Welcome to

Personal Effectiveness
for Managers

Tutor: Nigel Douch

House keeping…
Fire Exits

Theatre

Food Hall

Rest Rooms

Entrance
Reception
What we’ll cover

Day One

• Management and Leadership

• Managing Behaviour
• Using Emotional Intelligence to Improve Effectiveness
• Managing Assertively
• Strengths v Stretches
• Self and Time Management
• Application tools
What we’ll cover

Day Two

• Motivating self and others

• Meetings in the dealership
• Disciplining/training/coaching
• Appraisals and Interviews
• Problem Solving/Decision making
• Personal Continuous Learning Programme
So what are the challenges facing dealerships?
Management and Leadership

The Payoffs of Excellence

• To the Business?
• To You?

'Those who turn good organisations into great

organisations are motivated by a deep creative urge
and an inner compulsion for sheer unadulterated
excellence for its own sake.'
--Jim Collins
Management and Leadership
Are you a Manager or a Leader?
“No man is fit to command another
that cannot command himself”

William Penn
Management and Leadership

What’s Expected of You?

Manage
Tasks

Manage Manage
People Self
Management and Leadership

What Do Leaders Do?

 Create direction

 Act as an example

 Communicate effectively

 Get the best out of people

 Create emotional alignment

 Act as change agents

 Handle crisis
Management and Leadership

Aspects of Your Role

 Administration and systems

 Maintain company image

 Maintain profit

 Uphold company values

 Maintain Production Quality

 Deliver Customer service

Management and Leadership

What More Does Your Role Involve?....

 Anticipating the need to change

 Being proactive in solving problems

 Seeking innovation

 Thinking outside the box

 Providing inspiration

 Challenging the status quo

Management and Leadership

EFFECTIVENESS EFFICIENCY

doing the right things and doing things right

Variables Influencing Individual Behavior

The Person
• Skills & abilities The Environment
• Personality • Organization
• Perceptions • Work group
• Attitudes • Job
•Values • Personal life
• Ethics

Behavior
B = f(P,E)
Managing Behaviour

The 5 ‘Why?’s

• Looking for the root cause

 Managing Behaviour

The Foundations of Behaviour

My Attitude

Your Behaviour My Behaviour

Your Attitude
Managing Behaviour
The Johari Window
Managing Behaviour

So, who do you think you

are?
• The Myers Briggs Analysis
Personal Strengths & Stretches
The Opportunities The Threats

Which
Which threats
threats can
can be
be turned
turned in
in to
to opportunities?
opportunities?
The SWOT Analysis

My Strengths My Weaknesses

Which
Which of
of your
your strengths
strengths can
can be
be Can
Can weaknesses
weaknesses stop
stop you
you from
from
used
used to
to combat
combat threats?
threats? exploiting
exploiting opportunities?
opportunities?

Seek
Seek to
to manage
manage weaknesses
weaknesses and
and play
play to
to your
your strengths
strengths
 Managing
Behaviour

The Three Behaviour Types

Assertive
Line of Emotion

Aggressive
Submissive
Managing
Behaviour
The Ultimate Reason for Being…
Our Purpose
The Sense of Self or Role…
Our Identity
What is Important and True to us…
Our Beliefs and Rules
Methods, Approaches, Strategies…
Our Capabilities
Skills and Actions (What we do and say)…
Our Behaviours
The Context…
Our Environment
Personal Effectiveness for Managers

Emotional
Intelligence
Using EI to improve effectiveness

The Boston EI Questionnaire

 
Using EI to improve effectiveness

The five main components

Self regulation
Self awareness
Motivation
Empathy
Social skills
 
Using EI to improve effectiveness

Effective Communication
Using EI to improve effectiveness

How Do We Communicate
V The spoken word 7%

A Tone of voice 38%

K Body language 55%

 Using EI to improve effectiveness

Methods of Communicating

Verbal
Words/clauses/sentences
Prosodic
Stress/pitch/patterns
Kinesics
Gestures/expressions/movement
Posture
Poise/alignment/appearance
Paralinguistic
Pauses/Um’s/sounds
Using EI to improve effectiveness

So What Can We Do To Improve?

 Good communication is defined not by what is

transmitted but by what is received

 Our challenge is to manage what is received.

 Using EI to improve effectiveness

The Communications Process

Sender Message Channel Receiver

Feedback
Environment
Using EI to improve effectiveness

Barriers and Blockages

The Sender
 Language
 Non-Verbal Signals
 Relationships
 Emotions
 Information Overload
Using EI to improve effectiveness
Barriers and Blockages
The Message
Using EI to improve effectiveness
Barriers and Blockages

 Timing

Jo Moore was forced to apologise for sending a

memo on the day of the US terror attacks saying it
would be a good time to "bury" some
controversial stories.
 Bust company sacks
workers by text

orry folks im gutted 4 u good luck in

future careers”

e UK's largest personal injury claims firm

cident Group, has sacked 2,400 people
many by text message - after its parent
mpany Amulet Group announced
at it would go into administration.
The Environment
Using EI to improve effectiveness
Barriers and Blockages

The Receiver

 Natural Tendencies

 Assumptions

 Emotions
Using EI to improve effectiveness
Barriers and Blockages

RDIAENG.
Aoccdrnig to a rscheearch at an Elingsh uinervtisy,
it deosn't mttaer in waht oredr the ltteers in a word
are, the olny iprmoetnt tihng is taht frist and lsat
ltteer is at the rghit pclae. The rset can be a toatl
mses and you can sitll raed it wouthit porbelm.
Tihs is bcuseae we do not raed ervey lteter by
itslef but the wrod as a wlohe. ceehiro
 Communication Skills
Summary
 Thinks about what you want to communicate and to
whom
 Make the message as simple and self explanatory as
possible
 Choose an appropriate channel
 Make allowance for the environment
 Request feedback to check on understanding
Personal Effectiveness for Managers

Welcome to Day Two

Personal Effectiveness for Managers

• Motivating Self and Others

• Oh boy! Yet another meeting!
• Developing/Training/Coaching
• Appraisals and Interviews
• Problem Solving/Decision Making
• Personal Continuous Learning Programme
Motivation

Motivations

Identity Values

Culture Beliefs

Capabilities Environments
Motivation

Managing People and Personalities

 Zealots  Mutineers

 Passives  Loners

 Moaners  Undercover agents

 Opponents  Martyrs
Motivation
Maslow’s Hierarchy of Needs

Self-
Actualization

Esteem

Belongingness

Safety

Physiological
Motivation
I’m
NOT OK I’m OK
Assertive/
You’re Accommodatin
g/ Problem
OK Submissive
Solving

You’re
Passive Bullying/
NOT OK Aggressive Aggressive
Motivation

Hot Spots

 Rude employees

 Verbal abuse from angry employees

 Volatile employees (Drink or drugs)

 Emotional/social problems or other

special needs
Motivation

The 7 Signs of Motivation

1 Energy
2 Enthusiasm
3 Determination
4 Cooperation
5 Achievement
6 Willing to accept responsibility
7 Acceptance of change
Motivation

Motivating Factors
 Being trusted
 Doing meaningful work
 Feeling appreciated
 Proper training
 Being treated fairly
 Doing interesting work
 Being respected
Motivation

More Motivating Factors

 Having the right tools
 Clear career path
 Freedom to make decisions
 Knowing what’s happening
 Good Benefits
 Involvement in major decisions
Motivation

Listening for Stress Signals

 Factions, gossip and cliques

 People say ‘Them’ not ‘Us’

 Sulking, snapping, ex-Communication

 Targets and deadlines not met

 Falling trust and cooperation

Motivation

Listening for Stress Signals

 Poor Timekeeping

 Falling standards of work

 Damage to machinery

 Poor relationships

 Longer coffee and lunch breaks

 People say ‘I’ not ‘We’

 Remember the Motivation Formula
Motivation

PERFORMANCE
=
(KNOWLEDGE + ABILITY)
x
MOTIVATION
Tools to Improve Motivation and Performance

 Training

 Mentoring

 Coaching
 The Training Purpose
Training to Bring About Change:
Knowledge

Skills
Outcomes
Attitude

Behaviour
Mentoring

helping to shape an individual’s beliefs

and values in a positive way; often a
longer term career relationship from
someone who has ‘done it before’
Coaching

helping another person to improve

awareness, to set and achieve goals in
order to improve a particular behavioural
performance
David Kolb’s Learning Styles 1984

Feeling

Activist Reflector

Doing Watching

Pragmatist Theorist

Thinking
 Learner-Centred Training

Do

Change Review

Reflect
Personal Effectiveness for Managers

Developing your team’s skills

Developing your team’s skills

The Capability/Motivation Model

Guide Delegate
High
Will

Direct Encourage

Low
Will

Low Skill High Skill

Developing your Team’s skills

 Quick Fix Coaching

 Problem

 Ideal Outcome

 Blocks/Obstacles

 Options
Personal Effectiveness for Managers

Appraisals and Interviews

Appraisals and Interviews

The Outstanding Employee

 Attracting

 Interviewing

 Motivating

 Appraising
The Appraisee’s Perspective

 Opportunity to plan and agree

future professional development

 Gain valuable feedback

on performance

 Manage expectations

 Understand the business and

its environment
The Appraisee’s Perspective

 Understand the full scope of their role

 Benchmark performance

 Discuss training and development needs

Your Perspective

Agree expected performance levels

Encourage high levels of performance
Accurately measure performance
Provide feedback
Provide assistance and support
Follow-up and adjust
Inconsistency

Most Recent Events

Safe Rating

Single Vision
Avoiding the Pitfalls

 Contrast Error Comparing People

 Rater Bias Overwhelming Factor

 Mirror Image Compared to Rater

 Information Error Inaccurate/Insufficient

Interview Skills

Different Question Types

 Open-Ended

 Closed

 Direct

 Probing

 Drilling Down
Personal Effectiveness for Managers

Problem Solving and

Decision Making
Personal Effectiveness for Managers

Personal Continuous
Learning Programme
Self Management

Managing Effectiveness

Managing Efficiency

Managing Time

Managing Tasks
Personal Effectiveness for Managers
Managing Meetings
Meetings as Communication
The Dangers

 Held for Appearances

 Unclear Objectives
 Badly Chaired
 Meeting Hijacked
 No Clear Outcomes
 Expensive Luxury?
The Purpose of the Meeting

 Informing

 Obtaining information

 Persuading

 Solving a problem

 Making a decision
Participants You May Encounter

 Late arriving Laura

 Negative Ned
 Demeaning Dave
 Jerry the joker
 Minimum effort Monty
 Tammy the tangent
 My way Mary
 Distracted Donald
 Questions to Ask
Who?
Why? Who will be there?
Why are we having Who needs to be
this meeting? there?
Why am I going? What?
What is this
meeting?
What’s it for? Where to
next?
Where? What are the
Is the venue
When? desired outcomes?
When’s it taking What next?
appropriate for
place?
the purpose?

What would happen if we didn’t have the meeting –

is it necessary?
Problem Solving and Decision Making

In the Action Zone

FINISHED FILES ARE THE RESULT OF YEARS
OF SCIENTIFIC STUDY COMBINED WITH
THE EXPERIENCE OF MANY YEARS.

How Many F’s?

How many ‘F’ s?

….6