Mgt - Performance And Project Management Flashcards
(47 cards)
1
Q
3C Model for Leaders
A
Competence: needs some level of competence, but this is baseline.
Character: earning and growing trust.
Commitment: demonstrate behaviours for the team to succeed.
2
Q
3 Essential tools for leadership:
A
- Adapt leadership style
- EQ
- Power bases
3
Q
Ashridge Management College leadership model:
A
- Tell: managers tells staff what to do.
- Sell: Sell a new idea to staff.
- Asks: Asking for staff’s view.
- Joins: staff is involved in the decision making process.
4
Q
What is contingency theory of leadership?
A
There is no one best way to run an organisation. Rather, decision-making is dependent upon the context, including both internal and external factors.
5
Q
4 kinds of leadership behaviours:
A
- Directive: set goals, assign tasks, provide adequate training.
- Supportive: support employees and show concern.
- Participative: give employees an opportunity to participate in decisions.
- Achievement-oriented: establish challenging goals, encourage employees to perform.
6
Q
5 Functions of management by Koontz and O’Donnel
A
- Planning: THINKING of what needs to be done to meet predetermined goals
- Organising: SOURCE all RESOURCES are available and they effectively work together
- Staffing: HIRING the right people with the right skill set
- Directing: Provide LEADERSHIP, motivating, supervising and communicating with staff
- Controlling: MONITORING if predetermined goals are met AND TAKE CORRECTIVE AFTION.
7
Q
5 common types of power:
A
- Legitimate: because of your role. Position power.
- Reward: because of incentives that a manager can offer to staff.
- Coercive: threat of consequences.
- Expert: when you demonstrate knowledge that others don’t have.
- Referent: charisma, interpersonal relationships
8
Q
Accountability, authority and responsibility:
A
Are all interconnected
9
Q
Empowerment =
A
Giving employees more autonomy and responsibility for recognising and solving their own work problems.
10
Q
Diagnosing change:
A
- Is it incremental?
- Or is it disruptive?
- What is the organisational cycle?
11
Q
Organisational cycle:
A
- Launch
- Scale
- Turn-around
- Driver
12
Q
Common change phases:
A
- Rally - the team and share the reason why change is needed.
- Top 3 reasons
- stories, not stats - Drive - people need to understand the why to feel the drive to be onboard
- ideal, good, bad
- who are the key stakeholders - Sustain the change
- channels, how to send info out (face-to-face preferred to see body language)
- messages - 1 sentence
- frequency
13
Q
Recommendations to be an effective leader
A
- Share your vision
- Be real and authentic
- Be transparent and open
- Involve your team in change management
- Develop your staff
- Value each team member
- Use sources of power wisely
- Use your emotional intelligence
14
Q
How to use your time efficiently as a leader:
A
- Multi-tasking is a lie
- Shallow work v Deep work
- Ask yourself the question every week: What justifies you being on the payroll?
15
Q
Tools to manage time better:
A
- Have Big Rocks
2 Master Task List - Calendar
16
Q
Meetings to lead people:
A
- Daily huddle (5mins) to share quickly if anyone needs help. (Or every other day
- Weekly 1:1 and ops updates (take 30 mins)
- Quarterly KPI reviews (a couple of hours)
17
Q
How to create time?
A
- take time for deep work.
- work out your 4 top priorities and spend 40% of your time on it.
18
Q
Calendar priorities:
A
Strategic:
1. What the customer needs
2. Priorities
Tactical:
- list what you spend time on.
- then list next to that your priorities
- then draw lines between the lists. You want to work towards the lines being horizontal
Energy levels: decide whether this is in the evening or morning
Map out an ideal week. (AM, midday, PM)
Block out a time slot for long term planning every week. (At a high energy moment).
19
Q
Masterclass tips for managing your calendar:
A
- 100% linked priorities
- Avoid overscheduling
- use 90 minute blocks
- after a day of travel. Plan a day on your own afterwards to catch up and process the outcomes of your trip.
20
Q
You are the CEO of your life:
A
- Lessons learned from experience (LLFX)
- D.A.T.A. (Dreams, Aspirations, Temperament, your Assets)
You want to be a purple squirrel: high value, highly unique - ROI
21
Q
How do you achieve success:
A
- not every day is going to be successful. 3 good days a week is a good week.
- be committed to your role and the company, but be prepared to move on when the organisation does no longer help you achieve where you want to be.
22
Q
Reasons to stay or leave an organisation:
A
If you’re happy with 3 out of 4, that’s a good sign:
1. Pay: Are you happy with what you get paid for the role that you carry out
2. Location: are you happy with where you work
3. Passion: do you care about what you do?
4. Friction: do you enjoy where you are? Or is there a lot of friction?
23
Q
ROI = return on integrity
A
T = TS + (HICE)
Trust = Technical Skills +(honestyintegritycharacterempathy)
24
Q
3 Questions for Strategic Talent Management:
A
- What is todays strategy and what is tomorrow’s strategy:
- where do you focus your efforts
- how do we get there? What is our roadmap?
- Where are we going to make the biggest impact?
- what capabilities and systems do we need to achieve this?
- when are we focussing on what? - What are the capabilities that you need?
- What are the key roles that need to be filled?
25
Tools to retain top talent:
1. Career maps
2. Experience profile
3. Individual development plan
26
Career map:
What are their Technical Skills?
- degree
- professional qualifications
- work cross enterprise
- consistent top performance and multiple cross enterprise projects
What are their Professional Skills?
- learning how the organisation works
- team follower, lateral leadership
- formal team lead
- multiple formal or informal team lead
27
Experience profile:
1. C-suite experience:
2. Org lifecycle: experience in start-up, turnaround, scale, sustain
3. Management
4. Cross enterprise
5. Geography: HQ, field office, domestic, international
28
Individual development plan:
1. List their competencies: then mark it red, yellow or green where they have experience and what they need to work on
29
Master class tips: retaining staff
1. Frequent 1:1 conversations
2. Know who the flight risks are?
3. Know some details about your team, in order to understand how they are, where they stand, what they’re thinking.
30
Diagnosing Organisation culture:
Imagine an ice berg:
Above the water line:
- Shared
- Pervasive
- Enduring
- Hardwired
Below the water line:
- what are our values
- what are our believes
31
organisational culture diamon:
Independence
Flexibility Stability
Interdependent
32
How to amplify organisational culture:
- What are the critical behaviours required?
- who are the heroes and heroines, that you want to point at as an example?
- what are the critical qualities?
33
3 levels of culture by Edgar Schein: from conscious to less conscious
1. Artefacts (surface level: logos, dress code, furniture)
2. Espoused values ( standards and values: how do people communicate, rules, codes of conduct)
3. Basic assumptions (subconscious level: for example long held standards on staff welfare)
34
Factors that influence organisational culture:
1. Age and history
2. Size
3. Leadership style
4. Technology
5. Ownership
6. The market
7. Location
35
Organisational culture according to Charles Handy:
1. Power
2. Role
3. Task
4. Person
36
Power culture is:
Usually 1 or a few leaders, few rules, decisions are made quickly by the central person. Often seen in new or small businesses.
37
Role culture =
Often seen in large governmental organisations. Power is derived from the position of your job. Slow decision making and slow culture change if needed. Lots of rules and regulations.
38
Task culture:
Seen is R&D organisations, IT and companies where rapid change is needed. Quick decision making. Employees often love their work. Often work on a team and project basis.
39
Person culture:
Not one leader, but a group of partners. Often solicitors, accountants etc.
40
Geert Hofstede: 6-D model of national culture:
1. Power distance
2. Individualism v collectivism
3. Uncertainty avoidance
4. Masculinity v feminity
5. Long-term orientation v short-term orientation
6. Indulgence
41
How to motivate and retain staff
- Differentiation:
Intrinsic v extrinsic (=more money)
Intrinsic = allow people to be in the areas they are good at. Giving them to the tools and training to do a good job. Help them and make them feel that their impact is valuable.
- Goal setting: regularly assess, specific goals, goals have to be stretch goals, targeted and transparent goals.
- Practical application :
1. What’s their impact on the organisation?
2.
3.
4.
5.
42
How to set goals for staff:
3 to 5 goals per annum:
Result or outcome driven
- individual goals have to be aligned with the organisation’s goals
- talk about them and how it’s going
- then show what your plans are, what keeps you busy. What are the organisation goals.
They will feel part of team knowing what the goals are.
- growing your team you’ve got to spend time with them.
43
Key questions to ask HR regarding appraisals:
- To what extend is this goal aligned to the organisation’s goals.
- be clear if you focus on Team goals or on individual goals.
- does the organisation reward performance as a Bell Curve. (High and low performers and average in the middle)
Or a high bar and if you meet that bar you are rewarded for that.
44
Principal to keep in mind in appraisals:
1. It’s a review
2. Here are your annual goals and monitor quarterly. Ask the employee how they see these goals.
3. Critical Incident Model: can be positive, average or negative. And make sure it’s mentioned in every quarterly review.
4. Always stay in alignment with your organisation’s policies and procedures
45
Tools to do appraisals:
1:1
1. Listen to them
2. Then you speak and tell them what you see.
3. Then look at what’s the plan for the next period
Always keep listening.
Use: Next time focus on this or that…
46
Types of goals:
- SMART
- FAST (frequent, ambitious, specific and transparent)
- use a 1-page plan with goals
- only set 5 goals maximum
47
Envelope supervision:
- Focus on what needs to be done and by when.
- Ensure they have the skills and tools to make it happen
- Then leave them to it to get on with the task/goal
