Seminar:
Professional skills of a manager
A modern manager must possess a broad range of professional skills to effectively manage teams and business processes in a dynamic marketplace. The "Professional Managerial Skills" program is designed to develop key competencies necessary for the successful execution of management tasks—from strategic planning to employee motivation and conflict resolution.
During the training, participants will master practical management tools, learn how to build communications at all levels of the organization, and make informed decisions in complex situations. The program is aimed at developing systems thinking and leadership skills that will help them manage a team and achieve high results.
You need this course if:
- You have difficulty setting clear goals and planning your team's work.
- You lack tools for effective communication and conflict resolution within the team.
- You notice a lack of motivation among your employees and don’t know how to improve it.
- Control over the implementation of tasks and processes in departments is carried out irregularly or ineffectively.
- You feel a lack of management knowledge to make informed decisions in a rapidly changing business environment.
- Resources are used inefficiently, resulting in unnecessary costs and a lack of time.
- You are facing challenges in adapting your team to change and managing projects.
- There is no systematic approach to staff development and improvement of organizational processes.
What you will receive as a result of participation in the program:
THE COURSE IS FOR YOU IF YOU
Managers
who want to improve the efficiency of their department
Line managers
who want to learn how to turn crises into opportunities for the team and expand the boundaries of thinking
Leaders
who want to improve their management skills and competencies
01
Typology of employees and approaches to planning
1. Employee typology:
- Key approaches to employee typology.
- Why does a manager need a typology of employees?
- Approach: "Managerial icon" in the typology of employees.
- Errors in the application of typology.
2. Technologies for influencing the performer’s behavior:
- Technologies of power:
Pressure. When is it appropriate?
Bargaining. A blow to those involved.
Conviction. What is its power? - Staff reactions to the manifestation of power.
CASE: "Usage tools authorities»
3. Tools in planning:
- How to ensure planning accuracy.
- Task decomposition in planning.
- Methods of resource calculation.
- Tools for determining task durations and optimizing deadlines.
- Ways to combat resource scarcity.
- Ways to reduce the total number of resources involved.
- Determining the priorities for completing tasks.
- Time management tools in planning.
- "5-Top" in planning.
PRACTICAL COURSE: «Create mine plan»
02
Setting the task and delegating authority
- Setting the task – adequate instructions:
- Skills for translating a task into an assignment for the performer.
- 4 requirements for preparing instructions.
- 7 criteria for an excellent task statement that make it clear to the performer.
- Task transfer technologies.
- 5 ways to delegate a task to an employee.
- Which reduces the efficiency when assigning a task to a performer and subsequent execution.— Why do some employees “slow down” when performing tasks?
— Under what conditions can instructions be short?
PRACTICAL COURSE: "Setting a task for an employee"
- Delegation of authority from A to Z:
- Advantages and disadvantages of delegation.
- Reasons for resistance to delegation:
— Why do employees resist delegation?
— Why managers are disappointed with the results of delegation.
- Delegation technology:
— What is allowed and what is not. "The cross of choice."
— To whom? The "Selection of an executor for delegation" matrix.
— How? The "Delegation Risk Assessment and Mitigation" matrix.
- How to evaluate the results of delegation without discouraging employees from moving forward.
- A guide to correcting delegation errors.
WORKSHOP: "Delegate Authority"
03
Monitoring the performance of subordinates and providing feedback
- Why does a manager need control?
- Control as an element of the management system.
- Evaluate, provide feedback, change, scold – what should you choose as the goal of control?
- Control errors – what they cost the company.
- Types of personnel activity control:
- 4 types of control – which one to choose?
- What determines the frequency and detail of control?
- What to do if you don’t have time for control?
- How to monitor new employees to avoid killing their engagement during the probationary period?
- If an employee is coping, loyal, and engaged, is supervision necessary?
PRACTICAL COURSE: "What type of control is most effective for monitoring personnel activities?"
- Control results:
- Analysis and assessment of the consequences of identified deviations.
- When is it possible to adjust plans based on control results?
-What to do if plans are easily accepted and just as easily not implemented?
-Why is frequent adjustment of plans based on control results so important? demotivates company employees?
- How to regulate deviations in system/emergency mode?
- What to do if the employee has completed the assigned task?
- Methods of providing feedback to subordinates based on monitoring results:
-Encouraging and corrective feedback.
-Technology of effective feedback to the employee based on the results of control.
—Demotivating feedback errors.
PRACTICAL COURSE: "Feedback on Monitoring Results"
- The motivating role of control:
- Why control doesn't work without motivation?
- How can control kill employee engagement?
- How to control those you trust?
04
Non-material motivation of staff
- What is necessary for effective employee motivation:
- What information do you need to know about an employee?
- How to collect information about an employee.
- Methods and techniques for assessing current employee motivation.
- The main incentives in a manager’s arsenal:
Negative motivation
- What is the employee afraid of?
- The nature of punishments
- Basic rules of punishment
- When Punishments Are Effective and When They Are Destructive
Positive motivation
- Types of non-monetary incentives
- Non-material motivation
WORKSHOP: "Collect Your Own Set of Non-material Motivation"
Demotivation
- Demotivating factors
- Signs of demotivation
- How to deal with demotivation
- How to increase team engagement.
- How to build a system of non-material motivation in a department.
05
Management styles and roles and methods of making management decisions
- Management roles.
What roles need to be fulfilled for the successful development of the organization.
- Management styles, what roles I perform best.
What to do with those that are weak.
WORKSHOP: "Define your roles and styles"
- What is a good management decision?
- How to make decisions in cross-functional teams?
- Who to invite for discussion.
- How to build a discussion process without destructive conflicts.
WORKSHOP: “Cases of decision-making in cross-functional teams"
Format
1 module - 1 day (10 academic hours)
Between modules, work in the chat: case studies, short homework assignments, and teacher answers to students' questions.
AUTHORS AND LEADING PROGRAMS
Alexander Pankov
Chairman of the Board of A.mase.S
Expert on Strategic Management
- 200+ projects for the development and implementation of strategy in companies in the CIS countries and Europe (staff from 20 to 50,000)
- 500+ strategic sessions for various businesses
- 25+ years of consulting experience
- Co-author of the book “Labyrinths of Strategy. 8K", publishing house "MYTH"
- Author of strategy and business models’ developing methods and tools
Irina Sotnikova
Co-Founder of A.maze.S
Expert on Organizational Development
- 300+ projects in business systematization (in companies with up to 20,000 employees)
- 10+ successful projects in organizational transformation (project duration more than a year) using the Adizes methodology
- 8+ years, on average, companies repeatedly come back to services after the first joint project
- Over 25 years of consulting experience
- Certified consultant of the international consulting company “Adizes Institute” (California, USA)
TAKE PART IN THE PROGRAM
After this, a consultant will contact you to answer any remaining questions. Dates and location are agreed upon upon request.
Seminar
