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From Supervisor to Manager

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by

Balazs Felinger

on 28 January 2014

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Transcript of From Supervisor to Manager

From Supervisor to Manager
In this module you will learn:
How to move from team member or supervisor to manager/coach
The 3 keys areas needed to be a successful manager
The 10 Mindset shifts of a Great Manager
The 10 most important Managerial Behaviours
Effective management strategies and tools
Mindset shifts
Developing new behaviors
Strategies and tools
From Technician to Manager
Delegating
Doing
Long View
Short Term
Coaching
Telling
Stepping Forward
Sitting Back
Giving &
Receiving
Feedback
Receiving Feedback
Accountability
Responsibility
People & Task
Task
Our Organization
My Team
Leadership
Fellowship
Emotional Competence
Technical Competence
Delegation
Conceptual behaviors
Questioning, Listening, Acknowledging
Entrepreneurial behaviors
Giving and Receiving Feedback

Accountability
Interpersonal behaviors
Global focus
Leadership
Emotional Awareness

Delegating
Conceptualizing
Listening
Questioning Acknowledging
Giving & Receiving
Feedback
Accountability Skills
Interpersonal skills
Global Focus
Entrepreneurial
Leading
Emotional
Awareness
Listening Model
3 Key Components
Listen to the content
Listen for underlying causes or relationships
Listen with all your senses simultaneously
DISCOVERY QUESTIONS
What is it in you…that’s causing to have this issue?
What are you that is to the issue?
Which part of the issue/problem have ?
Which part of the issue/problem do you own?
What part are you playing in this issue?
What is at the real issues for you?
What is it that you are really concerned about….?
What is it in you that is the heart of this issue?
What’s really concerning/worrying/troubling you?
How is it that you have this issue?
you
doing/not doing
contributing
you created
3 Questions
- Move someone forward
3. What’s it going to take to turn this around?
1. How did I create this?
2. What is good about this that I haven’t yet got?
Communication Model -
GROW
Agree measurable outcomes/output
Set an objective
Important to unravel a generalized topic and focus on a specific subject
Clarity is the key
G = goals
Coaching Model -
GROW
What would be the most valuable subject to focus on?
What is your overall goal?
What do you want to achieve in this session?
What would need to happen for you to walk away feeling that this time was well spent?
G = goals
Coaching Model -
GROW
Bulk of the time is spent at reality phase
Avoid or check assumptions
Tool that enables reality to be understood is the use of open ended questions and probing statements
R = reality
Coaching Model -
GROW
Tell me about your situation?
What control do you have?
What effect does it have on your goals?
What has stopped you from doing anything more?
What other resources will you need?
What is happening right now?
R = reality
Coaching Model -
GROW
Cover the full range of options
Invite suggestions
Offer suggestions carefully
Ensure choices are made
Creative questioning
O = options
Coaching Model -
GROW
What are the different ways you can resolve this issue?
What are the costs and benefits of taking this action?
What has worked in the past?
If this was the most important thing in the world to fix in the next 24 hours, what would you do?
What would your boss tell you to do?
O = options
Coaching Model -
GROW
Commit to action – action phase
Identify possible obstacles
Make steps specific and define timing
Agree support
W = wrap up / way forward
Coaching Model -
GROW
What are the next steps?
Precisely when will you take them?
What might get in the way?
Do you need to log the steps in your diary?
What support do you need?
How and when will you enlist that support?
W = wrap up / way forward
Coaching Model -
LLERA
L – Listen
L – Learn
E – Empower
R – Recap
A – Action
This model focuses on making sure your TEAM MEMBER feels heard and understood
Coaching Model -
LLERA
Learning

Empower

Recap

Action
include symptom, source of problem, truth of the situation
what action will accomplish, and why it’s important
acknowledge, share
mirror back, ask a great question, share what is obvious to you
Influencing Strategy
Listen to the words and phrases people use when talking about what’s important to them. Use their language when you tell them about the benefits of your idea and you will find they are more motivated and interested to help.
Messaging Strategy
Get clear about what you really want to communicate and formulate 3 key messages

Reiterate these messages at the beginning of your conversation or presentation and at the very end of your presentation/ conversation

If you want people to do something, have a clear “call to action”
Emotional Awareness Strategy
Keep a reflection journal.
At the end of each day write down the answers to the following questions:
1. What did I learn about myself today?
2. What would I do differently?
3. What am I proud of?
4. What did I notice about my self talk? ( positive, negative, critical, judgmental, affirming)

Do this for 30 days
Notice the thoughts you are thinking - keep them positive and supportive
Match your behaviours to your mindset - do what you say you are going to do
Pick a tool or a strategy and practice

Key messages
Set clear expectations with your team
Problem solving approach

What would my manager want to know?

How would they deal with this?


Benefits of delegation.

1. equips staff to solve their own problems

2. releases you to add more value

3.everyone is used to their maximum potential
Be a role model for integrity
Learn the Business
Set and communicate priorities
Share your knowledge
Positive and appreciative
Full transcript