the task
Source of the leader’s power
Stability of the environment
94. The Control Process
5. 1.
Use information Set
to set up future
performance
performance
standards standards
and goals
4.
2.
Take
Measure
corrective
performance
action
3.
Compare actual
performance
to established
standards
5
94
95. The Rational Model
1. Define and
diagnose the
problem 2. Set goals
7. Follow up
and control
3. Search for
External and alternative
solutions
internal
6. Implement the
solution selected Environ. forces
5. Choose
4. Compare and
among
evaluate solution
alternative
solutions
96. Importance of Control Process
1. Helps manager determine planning ,
organizing & leading .
2. Directs employees behavior towards
achieving organizational goals.
3. Provides a mean of co-ordinating
employees activity & integrating
resources .
97. The Decision-Making Process
1. Define the problem
2. Identify possible solutions
3. Select one or more alternatives
4. Put the plan into action
5. Follow up to see if problem is solved
98. Decision Types
Effective managers make various kinds
of decisions. In general, these decisions
are either
Programmed decisions
Non-programmed decisions
99. Programmed Decisions
A decision that is repetitive and routine
A definite method for its solution can be
established
Does not have to be treated a new each
time it occurs
Procedures are often already laid out
Examples: pricing standard customer
orders, determining billing dates,
recording office supplies etc.
100. Non-programmed Decisions
A decision that is novel (new or unique)
or Ill structured
No established methods exist, because it
has never occurred before or because
It is too complex
102. Non-programmed Decisions
Are “tough” decisions that involve risk
and uncertainty and
call for entrepreneurial abilities
Such decisions draw heavily on the
analytical abilities of the manager
Examples: Moving into a new market,
investing in a new unproven technology,
changing strategic direction
103. Time is a Valuable Resource, A
Most Precious Commodity
Every human on earth – Bill Gates,
Barak Obama, and you – all have
the same amount of time:
60 seconds in a minute
60 minutes in an hour
24 hours in a day
Time cannot be saved or stored.
It is not how much we have, but rather the way we use it.
The bottom line is how well we use it.
104. The Heart of Time Management is
Management of Yourself.
Time management is more than just managing
our time; it is managing ourselves in relation to
time.
It is setting priorities and taking charge of your
situation and time utilization.
It means changing those habits or activities
that cause us to waste time.
It is being willing to experiment with different
methods and ideas to enable you to find the
best way to make maximum use of time.
105. Time Management is the Act of
Controlling Events.
Essentially everything we do
requires time.
Some events/activities are
externally controlled: meetings, family
obligations, work duties.
Other activities are internally
controlled: chatting on the phone,
commitment to a club or project, or just
“messing around.”
106. Good Time Management is:
Setting smart goals that can be
realistically accomplished.
Establishing priorities.
Assuming full responsibility for your
use or abuse of the valuable
resource known as time.
107. Challenges of Managing Time
Do Not Create Impossible
Situations:
Attempting to work a full 40-hour week
and taking a full academic load.
Review your outside obligations.
Examine each of these realistically as you
prepare for each semester’s schedule.
108. Challenges of Managing Time
Define your priorities
All successful time management begins with planning.
Use a weekly calendar and a daily “To Do” list.
Write down all of the things you want to accomplish
today, including personal activities such as phone calls
and shopping.
This list is a reminder.
Use it to set daily priorities – what must be done today?
What can wait? Write a new list each morning.
Use it to visualize what you must do in that new day,
providing focus for your day’s activities.
109. Challenges of Managing Time
Avoid distractions and lack of
focus
Identify areas of wasteful use of time.
Do you put off doing important tasks?
If you do-That is called procrastination.
110. Challenges of Managing Time
Are you overwhelmed by the
current crisis of imminent
deadline?
3. Crisis management, or lack of, leaves no
time for routine matters or enjoyment of
the simpler things in life.
111. Challenges of Managing Time
Are you plagued by lack of
concentration and focus?
This constant floundering could be offset
by creating daily “To Do” lists and lists of
weekly, monthly and long-term goals.
112. Challenges of Managing Time
What about emotional blocks that
interfere with academic success?
These include boredom,
daydreaming, stress, guilt, anger
and frustration.
These emotions can all reduce
concentration in the classroom.
113. Assume Full Responsibility for
Managing your Time
Avoid a noisy or disruptive atmosphere
when you study.
Discipline yourself to limit “time monsters”
like the telephone or the T.V.
Establish priorities and do not let others
distract you from completing your tasks.
Sometimes you have to tell family and
friends “no.”
Keep your “To Do” list handy, and stick to
it!
114. Time Management
Please keep in mind that practice
makes perfect. Try to make these
time management tips part of your
everyday habits.
115. DOCTOR CONVERSION
Human Beings are change
resistant .
Identify Dr’s need …..
(Emotional/Materialistic.)
Customer trust is not an
option … it is an matter of
survival.
Trust can’t be copied,
duplicated or taken away by
competitors .
Build trust through :-
a) Consistency,
b) Need Satisfaction,
c) Effective Communication,
d) Reliability .
116. DOCTOR CONVERSION (Contd.)
Walk the Talk (Match your behavior &
words).
Sell yourself first .
Don’t be product centric.
Ascertain his need .
Be honest , humble & sincere .
Be upfront-even if the answer is
negative .
Adhere to your commitment .
Accept onus & responsibility .
Be there with customer in “crisis” .
Get approval from influencers-
increase reliability .
Keep adding value to yourself
(develop your knowledge & skills).
117. DOCTOR CONVERSION (Contd.)
The phases of Dr. Conversion
are as follows :-
SUSPECT
PROSPECT
CUSTOMER
CLIENT
SUPPORTER
ADVOCATE
PARTNER.
Your job is maintaining the
customer loyal ; and, at a level
“beyond the reach of your
competitors”.
Strike a balance between
conversion v/s retention.
118. “ The woods are lovely, dark and deep . But I have promises to keep,
and miles to go before I sleep. ”
- Robert Frost
What: Info sharing regarding the WFLDP Why: A program that can help individuals working in high risk work environments develop universal leadership skills How: History of program Intent of the program Overview of basic program components End State: Provide an improved awareness of the WFLDP
Lets begin by looking at these three terms. I am sure everyone will have their own take on the definition and relationship of these three activities. Some will think they are the same and some will think they are very different. But I think that you manage things and money, supervise tasks, and lead people…all are important. But, if you don’t lead your people the other two will prove to be very difficult.
The first component is the Leadership Values and Principles. We know that it is not possible to fully quantify good leadership because much of it is an art. But these describe effective leadership behaviors…they provide the vision. The values and principles give a consistent anchor point for all the rest of the program: Each of us defers to our values when there is a difficult decision to be made. Duty, Respect, and Integrity are the values that provide a compass to help leaders do the right thing even when no one is watching. Duty is about your job, Respect is about your co-workers, and Integrity is about yourself. The 11 Leadership Principles are the day to day actions that support those values.
The wildland fire service has many good leaders who model these values and principles. Out ability to establish command and control of new incidents is studied and modeled by many organizations. The Paul Gleason Lead by Example Award program was established to provide recognition of that fact. The award is drawn from nominations that are submitted from individuals who work in the field.
The formal courses in the curriculum were designed to address specific challenges that individuals face as they move into positions of increasing leadership responsibility...moving from individual team member behaviors to team building techniques to team command and control concepts.
This is exactly the same as the previous, but in simpler language.
In order to achieve results a plan must be established Jumping into your work without a plan is like starting a journey without looking at a map
As the team matures, members gradually learn to cope with each other and the pressures that they face. As a result, the team goes through the fairly predictable stages noted on the slide.
A skill is the ability to do something proficiently. Managerial skills fall into three basic categories: conceptual, human relations, and technical skills. The degree to which each type of skill is used depends upon the level of the manager’s position. In the growing global marketplace, managers need special skill sets to deal with global management issues.
A role is a set of behavioral expectations, or a set of activities that a person is expected to perform. Managers’ roles fall into three basic categories: informational roles, interpersonal roles, and decisional roles.
In a global marketplace where the rate of change is rapidly increasing, flexibility and adaptability are crucial to the managerial process. This process is based in four key functional areas of the organization: planning, organization, leadership, and control. From this perspective, the managerial process can be described as 1) anticipating problems and designing plans to deal with them, 2) coordinating and allocating the resources needed to implement plans, 3) guiding personnel through the implementation process, and 4) reviewing results and making any necessary changes. This last stage provides information to be used in ongoing planning efforts, and thus the cycle starts over again.
Leadership, the third key management function, is the process of guiding and motivating others toward the achievement of organizational goals. Managers are responsible for directing employees on a daily basis as the employees carry out the plans and work within the structure created by management. Organizations need strong effective leadership at all levels to meet goals and remain competitive.
Individuals in leadership positions tend to be relatively consistent in the way they attempt to influence the behavior of others. This pattern of behavior is referred to as leadership style. There are three distinct leadership styles. Autocratic leaders are directive leaders, allowing for very little input from subordinates. These leaders prefer to make decisions on their own. Information typically flows one way: from manager to subordinate. The military is generally autocratic. Participative leadership is a leadership style in which the leader shares decision making with group members and encourages discussion of issues and alternatives. The three types are described on the following slide. Free-rein or laissez faire (French for “leave it alone”) leaders turn over all authority and control to subordinates. Employees are assigned a task and given free rein to figure out the best way to accomplish it. This approach is sometimes with highly trained professionals. There is no one best leadership style.
There is no one best leadership style. The most effective style depends on several elements, such as the ones shown on this slide.
Controlling is the process of assessing the organization's progress toward accomplishing its goals. It includes monitoring the implementation of a plan and correcting deviations of that plan. Controlling can be visualized as a cyclical process made up of five stages, as shown on this slide. Performance standards are the levels of performance the company wants to attain. These goals are based on its strategic, tactical, and operational plans. Effective performance standards state a measurable behavioral objective that can be achieved in a specified time period. Why is controlling such an important part of a manager’s job? It helps managers to determine the success of the functions of planning, organizing, and leading. Second, control systems direct employee behavior toward achieving organizational goals. Third, control systems provide a means of coordinating employee activities and integrating resources throughout the organization.
In every function performed, role taken on, and set of skills applied, a manager is a decision maker. Decisions fall into two basic categories: Programmed--made in response to routine situations. Nonprogrammed—decisions to infrequent, unforeseen, or unusual problems or opportunities Regardless of the decision type, managers typically follow these five steps in the decision-making process.