Induction day - Personal and Professional development

Diploma in Management NVQ Workshop 1

3rd March 2016

How people learn?• Everyone has a learning preference• Your team members learning style

may not be the same as yours !!• Knowing how you learn will help you

use your time wisely.• Personal and work skills development

is ongoing.• Your responsibility…• …… but its ok to ask for help.

Honey and Mumford StylesStyle 

Attribute Activities

Activist

Activists are those people who learn by doing. Activists need to get their hands dirty, to dive in with both feet first. Have an open-minded approach to learning, involving themselves fully and without bias in new experiences.

Brainstorming, problem solving, group discussion, puzzles, competitions, role-play

Reflector

These people learn by observing and thinking about what happened. They may avoid leaping in and prefer to watch from the sidelines. Prefer to view experiences from a number of different perspectives, collecting data and taking the time to work towards an appropriate conclusion.

Paired discussions, self analysis questionnaires, personality questionnaires, time out, observing activities, feedback from others, coaching

Theorist

These learners like to understand the theory behind the actions. They need models, concepts and facts in order to engage in the learning process. Prefer to analyse and synthesise, drawing new information into a systematic and logical ‘theory’.

Models, statistics, stories, quotes, background information, applying theories

Pragmatist

These people need to be able to see how to put the learning into practice in the real world. Abstract concepts and games are of limited use unless they can see a way to put the ideas into action in their lives. Experimenters, trying out new ideas, theories and techniques to see if they work.

Time to think about how to apply learning in reality, case studies problem solving, discussion

Setting personal development objectives.

Your development plan should be…

• Based on feedback • SMART – see handout• Based on a critical assessment of your own

knowledge, skills, personal attributes and behaviour and their effect on your managerial ability

• Linked to your development needs and priorities• Easy to read and understand – see development plan

handout

Management and Leadership – what is the difference?

Management v Leadership Think about what you do…..• Each day• Each week• Each month• Maybe once a year

What is Leadership?The capacity to establish direction, to influence and align others towards a common aim, to motivate and commit others to action, and to encourage them to feel responsible for their performance

CMI Checklist 041 October 2008

What is Management? Management is about the day-to-day running of a function and getting the right people in the right place, with a focus upon implementation.

CMI Checklist 041 October 2008

Management Leadership SpectrumManagement: makes systems of people and technology work well day after day, week after week, year after year

o Planning & budgeting o Organising and staffing o Controlling & problem solving o Taking complex systems of

people and technology and making them run efficiently and effectively, hour after hour, day after day

Leadership:  creates the systems that managers manage and changes them in fundamental ways to take advantage of opportunities and to avoid hazards

o Creating vision & strategy o Communicating & Setting

direction o Motivating action o Aligning people o Creating systems that managers

can manage and transforming them when needed to allow for growth, evolution, opportunities and hazard avoidance

Kotter

Overview of management theories- 1. Trait theories……• What type of person makes a good leader• Great leaders share a number of common personality

characteristics or "traits."• Leadership an innate, instinctive quality • Identified qualities that managers use e.g. integrity,

empathy, assertiveness and decision making.• External behaviours are a result in what we think e.g

beliefs and values about the world and ourselves• You’ve got it or you haven’t !!

2. Behavioural - What Does a Good Leader Do? • Focus on how leaders behave• Do leaders dictate what needs to be done and

expect cooperation? Or do they involve their teams in decision-making to encourage acceptance and support?

• Kurt Lewin - Three types - Autocratic. - Democratic - Laissez-faire

3. Contingency Theories – How Does the situation influence great Leadership?

• Which leadership style is best in which circumstance.

• People or task oriented ?• Fiedler's Contingency Model.• Hersey Blanchard – Situational leadership

Key Responsibilities of the Leadership Role• Taking responsibility• Contributing to the overall

vision and goal• Setting and providing guidance

on values• Setting direction for significant

programmes or projects• Stimulating innovation and

enterprise• Anticipating, planning and

leading change• Protecting the team and its

members

• Overcoming obstacles• Delegating• Setting objectives for teams

and individuals• Communicating and motivating• Supporting and developing

programmes, projects, teams and individuals

• Modelling appropriate behaviour

• Representing the team and feeding back its experiences and views

Henry MintzbergThe 10 Roles of Management

INTERPERSONAL Figurehead Leader Liaison INFORMATIONAL

Monitor Disseminator Spokesperson

DECISIONAL Entrepreneur Disturbance handler Resource allocator Negotiator

Your Own Leadership StyleActivity • Management and Leadership Styles

Questionnaire• Any thoughts ……??• Useful for your action planning ?

Leadership Styles in a Nutshell – Goleman and Boyatzis• Visionary

• Coaching• Affiliative• Democratic• Pace-setting• Commanding

Leadership Models• Situational Leadership

• Blanchard & Hersey

• Transformational Leadership• Bass & Avolio

• Leadership Continuum• Tannenbaum & Schmidt

• Action Centred Leadership• John Adair

Adair’s Action Centred Leadership Model

Task

IndividualGroup /Team

Hersey Blanchard

Blanchard & Hersey Situational LeadershipSUPPORTING

PARTICIPATINGfor

HIGH COMPETENCE + VARIABLE COMMITTMENT

COACHINGSELLING IDEAS

forSOME COMPETENCE +

VARIABLE COMMITTMENT

DELEGATING

for

HIGH COMPETENCE + HIGH COMMITTMENT

DIRECTING

TELLING

EXPERTISE

for

LOW COMPETENCE + HIGH COMMITTMENT

SUPPORTIVE

D I R E C T I V E

DIRECTIVE/ TELLERUsing your technical expertise

SELLING AND COACHINGIdeas and solutions

SUPPORTIVE AND PARTICIPATIVETapping into peoples creativity

DELEGATING/ JOINT PROBLEM SOLVINGAllowing team to devise own ideas

Situational Leadership

Leadership - Continuum of Behaviour Tannenbaum & Schmidt

Group Activity –Leadership in your organisation

• Review the prevailing leadership styles in your organisation, how do these relate to one of the models discussed?

• How effective are the prevailing leadership styles?

• What objective evidence is available to help you make a judgement on their effectiveness?

Relevant Units

Level 3 • M&L 9 • M&L 15

Level 5M&L 26M&L 28

Next session – 14th April • By the time we meet you will have had contact

from your allocated assessor to arrange a first meeting.

• They will have a 121 meeting to find out a little more about you and discuss in more detail the units you are thinking of opting for

• Workshop will cover team building , motivation and communication skills