Half day open training event held in Hamilton, Canada.

1. Becoming a better people manager
by Toronto Training and HR
April 2014

2. CONTENTS
3-4 Introduction
5-7 Pain points for new managers
8-9 Management development
10-11 Internal coaching
12-15 Fostering self-esteem in others
16-17 Organizational factors contributing to self-esteem
18-23 Avoiding real and perceived misconduct
24-27 Strategies for successful managers
28-31 What must a planning task force do?
32-34 Putting together a planning task force
35-36 “Stop doing this and start doing that…please”
37-38 How to develop a team culture
39-41 Encouraging creativity
42-46 Being a strong communicator
47-48 An effective business report
49-50 What does a good plan look like?
51-53 What does a good strategy look like?
54-55 Conclusion, summary and questions
Page 2

3. Page 3
Introduction

4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers

5. Page 5
Pain points for new
managers

6. Pain points for
new
managers
1 of 2
• Prioritization
• Delegation
• Addressing performance
issues
• Managing former peers
• Decision making
• Leadership style
• Networking
• Creating a vision and
leading change
Page 6

7. Pain points for
new
managers
2 of 2
• Developing a broader
perspective
• Influencing within a
political culture
Page 7

8. Page 8
Management development

9. Management
development
• Definition
• Management
competences
• Formal learning
interventions
Page 6

10. Page 10
Internal coaching

11. Internal
coaching
• Senior leadership support
• Learning culture/positive
focus
• Business need
• Moderate amount of
structure
• Multiple levels of
measurement
• Confidentiality
Page 11

12. Page 12
Fostering self-esteem in
others

13. Fostering self-
esteem in
others 1 of 3
• Reaffirm subordinates‟
worth to the
organization; offer praise
and give constructive
criticism
• Trust subordinates to
perform a job well
without having their
progress monitored
every minute, and
without constant
suggestions
Page 13

14. Fostering self-
esteem in
others 2 of 3
• Make pay increases
based on objective merit
and not favouritism
• Design work so
employees can
experience success
• Offer enriched work
which challenges the
knowledge, skills and
abilities of the individuals
Page 14

15. Fostering self-
esteem in
others 3 of 3
• Employees should not be
restricted by so many
rules they feel like they
have no discretion
• Provide high-quality ad
relevant training
programs
Page 15

16. Page 16
Organizational factors
contributing to self-
esteem

17. Organizational
factors
contributing to
self-esteem
• Supervisory support and
respect
• Organization structure
• Enriched work
• Adequate resources
• Co-worker support
Page 17

18. Page 18
Avoiding real and
perceived misconduct

19. Avoiding real
and perceived
misconduct
1 of 5
• Avoid risky places and
situations
• Be careful whom you
associate with
• Socialize in groups
• Always have a witness
when meeting „privately‟
with an employee or
customer of the opposite
sex
• Be paranoid about what
you post online
Page 19

20. Avoiding real
and perceived
misconduct
2 of 5
• Be friendly but not overly
familiar
• Be generous with praise for
exemplary performance,
but be cautious about
compliments of appearance
or attire that may be
misinterpreted
• Try to include spouses and
significant others at office
parties
Page 20

21. Avoiding real
and perceived
misconduct
3 of 5
• Avoid drugs and manage
alcohol, instead of allowing
it to manage you
• Don‟t flirt, tease or try to
be „sexy cute‟
• Watch how you dress
• Be cautious about
overnight travel with peers
or employees of the
opposite sex
Page 21

22. Avoiding real
and perceived
misconduct
4 of 5
• Be careful about working
late with an employee of
the opposite sex
• Rebuff any inappropriate
advances immediately and
firmly
• Cultivate one trusted
confidante who will tell you
the truth about what
they‟re saying about you
„out there‟
Page 22

23. Avoiding real
and perceived
misconduct
5 of 5
• If you feel you have to lie
about any behaviour, don‟t
do it
• When considering any form
of questionable or
borderline behaviour, ask
yourself how would this
look to your spouse? Your
mother? Your boss?
Page 23

24. Page 24
Strategies for successful
managers

25. Strategies for
successful
managers
1 of 3
• Successful managers
believe they are ultimately
responsible for their team‟s
success and failures
• Successful managers lower
their expectations of others
• Successful managers
motivate others to think
creatively
• Successful managers help
others achieve their goals
and dreams
Page 25

26. Strategies for
successful
managers
2 of 3
• Successful managers
challenge their
assumptions
• Successful managers set
written performance
standards
• Successful managers
accept no excuses for lousy
performance
• Successful managers lead
by example
Page 26

27. Strategies for
successful
managers
3 of 3
• Successful managers
motivate others to take
action
• Successful managers
create strong relationships
with employees
Page 27

28. Page 28
What must a planning task
force do?

29. What must a
planning task
force do?
1 of 3
• Appoint a leader and
commit to working
together unselfishly
• Know the purpose of the
task force and
management‟s desired
goal
• Understand fully the
problem to be solved
Page 29

30. What must a
planning task
force do?
2 of 3
• Assign duties to each
individual task force
member and establish
realistic timelines
• Gather relevant data
• Create a flexible mindset
and be receptive to
feedback
• Be aware of
internal/external limitations
• Keep the plan simple and
transparent
Page 30

31. What must a
planning task
force do?
3 of 3
• Statement of the final plan
must be highly organized
and well written
• The leader presents a final
and comprehensive plan
that incudes the problem,
objective and strategy
Page 31

32. Page 32
Putting together a
planning task force

33. Putting
together a
planning task
force 1 of 2
• Seven people
• At least three non-
managers
• Each member should be a
good report writer
• Designing a good plan to
solve a problem is
somewhat like detective
work
• Problem solving requires
thinking out of the box
and breaking new ground
Page 33

34. Putting
together a
planning task
force 2 of 2
• Make sure one member is
designated as the leader,
and has the authority to
keep the team on task
• A successful task force is
vigorous
Page 34

35. Page 35
“Stop doing this and start
doing that…please”

36. “Stop doing
this and start
doing
that…please”
• Make your proposals
timely
• Break the news gradually
• Don‟t exaggerate the
issue
• Tell the whole story
• Accent the positive
• Don‟t „oversell‟
• Invite comments
Page 36

37. Page 37
How to develop a team
culture

38. How to
develop a
team culture
• Emphasize team goals
• Link individual
accomplishments to
team goals
• Accent cooperation
• Share the credit for the
success of the team
Page 38

39. Page 39
Encouraging creativity

40. Encouraging
creativity
1 of 2
• Put yourself into the
other person‟s shoes
• Assume you know
nothing about what
solution is needed
• Actively try to
understand what people
are saying
• Ask dumb questions
• Want to listen
• Be open to suggestions
Page 40

41. Encouraging
creativity
2 of 2
• Check out the conditions
that caused the problem
• Involve everyone in the
process while listening
for a solution
• Provide quick feedback
and acting on what you
have heard
Page 41

42. Page 42
Being a strong
communicator

43. Being a strong
communicator
1 of 4
• Do you frequently have to
explain your letters with
follow-up correspondence
or telephone calls?
• Do you favour short, direct
words over multisyllabic
ones…or do you believe
your position dictates the
use of gobbledygook?
• Are you dissatisfied with
your correspondence until
it says precisely what you
want it to say?

44. Being a strong
communicator
2 of 4
• Do you state your ideas
within a familiar context?
• Do you present your ideas
and the facts to back them
up in a logical sequence?
• Do you recognize listening
as an active and not
passive communication
skill?
• Do you watch speakers for
non-verbal clues to their
meanings?
Page 44

45. Being a strong
communicator
3 of 4
• Before answering a
speaker, are you usually
certain you have taken in
his point of view?
• When giving instructions,
do you frequently assume
more knowledge on the
part of your employee than
he or she actually
possesses?
Page 45

46. Being a strong
communicator
4 of 4
• Do you break
complicated procedures
down to more easily
understood sub-steps?
• Do you speak clearly,
without slurring or
mispronouncing words?
• Do you talk too fast or
too slowly for
comprehension?
Page 46

47. Page 47
An effective business
report

48. An effective
business
report
• What is the report about
and who wrote it?
• What does it contribute?
• What are its conclusions
and recommendations?
• What are the
implications for the
company?
Page 48

49. Page 49
What does a good plan
look like?

50. What does a
good plan look
like?
• Describe the problem
• Explore the root causes
• Identify the goal
• Explore several
strategies to reach the
goal
• Select the best strategy
to accomplish the goal
Page 50

51. Page 51
What does a good strategy
look like?

52. What does a
good strategy
look like?
1 of 2
• Identify the actions
needed to implement the
chosen strategy
• Organize steps into
logical and efficient
sequences
• Work out logistics,
resources and task
assignments
Page 52

53. What does a
good strategy
look like?
2 of 2
• Establish a measurement
for determining strategy
effectiveness and
eventual success
• Set up process that can
monitor progress and
make corrections that
deviate from strategy
Page 53

54. Page 54
Conclusion, summary and
questions

55. Page 55
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions