Operational management. The art of managing people

Programme

Mastery of leadership

• What does it mean to be an «effective manager»?
• What distinguishes a successful manager? A good administrator or a charismatic leader: which is better?
• Different types of leadership; when and under what conditions is their use appropriate?
• Planning (what is wrong — how it should be — what needs to be done to make it so). How to get rid of the abundance of «paperwork» — the «one page» rule
  • The manager's personal effectiveness: continuous development
  • The Level 5 leader. The manager's authority

Workshop: Group discussion, cases, analysis of participants' situations. Modelling situations and practising various approaches to solving work and operational tasks

Modern technologies for building a competent team

• Where to find competent employees. How to attract them to the company?
• How to determine at the first meetings — that an employee will fit into the team. How to find out the necessary information through questions
• Onboarding as learning to swim: throw them into the middle of the lake — if they swim out, they are «our person»?
• Employees with different levels of competence — setting tasks, monitoring results

Workshop: Cases on selecting an employee. Role play: interview. Business game: modelling situations of setting tasks and monitoring for employees at 4 levels of competence

Operational administration: planning, setting tasks, control, feedback, training, incentives

• Organising the work of performers — modern planning technologies
• Allocating functions and setting tasks for employees, motivation when setting tasks
• How to give orders correctly and ensure they are carried out?
• How to ensure the Result: tasks understood and accepted by performers
• Briefing as the informational aspect of setting a task
• How to assess employees' results? (different types of assessment criteria)
• Modern control: so that the result is as expected
• When is control effective?
• Preliminary, ongoing and final control
• How to transfer control to the employee? Setting standards and rules
• Types of control (process control, result control) and the possibilities of using different types
• Control mistakes that demotivate staff
• Methods of assessing staff performance that motivate achievement
• How to give feedback to an employee properly
• Praise and reprimand — that develop and motivate employees

Workshop: Business game: Setting SMART tasks. Cases from work situations, discussions

Delegation and motivation — the manager's mastery

• How to delegate authority well and effectively. Why the manager lacks time and employees — interesting work. How to determine what is important to do yourself and what is better entrusted to subordinates — and how, when delegating, to get exactly the result you count on
• Why is delegation needed?
• Resistance to delegation: from the manager. From subordinates
• The balance of jobs — where resistance lies and what to do to avoid «systemic conflicts»
• 6 key questions on delegation for decision-making. Delegating responsibility and authority
• Delegation technique: What to delegate? What not to delegate? When to delegate? To whom to delegate? How to delegate? How much to delegate?

Workshop: Business game «Delegation». Cases from work situations. Analysing delegation using participants' examples

Employee motivation and development

• Components of staff effectiveness — what we can change and improve — so that the employee is motivated to develop in the company
• Do employees want to develop?
• What they are motivated by: where their individual «buttons» are
• The employee's motivational profile (S. Ritchie and P. Martin)

Workshop: Motivation test, cases on motivation, work in small groups

Employee resistance to change

• Why do people resist everything new — even the positive?
• What levels of resistance will you encounter to any innovation?
• The Rogers curve of emotional perception of innovation — the model
• Removing resistance; six mandatory steps

Workshop: cases from work situations

«Motivating Leadership». The psychology of management

• The leader. What makes a manager a leader
• Leadership as an additional resource for developing the manager's potential. Functions of the manager and the leader
• Leadership potential. Assessing your leadership abilities
• The leader: personal qualities. Leadership skills
• Psychological types of leaders. Examples of the psychological types of strong leaders

The leader and their team

• What authority is based on. Sources of authority
• Establishing team working rules. Values and standards
• Techniques of group discussion and decision-making

Who are my subordinates?

• What psychological types of employees are there and how to handle them?
• Feedback — how to set it up properly so that the relationship between subordinates and manager is effective?
• How to work with an employee so that they feel capable of doing any job?

Workshop: Business game, learning to identify an employee's leading psychological type. Analysing motivational and demotivational keys for each psychological type. Modelling situations of setting tasks and monitoring with different psychological types of employees

Motivation. Comparing motivation and incentives

• Current research: theory, statistics and company practice
• Financial motivation of employees — distributing incentives
• Non-financial motivation — the basis of achievement
• Three levels of motivation that must always exist in an effectively operating organisation
• Specifics: non-financial methods of motivation and incentives
• How does the company's corporate culture affect motivation?

Resolving conflict and difficult situations

• How to prevent conflict situations
• Steering a conflict in a constructive direction
• The algorithm of civilised criticism

Workshop: Business game «The unmotivated employee». Cases from work situations. Practising targeted motivation in small groups. Role play «Boss, we have a problem», practice in dealing with monkeys

Interaction and cooperation: managing relationships, managing employee motivation

• Employees' basic communication needs. Communication and interpersonal interaction. Managing relationships
• Individual and targeted motivation. Techniques for growing «stars»
• What motivates more than money? Employees' modern motives

Influence

• The leader's influence tools. Methods of influencing a person
• Persuasion skills: rational influence
• Building argumentation. Methods of arguing your position
• Strengthening influence with NLP techniques
• Irrational influence skills: suggestion, contagion. The ability to lead and develop other people
• The difference between influencing a group and an individual
• Capturing the levels of managing people. Spheres of influence on people's behaviour, thinking, emotional state and value system

Protection from manipulation and resisting attempts to manipulate you

• Tools of psychological influence
• Methods of psychological defence and attack
• Psychological resilience, the ability to «take a hit» and psychological pressure
• Manipulative methods of defence and recognising the opponent's manipulation
• Effective behaviour in extreme communication situations. The subordinate with a difficult character: methods of interaction and correction

Charisma

• Charisma — is an analysable set of personal traits
• Developing charisma, stages of formation and ways of strengthening the manager's charisma

Positive thinking and high vitality

• How to create the state of mind of an influential person
• Habits and the structure of our thinking. Neurophysiological state, ways to change your state at will
• Increasing the manager's stress resilience

Negotiations, presentations, public speaking

Rhetoric: mastery of the word

• Public speaking: managing the audience's attention
• Compositional structure of a speech
• NLP influence techniques

Workshop: Business games: Negotiating with an employee, negotiating with an opponent, presenting an idea

Summing up

• Assimilating the experience gained

Recommendations for implementing changes in work