Half day open training event held in Mississauga, Ontario.

1. Managing to achieve results
by Toronto Training and HR
March 2014

2. CONTENTS
3-4 Introduction
5-7 Leader or manager?
8-9 What do effective managers do?
10-11 Motivation and focus
12-14 Unlearning some important lessons
15-16 Management conversations
17-18 Analytics-based decision-making
19-20 Handling grievances
21-22 Selling to your subordinates
23-24 Goal congruence
25-26 Self-awareness
27-29 Pinpoint personality hazards
30-32 Managing volunteers
33-34 Neural networks
35-36 Matrix management
37-38 Collaboration overload
39-40 Inappropriate knee-jerk responses
41-42 Crisis management
43-44 Appreciative Inquiry
45-46 Issues for managers in Canada
47-48 Managing at Google
49-50 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
Leader or manager?

6. Leader or
manager?
1 of 2
LEADERS
• Visionary
• Collaborator
• Salesperson
• Negotiator
Page 6

7. Leader or
manager?
2 of 2
MANAGERS
• Captain
• Analyst
• Conductor
• Controller
Page 7

8. Page 8
What do effective
managers do?

9. What do
effective
managers do?
• The manager as juggler
• Managing change
• Focus on the customer
and deliver objectives
• Engage employees
• Nurture and grow the
team
• Communicate
• Proactive decision-making
• Deploy resources wisely
Page 9

10. Page 10
Motivation and focus

11. Motivation
and focus
• Promotion-focused
people
• Prevention-focused
people
• When personalities
don’t match
Page 11

12. Page 12
Unlearning some
important lessons

13. Unlearning
some
important
lessons 1 of 2
• Follow conventional
wisdom
• The customer is always
right
• Perception is reality
• Always do your best
• Stick with the facts
• Bigger (more) is better
• The boss is always right
• Don’t put things off
Page 13

14. Unlearning
some
important
lessons 2 of 2
• Workers demand
empowerment
• There can be only one
leader
Page 14

15. Page 15
Management
conversations

16. Management
conversations
• Two perspectives
• Three components
• Discussing the topic
• Being concise
• Leading the conversation
Page 16

17. Page 17
Analytics-based decision-
making

18. Analytics-based
decision-making
• Recognize the
problem or question
• Review previous
findings
• Model the solution
and select the
variables
• Collect the data
• Analyze the data
• Present and act on
the results
Page 18

19. Page 19
Handling grievances

20. Handling
grievances
• What good managers do
• Meeting with union
representatives
• Essentials of a grievance
fact sheet
Page 20

21. Page 21
Selling to your
subordinates

22. Selling to your
subordinates
• Confidence
• Trust
• Faith
• Motivation
• Enthusiasm
Page 22

23. Page 23
Goal congruence

24. Goal
congruence
• Constructive
• Destructive
• General principles for
effective functioning
Page 24

25. Page 25
Self-awareness

26. Self-
awareness
• The attention shift
• Post-interaction
awareness
• Identifying the triggers
• Self-management under
pressure
Page 26

27. Page 27
Pinpoint personality
hazards

28. Pinpoint
personality
hazards 1 of 2
• Are there things you do
on a daily basis that
have become automatic?
• What actions do you
take regularly that you
are rewarded for the
most?
• What behaviours, if
ignored, would cause the
most trouble for you?
Page 28

29. Pinpoint
personality
hazards 2 of 2
• Have you separated
management behaviours
from interpersonal
behaviours?
• Do you like to manage
the lives and behaviours
of family and friends?
• In social situations, do
you counsel, analyze and
advise more than is
necessary or even asked
for?
Page 29

30. Page 30
Managing volunteers

31. Managing
volunteers
1 of 2
• Build on their passion
• Give volunteers
meaningful work to do
• Get to know your
volunteers personally
• Provide volunteers some
perks
Page 31

32. Managing
volunteers
2 of 2
• Be generous with praise
and recognition
• Listen to volunteers and
follow-up on their ideas
• Make it easy and make
it fun
• Create a culture of
acceptance
Page 32

33. Page 33
Neural networks

34. Neural
networks
• The default network
• The reward network
• The affect network
• The control network
Page 34

35. Page 35
Matrix management

36. Matrix
management
• What is a matrix
structure?
• What is matrix working?
• Drivers
• Additional complexity
• Clarity and flexibility
• Modes of cooperation
• Accountability and
control
• The matrix mindset
• The matrix skillset
Page 36

37. Page 37
Collaboration overload

38. Collaboration
overload
• Definition
• Pitfalls of improving
collaboration
• Reducing network
overload by rebalancing
collaboration demands
Structural concerns
Behavioural concerns
Page 38

39. Page 39
Inappropriate knee-jerk
responses

40. Inappropriate
knee-jerk
responses
• Appearing
unapproachable
• Questions to ask oneself
• Checklist
Page 40

41. Page 41
Crisis management

42. Crisis
management
• Consider the human
factor
• Gather adequate
information to support
decision-making
• Act quickly and decisively
• Recognize you are your
own worst problem
• Good information is
essential to make
decisions
• Act decisively
Page 42

43. Page 43
Appreciative Inquiry

44. Appreciative
Inquiry
THE 5D APPROACH
• Define
• Discover
• Dream
• Design
• Deliver
Page 44

45. Page 45
Issues for managers in
Canada

46. Issues for
managers in
Canada
• Guarding against
becoming obsolete
• Harness change through
communication
• Keep up with workplace
changes
• Handle reactions to
change
• Train on new technology
• Focus on human
resources topics
Page 46

47. Page 47
Managing at Google

48. Managing at
Google
• Key behaviours
demonstrated by the
most effective managers
• Specific activities and
best practice
• Feedback reports on a
semi-annual basis
• Comments and taking
action
Page 48

49. Page 49
Conclusion, summary and
questions

50. Page 50
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions