Negotiation (Practical Manager)
As part of The Practical manager programme, negotiation is introduced and the principals of negotiation are discussed. It introduces the 4 stages of negotiation: preparation, discussion, proposing, bargaining and what the focus of each stage is. It also looks at the different ‘styles’ you would typically find in a negotiating situation.
The Leader as a Negotiator
Advanced Management Development takes the negotiation away from client and contractor based situations and looks at how to negotiate with the team and the people around them. The key difference in this platform is, the manager does not have a ‘walk-away’ position. Conflict or performance must be resolved and the manager is the key link to resolution. This development encourages a negotiating skill base and looks at how to deal with peoples’ demands, non-compliance, commitment and contribution without relying on authority based leadership. This method encourages people to ‘give and take’, to look at the bigger picture and be more engaged as a team player.
1-2-1 sessions (Practical Manager)
During the Practical Manager programme 1-2-1 discussions are outlined as a practical management tool and the advantages of 1-2-1 meetings are discussed. The emphasis in Practical Manager is on the benefits of 1-2-1’s and the basic approach;
- How to set the scene
- Targeting the discussion
- The kind of questions to ask
- Setting S.M.A.R.T. objectives
- Concluding 1-2-1 meetings
Performance Discussion through 1-2-1 Sessions
This session focuses on having a difficult or awkward conversation. Giving good news and dealing with good performance is good for both manager and team member morale, it’s not always good for the business. Managers must keep good performers at the top of their game. They must also be prepared to deliver ‘bad news’ and it must be discussed in a way that people understand and more importantly agree. This session provides a more in-depth focus into the performance conversation to keep good performers grounded, focused and motivated. It also provides poor or average performers with the inspiration, direction and support to perform better.
Transactional Analysis (TA)
During the Practical Manager Programme, behavioural understanding is discussed from an influence perspective, using personal profiling and ‘colours’. Transactional Analysis is a method of leadership wherein social transactions are analysed to determine the ego state of an individual (whether parent-like, child-like, or adult-like) as a basis of further understanding behaviour. In TA, delegates are shown how to alter the ego state as a way to solve emotional problems. The method focuses on increasing awareness of the contents of unconsciously held ideas.
Emotional Intelligence (EI)
The Practical Manager Programme emphasizes the importance of behavioural management throughout and how much behaviour impacts on the performance and contribution of individuals and the team as a whole.
Emotional intelligence (EI) is the capability of Leaders to recognise and analyse their own and other people's emotions, discern between different feelings and label them appropriately. To have the ability to use emotional information to guide thinking and behaviour, and manage and/or adjust emotions to adapt to more challenging environments and achieve tougher targets and goals.
Review Meetings (Practical Manager)
The Practical Manager provides an insight into why we should conduct effective performance review meetings. It looks at the principal of conducting appraisals, how to structure and conduct them. It also provides an insight on how to prepare appraisees for review meetings. Open discussion around:
- When should we conduct them
- Why we conduct them
- How we should conduct them
- Where is best to have them
- Timings and duration are also discussed
Conducting Performance Reviews (Appraisals)
The focus here is on preparing and conducting formal performance review meetings (Appraisals). In an earlier session, performance discussion is examined from a relaxed 1-2-1 basis. This session follows on from that to a more formal and very structured stance. The success of effective performance reviews stems mainly form the preparation; how prepared we are to conduct them and how prepared our people are to get involved in them. It is vital that both parties feel encouraged by the process and feel it’s worthwhile and of value. The process should also be robust enough to withstand deflection tactics and even denial. The goal of an effective review is to gain agreement and commitment.