Professional Documents
Culture Documents
Being a Manager
1
Definition:
A Manager is responsible for:
planning
directing
monitoring the work of her/his team, and taking corrective action when necessary.
Supervisor
Leader
Supervisory Role
1
Supervisor
Ensuring that team members are working in a productive and efficient manner.
Leadership Role
1
Leader
2. STAFF PLANNING
4. BRIEFING / DEBRIEFING
3. DELEGATION
2. STAFF PLANNING
4. BRIEFING / DEBRIEFING
3. DELEGATION
Communication
2
Communication Techniques
2
Non-verbal Communication
Verbal Communication
Verbal Communication
2
2 main phenomena
communication
There is a gap between: What I want to say and what my discussion partner receives.
GROUP SESSION What is the correct order for the channel of communication?
100%
What to say
How to say it What is said What is heard
What is listened to
What is understood What is accepted What is remembered
Transmitter
20%
Receiver
DISCUSSION Estimate as a percentage, the relative impact of your words, voice, and body language when you communicate?
Welcome
Words
7%
Voice
38%
Body language
55%
1. Calm down
2. Praise openly
3. Criticize privately
2. STAFF PLANNING
4. BRIEFING / DEBRIEFING
3. DELEGATION
Staff Planning
2
4. Track attendance
1. Create
3. Communicate
2. Finalize
Use the common template used within your store Hand out first draft to your team members.
2. Finalize
Make corrections and respect the needs of your team members (where its possible) Gain final agreement from the team
4. Track attendance
Check the staffing plan by comparing actual working times with the times agreed on In case of irregularities apply appropriate actions Manage the staff plan proactively by maintaining efficient productivity and customer service.
2. STAFF PLANNING
4. BRIEFING / DEBRIEFING
3. DELEGATION
Delegation
2
Definition Hand over an assignment or task to employees who will work on it within a clearly defined area of competency and decision-making responsibility.
Delegation
2
Task Priority
2
B-task - important but not urgent tasks C-task - urgent but not important tasks D-task - low urgency and importance.
D
Urgency
C
+
Task Control
2
Set clear objectives and priorities Establish an open feedback culture Expect mistakes during the early stages
2. STAFF PLANNING
4. BRIEFING / DEBRIEFING
3. DELEGATION
Speak with your employees after an occupational situation, e.g. a stressful situation Inform your team about an experienced situation or allow them to talk about it Receive feedback from an employee after an action has been taken.
3. Debriefing
1. Briefing
Inform or advise your team about decisions, delegate, or assign tasks Instruct your team to take action.
2. Action/ tasks
You and your team take action Support your team by fulfilling delegated tasks whenever necessary.
Briefing/ Debriefing
2
Set SMART objectives Share information Organize priorities Stay fact-based, avoid interpretation Be honest, open and positive Keep it short and clear by using short sentences Summarize your points Motivate Listen and respect feedback.
2. STAFF PLANNING
4. BRIEFING / DEBRIEFING
3. DELEGATION
Staff Meeting
2
To communicate formally to more than one To inform and increase awareness about specific topics To discuss performance To solve issues or disagreements To make decisions.
Only call for a meeting for the listed reasons, as unnecessary meetings are just a waste of time for all.
Phases of a Meeting
2
3. Follow-up
3. TRAINING
2. FEEDBACK ON-THE-JOB
3. TRAINING
2. FEEDBACK ON-THE-JOB
Employee Performance
3
Motivation Competence
Employee performance can always be improved.
Motivation
3
Possible definitions:
A power from inside that drives people towards challenging goals.
A desire for external rewards that brings people to exceed their efforts.
What is Motivation?
3
Motivation
Power
being right status feeling in control reputation want to be in personal success
Achievement
overcoming obstacles/ barriers beating targets beating sales forecasts give clear directionfocus goals setting priorities
Affiliation
concern for people relation ship welfare family collaboration friends
it is about them
Motivation
3
Training & Development By seeing future benefits Challenging tasks Recognition Salary.
Low Motivation
3
Understand your people and their individual expectations Define the individual objectives Show the relevance/ benefits Recognize and acknowledge good work Motivate for results.
Competence
3
Some definitions:
The ability to perform work activities to the standards required in employment The ability to use knowledge, understanding, practical and thinking skills to perform effectively in a demanding environment.
Provide relevant training Create awareness Give constructive and accurate feedback Optimize selection and recruitment process.
Competence
Unable to do task
LOW
Lacks confidence
Keen to learn
Needs more knowledge and experience
LOW
HIGH
Motivation
3. TRAINING
2. FEEDBACK ON-THE-JOB
Feedback On-the-Job
3
Definition:
Walking around the store and interacting with employees on an informal basis in order to: Assess the current situation in the store/ department Praise, encourage and give positive feedback Identify areas to improve and offer advice.
Feedback On-the-Job
3
3. TRAINING
2. FEEDBACK ON-THE-JOB
Training
3
Definition:
Training refers to the learning of knowledge, skills and competencies as a result of the teaching of job related or universal competencies. Today it is often referred to as professional development.
Training
3
Training
3
Improve your team members skills as well as your own skills by participating in training programs Find opportunities to informally train your team members in the store at an operational level Enable your team members to perform tasks with higher responsibility, richer job content and greater variety
Training On-the-Job
3
EXPLAIN
HIGHLIGHT
DEMONSTRATE
EVALUATE
OBSERVE
Take decisions
Managing Conflicts
4
Managing Conflicts
4
Acknowledge that a difficult situation exists Let individuals express their feelings Define the problem Determine underlying needs Find common areas of agreement, no matter how small Find solutions to satisfy needs Determine what you will do if the conflict stays unsolved.
Lead by example
Be open, honest and fair Keep the team informed of issues that affect their jobs Conduct regular meetings and briefing sessions Value the teams contribution Support and provide assistance when necessary Coach team members when necessary Create a vision and inspire your team.
Always Remember
inspiring leader!
Conclusions
5