Sheree Bedford

Talent managementpresentation

“I would like to be able to feel confident holding one to ones with my staff members, and be able to set them targets which are measurable yet achievable, while remaining a friendly, approachable and respected member of the team”

Key learning points

10

55

10

25

Personal effectiveness

Leadership

Technical

Followership

Admin

DAY 1

40

50

10

25

Personal effectiveness

Leadership

Technical

Followership

Admin

• Use the technology available to me to help me manage my tasks

Day 1 - What has changed as a result?

• Effective delegation – self assesment “could be improved”

• Emotional Intelligence – definitions

• “managing feelings so that they are expressed appropriately and effectively, enabling people to work together smoothly toward their common goals." - Goleman

• Motivation at work – “Forming, Storming, Norming and Performing”

DAY 2Key learning points

Day 2 – what has changed as a result?

• Change of job roles and targets

• Moved backwards from “performing” to “norming”

• Delegating more tasks

• Regular meetings with minuted “actions”

• Implementing more of the “top 10 leadership techniques” including talking about the hard things

• Use EI to think about my words and actions and plan conversations prevent conflict or awkwardness.

• Performance management

• Learning about gathering evidence and preparing for a performance related meeting

• Establishing “cant or wont”

• Identifying “What, Why and How”

• My role in performance management – creating an enviromnent where teams can thrive

DAY 3Key learning points

Day 3 – what has changed as a result?

• Keeping a folder of evidence on my computer regarding performance related issues

• Reviewed targets and RAG rating against performance

• MI reporting tool

• Sharing best practice

• Managing change

• Kotter's eight step change model

DAY 4Key learning points

Understand where the organisation is at the moment

Understand where you want to be

Achievable measurable stages

Communicate & involve people as early and fully as is possible

Day 4 – what has changed as a result?

• Learning what “coaching” means

• The difference between coaching and managing

• How to use open questions to coach team members

DAY 5Key learning points

What has changed as a result?• Thinking more carefully about circumstances where it would be appropriate to coach

and adopting the methods learned

• Creativity

• Thinking

• Opportunity to practice

• Other peoples’ view points

• Meeting new people

ASPECTS I ENJOYED THE MOST

• Ability to manage targets effectively

• Ability to challenge low performance

• Knowledge to guide team towards “performing”

• Coaching rather than giving answers

• Involve others in decisions

FUTURE CHANGES / NEXT STEPS

“Overall, I feel my initial objectives to be able to feel confident holding 1-2-1’s, setting targets and remaining positive and friendly have been achieved.

I am now holding regular one to ones with my staff and feel confident to ask appropriate questions in these, and log the information in the right way.

I am also setting targets and use the 1-2-1s to facilitate these conversations and review the results. This way, my team are expecting my input, so I do not need to worry about coming across as too authoritive”

SUMMARY