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Hello and welcome to you watching online to this data or program for team leaders and supervises my name is meant Mukai. This is the first part off a Level three program on Let me just take you through what it's all about. Well, first of all, they're ihsaa program off me, exploring the subject matter, sharing with you experience and ideas, tools and techniques. Lots, lots of thoughts across a whole variety of different skills that meets the modern supervisor. My backgrounds been very much in helping the professional service sector improve their skills, both in marketing and in management in more recent years. And I've been working with legal aid lawyers, particularly with data law, to develop there, programs there, special ISMs and meet the requirements off the legal aid agency. So what's all this program about? Well, it's supported with Workbook. He'll find this 60 page workbook to hand looking across there. I've got it on the screen so I can follow and guide you through the pagination so encouraged Teoh, Keep that open. Have a look at it, produce hard copy you can add to it, and so on and so forth entirely up to you naturally, if you can keep it is a online copy. If you will. On these slides are there just to support my conversation with you about the program. Within that workbook, you'll find some self assessment programs, questionnaires and therefore getting a hard copy that is always very helpful as well, so that enables you to explore what's going on within the subject. You can then dip into it as and when you need. So what's the program all about? Well, let me give you a brief overview. You may have seen that in the short promotional clip that we did, but I can give you a little bit more information on it. I'll go through first of all, what the Level three requirement is, and you'll see how this has grown out off the work we've done over several years working for legal aid sector. We're gonna be exploring from the practical point of view, your activity, particularly when you have a new member staff arriving into your department, transferring to your department new recruit, that sort of thing to have a look at how you start off on the right foot. We'll be looking at the core skills off a supervisor briefing, assessing, reinforcing and coaching on will focus very much on briefing and assessing work, a process to make it more successful from your point of view, getting work done through other people. Getting done successfully on all that has to do with motivation. Of course, making sure that people remain motivated on that we can explore different processes to that and how you can manage people at different levels of motivation for different levels of task complexity. Quite a lot involved in that. Therefore, it's all about your supervisor effectiveness. Are you an effective supervisor? Let's explore that. What does it mean? How do we know that we are on one of the self assessment areas? Is to look at your supervisor profile your situation supervisor. What is the situation? Does this person know much about the task? Is it a familiar task to them? Is it a complex task? And therefore, how do you handle that as an individual Dave teams of people on. That's the first of the many ways in which we help you explore yourself in more detail. We look at managing conflict. Should it occur. What are the options where you prefer to do. How do you handle it? How effective are you using different approaches to different sort of situations when conflict does occur, if indeed it should occur in your work area. Team meetings are very important elements for you as a supervisor. How do you manage those how to get people on board? We do with problems on How do you make work more effectively? How do you function as 18 player? You're a supervisor. A part of a firm may be modest in numbers. It may be lots of people how to get on with the other people in the team context recording. Interesting to explore that Andi. Indeed, you can explore the members of your team as well. So quite a bit there to help you through that. Because the bottom line, of course, is the personal action plan that you develop your supervisory skills so that you can progress your career and reap the rewards. You deserve it. It's a very durable process, Andi. I hope to engage with you as we run through it. And remember, as always for data little you can watch it at your pace, your time in your place on you can review it if you wish. You can stop the recording at any time, and indeed, I'll encourage you to do so. To think about a few things. Had a few notes to the workbook that we've created for you. So that is there to help you get through to the Level three attainment that might be worth starting off by exploring what we mean by that level three. And what does it mean in the context of what you're doing to reach that national standard? So the level three courses, you know, is, um, split up into two parts on. We're looking at the apprenticeship standard, a syllabus for team leader supervisors, and it comes out of the Chartered Management Initiative, the Chartered Institute Level three. Team leader supervisor apprenticeship program on that is on assessed course. It's not just sitting. Listen to me. Rattle on a bit, um, download the workbook. I think that's it. Correct it because what it's all about our three core things that you will be assessed to that national standard. Dear knows stuff. So it's my job to impart knowledge to you. The knowledge that I've gained over years and years of being a supervisor of being a manager, being a leader, years and years, but well, delivering Level three and Level five programs to the national standard on making sure that people get through. I've been a senior examiner with the Chartered Management Institute at Level five, guiding the more junior managers in their assessment. So assessment. Well, there's a separate module within the portfolio that explores what's involved and how you meet the requirements that are there. But just to say for now that we will help you test yourself on whether you've got the knowledge required from this program. Online knowledge Check. Do that as many times as you need in order to demonstrate that you know the stuff that's being imparted to you. But it's also about the skills, the use of these things in practice. So this is where the internal assesses with Data law charming group of people working with them to help, then help you to know whether or not the skills that you're applying within the workplace meet that standard. It's just the practical stuff, my jobs and extend ah assessors to make sure that everything is good, whoever you speak to, whatever the program is you're going to reach the national standards, and I'm absolutely committed to everybody that starts the program. Getting through it on. I will match my enthusiasm for the program with your enthusiasm for the program. So if you want to work through to reach that attainment, then we're with you every step of the way. And that's a promise to you. So that's what assessments all about on doesn't say there's another model within the portfolio. You'd have a look at that, both for part one and part two off the program. So where does it all come from? Maybe talking about legal aid a little bit? Well, um, the original program we've run for number of years now with data law is used to help people meet the requirements that Legal aid agency specialists Kulti mark. There is the 2018 standard civil contract specifications the program originally designed for supervisors off Ah, caseworkers providing legal advice to their clients. Meeting that standard on the specialist quality mark has section D on people Management, and the program was designed to meet all of that on this program, designed now for the team leader's supervising other people within the firm like you is what this program is all about. So it's nothing to do with the law per se. Everything to do with supervising people on, incidentally, also meets the requirements of those solicitors needing to achieve the essay raise practice framework attainment for supervision outside off the Legal aid agency area. So it doesn't matter whether you're supervising in a firm that does legal aid or with your surprising firm that does not. This program meets the needs off the supervisors in the national standard, working in all sorts of sectors. And we're helping you chief that standard in the best possible way you'll see within the workbook. There's further notes on the different types off approach to those qualifications. It's there on page five off the workbook, he says. Looking across explains a bit more detail about what the national standards mean about training in supervisory skills give you the opportunity particularly. There's more than one supervisor within your firm. Both of you working with the data log program is an excellent opportunity to work together to compare ideas and learn from each other. We really do encourage that as much as possible organizational learning to encourage you to engage with your peers at your level to engage with more senior staff on your development, to engage with your own staff the people that report to you in terms off developing the skills to enable them to perform well within their area so that training and supervisory skills is not just about experience. You may have had experience of a good supervisor in your former years when you were at work. I hope so. But there's a lot more that we can share hope that there will be a lot on this program that's new to you worth exploring. There are other books, of course. I've written seven. I called the Magnificent 77 books for students of advertising, marketing, management, even reception skills. Ah, with other authors on a one of written myself is on motivation, ability and confidence building in people. And yes, I'm bound to tell you that's great book to get hold off on, Duh. You could get hold of show you how to get a hold of a copy on Amazon on page six, page 6.786 Off the notes on. You'll find on there, of course, used copies perfectly good. It's written a few years ago, but it's written to the standards off Theo, the C. I. P. D. And the Chartered Management Institute. So been examiner there. I've done lots of work, and that was the course book when I was an examiner. So lots of help and support to guide you through the program. So let's explore what the supervisor level three syllabus is all about. You've got the very fine detail of this in the appendices off the workbook, but as you can see, it covers a whole variety of areas. Having to do with knowledge and skills on the last one is to do with your behaviors. So as you can see quite comprehensive operational things, we'll talk about in part, and we won't go through the syllabus by chunk by chunk by chunk, because the syllabus is designed to be catchall. But our approach to learning, we know from having run learning in a variety, different contacts online, face to face and so forth that it's far better to learn holistically rather than just going through it sequentially. It's and others were looking the big picture all the time, so I don't look a operational management on its own without thinking about people and how you deal with people on a 1 to 1 basis dealing on teams. Every piece of work you do is a project of some sort. But it's not all of the project management tools used all the time. There's various ways in which we can grow up, grow the work that we do and explore how to improve the systems procedures. I'm not training anybody to be an accountant, but about finance. But to be very aware of the corporate compliance that's needed to be aware that not from point of view of compliance, officer for legal practice or compliance, officer in finance and admin, but to know about managing budgets and says, Look, here's a dollop of of money to go run an event for us to organize something. So how do you manage that? And we'll explore the detail of that In part two. Communication will never go very far from what we're doing. The leading and managing people would explore those What's the difference between them and so forth, making sure that you build good relationships with staff with your peers, with managers with suppliers with clients that sort of 3 60 degree if he will. So you become much more aware as we go through various elements off conflict off supervision, off team playing team leading aware of yourself and manage yourself so that you make better decisions. And then the behaviors are encompassing all of those things. It's how you know things apply that have the skills to apply it on the behaviors that go with it. And that's really what the assessment at the end of the day is all about. So with that in mind, I hope that's given you a very good overview of what it's all about. Andi, if you do need to review that, if you do need to look at the workbook in a bit more detail, as you know you can pause of recording any time you like. Any place you like to get your pace on will help you through the process on. I don't need to be daunted with lots of people. Get through this extremely well on were there to make sure that your success that you desire is what we help you achieve. So let's get on and explore a little bit more about the program in detail
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I think it's worth exploring before we start the process of on boarding people into your department to recognize the difference between leadership, management and supervision. And it's really about a timeline, because leaders from the Latin, I'm told, is to find a path of managers, make sure the far path is being followed and Mr our Toys Administration, whereas supervision comes from the Latin derivation, which means to care so caring for people on a short term basis on a day by day basis, you're very much involved in hands on supervision people in a day by day basis on Therefore, I think socializing inducing people into the workplaces starts with you because the end of the day, if anything does go wrong, then maybe went wrong in the beginning. So as I say, things don't go wrong in the end, they go wrong at the beginning. So let's see how we can start people off on the right way at the outset. Um, first of all, I think is recognizing that throughout this program, I'm putting you of the center of everything we're talking about is about you, what you do and how you do it. So there's four elements. I think that worked quite well in terms of socialization. First of all, it's about behaviours. There's a lot going on within the world of work, having to do with the employment contracts of employment dealing with people. I think it's a very good thing, too, that we dean with equality act in 2010 things like that. So we need to start off. So people know how to behave. Certainly when I work as an interim manager and I have worked in firms part time as a as an interim, dealing with various projects and so forth, while first things I want to find out is, What's the dress code? How do we do? Had we address each people? How is that done? Yeah, how do we get coffee sorted out? All the basic stuff of sitting in that thinks fundamental on that. Clearly, maybe something handled by a jar of your firm large enough to have good people like that are able to do that induction for you. But if your supervisor, then obviously it falls onto your shoulders. So what is it that forms a sense belonging? What's the business about? What are you trying to achieve. What's the firm trying to achieve? So how do we get that sense of belonging? What is the history? The firm? Where are we now? Where we going? That's all part of operational management of the direction in which the firm's going. Now, if I talked to many a commercial law firm, what's the purpose? That term, often the first word is, is profitable. Secondly, maybe to do with client care. But if you look at it from the point of your your role, how does support stuff belong to the organization? There's two things I think they could do. Um, and that is that they can save a fear in a time, any Fiona, for that matter. And secondly, they can support any client. So making that as the purpose of the job since blowing makes a lot of sense, then therefore, that job fit in with other people. So if you're supervising people that are in a support function for the fee earning part of the business, then you must obviously focused the minds on saving these people time. With more time, you can say for more time they could get on on earn the fees on where you can all share in that economic prosperity. So that job fit, I think, very, very important. And therefore, if that's their job, and how is the job reviewed? One of things we're gonna be looking at this part. One program is how you manage briefing work, fitting it in with everyone else. On. Secondly, how you assess work did it go according to plan? So there's reviews can be very, very crucial for you. So these four areas are a key element off that socialization, so that you can make sure that if you are involved in that, that is your job. To make sure that people feel as if they're on board with you on. That is an element off the role that you have as a supervisor to be that leader off that individual or group of people that you're supervising. So I hope that's giving us a few first thoughts for that induction. Remember, as always, for these programs, it's backed up a lot more information within the workbook for you. But let's move it on because if we're talking about leadership, gosh, certainly there could be a whole 200 hours worth of leadership training was part of my master's degree in strategic marketing a few years back. Are not expecting anybody to cover that sort of depth of information. What we're looking at here is what is leadership all about? How do you drive a business forward? Well, in your role, you are the leader within your work group. So what does it take to lead? What does it take to ensure that people follow your direction? Somebody has defined the path, the senior managers, the firm. You may be a senior managing the firm, maybe more junior supervisor in the firm. But what is it, Tank to take that initiative and take to lead on. Therefore, what is it looked like when people are following? So what is a complete leader? Not just about leadership per se, but what makes completeness so that people look forward to Monday morning coming to work? Thank goodness it's Monday. We can all get on and do some more of that stuff that we were doing on. That may sound a little bit extreme. Looking forward to Monday's. Well, I have to say I'm been running my own business for 27 years, and I thoroughly enjoy Mondays because I enjoy the work I do. I mean, have really enjoying sounds a bit bizarre, sitting here looking a green light on the camera. But I'm enjoying that. I like to think my people enjoy what they do. I hope to convince that they do something more outside of work. But when they're in it work, I want him to feel as if they are part of something important, and we're part of improving your continuing professional development. So there's model of leadership, which I've got for you, and it's reproduced in the notes. So if I just look across to check which page I'm on, we have a model called The Complete Leader. On it sits there on page eight. What does it look like? Well, complete leadership. What is that full face off leadership that we need to look at? So what is there going to be? Well, as I say, Page A has this model. It's a model for leadership. The complete leader was represented from the set of the leadership studies up in Chester that was looking at this, and they rip said it was a steering wheel, and it's quite useful I think whatever level you're at within your firm where the all the managing partner, where the You are a team leader, whether you are supervised, whatever it might be. Imagine you're driving your part of the business forward, so the steering wheel puts you bang in the middle of it. When it says May, it's not me, it's you. Okay, is you. So how you harnessing the feelings of other people to create meaning to what they're doing on a day by day basis? Well, they are saving any fear in a time they are supporting any client. So what we need to be able to do is to communicate to people what the business is all about. Some sense of purpose, some idea of what we're about, where we're going on. I work, as you know, with data law on a lot of legal aid practices. And of course, their vision is to give access to justice to the most vulnerable in society. That's a vision, sense of purpose, very strong. But being able to say, well, what's our vision within our department? What's our vision within our role? What is it all about? Where are we going to be a in the immediate future. Short term the next quarter, that half year, the end of this year. Next year. What's that? A picture? Are you creating for them? Because people want to come to work and get paid? And if they like me, they've got some bills to pay. They need to make sure that they get an income this month, next month and the month after. So I think that very much this picture behavior needs to be explored to make sure that people have some context in which to see their job fitting in with the whole sense of purpose of the firm. And that's quite a useful communication continuing to explore. But then, of course, people need to know Well, what constitutes a job well done. Your job is the supervisor is so that people know whether or not they're doing a good job that Mike Leavitt mystery. They don't leave it to chance. What are those measures? Yeah, okay. We have a higher level measure called profit. Will you? Individuals within your department may or may not have a direct impact on profit because they may or may not have control of expenditure there may or may not have control off the revenue that comes in through the door, but the all sorts of measures that are in place to make sure that we're doing a good job. Yes, we can measure client complaints. Yes, we can measure how long it takes to do a piece of work. Yes, we can measure the degree to which people are on board or motivated and so on. So those sort of number behaviors become very important. There's very hard numbers, like finance and very soft numbers about Well, you know what degree or people engaged with the firm, you know, Is it about 10%? Engagement is a 90% engagement. You know, there's that sort of engagement being explored. So knowing way your job fits what we're all about around here and whether we are on the way getting there, and that we're achieving something this month, next month and the month after that, well, there's two very important strong spokes of your role as a supervisor. But what about the culture? And as it says in the model, you know, culture could be defined as the way we do things around here, so There are some things written into the statute of employment, employment, law, discrimination, workplace, ALS, that sort of thing. Well, that will be written in terms of codes of conduct, an operation manual, etcetera, etcetera. But there will be those anecdotes and those values and those ideas that come together. So if you imagine this wheel turning on DA, I'm not a great, um, exponents of engineering or mechanics. But I do know every time I get tires replaced in my car, they need to be balanced. So that's check that one side isn't a bit heavy. Otherwise, it'll wobble. That is a bit like your role as a supervisor. You know what we're about? We know where we're going. You know what the department's trying to achieve, You know, whether we're doing a good job, the numbers, you know, how well do things. Therefore, each of those three spokes are balanced and you hear the word balance, Andi situation and so force coming up quite a bit as we go through these to level one. Sorry, Level three programs part one and part two. But if we have a sense of purpose on, we know whether we're getting there we have a result. So what is a result for you getting the work done on time? Getting bills paid on time, reading new clients, satisfying clients needs engaging with your staff. The result means different things for different people. It may be measured in financial terms. It may be a result on my support staff, my bookkeeper, A result for her is getting through the day without any problems. Everything that you wanted to do got done. She came to work, work for four hours, half day or full day, eight hours more than happy with ALS that was going on if he gets paid for what she does, and she's very happy with that. So a good result is to come to work, enjoy the work and go home happy. I mean, what is wrong with that? Okay, she's older than may. Well, can you believe that people still in work older than may result in May, but it thoroughly enjoys what she's doing, So a result means different things for different people. What about your staff? What about your team? How do they feel? What is a good results, which means that in terms of what we measure, aunt. How we do things have to do with the systems now in your firm, you'll have some very hard, straightforward systems. You'll have Excel Spreadsheets, systems. You'll have case management systems. You'll have a new client systems. You'll have a code of conduct systems and all that you'll have disciplinary and grievance systems. You have all those, but have informal systems. So what happens when book keeps not in? Because she's off sick? Who covers for that? Who looks after this? Who looked after that, have some informal systems to make sure it happens. Then if you look at the sense of purpose on the way in which we do things, it's very much the passion. And I'm privileged to work with legal aid firms and individuals because they share a great passion. Access to justice on the way they do things is understood. So this complete leader is a very, very simple model. On the example you have in the workbook on Page eight is the one that we have on the wall in the office, just a za reminder of what we're all about. And then, on the next page off the workbook, he says, just running down. There is a whole series of questions there that don't be limited by these, but have a look at them. But why not get the team together every now and then just to explore for 10 minutes? What's going on on what they think? Let's look at vision or sense of purpose. If I spoke to your team members what they all say the same thing about the overriding purpose specifics to make profits, then it's It's not the that's the byproduct. Off management is not the purpose of management. Posted management is to create a customer or caper customer has the purpose purpose of management to make sure the operation runs well to deliver to clients needs. So those sorts of things are very, very important. So is it clear about the firm or department or section? So that's a question to explore. What about your colleagues? More senior, more junior than the other parts off the business? Is that are you all on the same page? Have you got that sense of purpose behind beyond the financial one on is that shared through the firm for most junior part time staff right the way through to the more senior on all. Therefore on the same page singing from the same song sheet. What about the aims and objectives? Are they expressed clearly? Is that understood? I mentioned very much about induction. Well, okay, things move forward, strategies developed. Change modify, the firm grows, things change and all those changes being communicated well enough and then bring it down to the individual level. What about the key goals or purpose that people have? Do they reinforce and contribute to the overall part of the business? Or is their job a little sort of box? And it's an end in itself. Now. Every job and we'll explore this in part two off this program about the customers supply chains that run across the inside of your business. My bookkeeper is a customer off mine and because I supply her with information and she needs it in the right way, and I need to give her that information because she is my customer and turn it around. She is a supply to me to give me some answers in terms of expenditure over time and so forth. So this is very important mechanics of the business, but it's overall sense of purpose is fundamental. Then, of course, moving on round in no particular order. Next time you get together, you might want to chat about the culture. How are things done in your firm? What words or phrases would you describe that culture is that I've worked in organizations that have a a gotcha culture. In other words, keep my head down, get on with the work. Don't ruffle any feathers. That'll be fine if you don't perform well. Ha ha! Gotcha. We've got you on. Therefore, they're not rewarding good performance. They are bringing out some sort of sanction against people. Don't perform well focused very much on the poor performance. Not so much on the consistently, OK or better than Okay, performers. Very frustrating. And I didn't stay in that organization very long. That's history. What about the corn understanding of the way we do things around here? Is it shared around the office on wider field? You see, because I did, in order to for firm 47 employees, okay, northeast of London. Not telling which Barra 47 employees there were five teams. They were dysfunctional. Their teams of people didn't work together, so okay, what the five teams will you have? The partnership? They were a law unto themselves. They got on, did what they did that managed from their offices and so on. Then they had, with senior fee earners, the qualified to three years peak. Youi that those folks there and they were just waiting for somebody to die. If you will, almost seriously, too, go to the next level because there was a a partnership and that was it. It was. People were not written, not retiring. Coming in, refusing to let go of things so that people could progress. There were Junior Fiona's paralegals trainee on DA one of the 1st 1 or two year qualified. So not yet associate senior associates firm on they. We're looking once they qualified to get a cup of years on their CV before moving on to a better job. Then you had the senior admin people, people who were team leader supervisors. They were closer a little bit, finance people. I t and so forth closer to the partnership. And then the 15 with the support staff on they were described by the rest off being oxymorons. Yes, oxymoron means two words don't actually mean the same thing. They were staff, but they didn't support. Why were they dysfunctional teams? Well, they hardly spoke to each other, didn't know which either. With doing that, it's socialized together, and they did their own thing in their own way, and the whole thing was rather dis functional. Short anecdote. Is that happening in your area, or do people work well? Is terms of understanding each other working well together? So Corvallis dress codes appropriates behaviors. Are they just in the in the workbook to people keep having a bit of a laugh. I remember dressed down days and you looked at it for really. Somebody thought it was appropriate to come into work in a dress down. Maybe smart, casual or different. People have a different view of what constitutes smart, casual. So those sorts of things need to be sorted out sometimes there in statute, for the quality acts and for employment law and so on and so forth. But we do need to make sure that we are looking at those things appropriately on, then code of conduct Now. Then, when I was set my own business up many years ago, we do market research on behalf of firms for market research of clients and researching internal staff surveys and engagement, and so on and so forth. We had one chap doings, market research. He was putting data entry, spreadsheets and so forth on How can I put it. He had a particular interest on the Internet. We only became aware of this when the firm bill came in and there was a premium telephone lines being there. He had that particular interest that he were explored from the workplace when obviously nobody else was in. I didn't realize I needed a Web surfing code of conduct. So with these things of all so some of those things, larger firms could be sorted out, obviously very straightforward way to make sure that people on the same page on all sorts of things, somebody else many, many, many years ago, 25 now who tend to think that the phone on her desk was for her to phone her friends when the partners were 19 she ran up lots lots of phone calls to a pretty one particular number on that happened to be boyfriend. She went to see every weekend. Now, come on, spend spending an hour a week on the phone when she's paid by the hour is having a bit of a laugh because that's four hours, half a day a week, just on the phone. Half of our conversations, absolutely no problem with a quick phone call. Yes, I'll be on the train or picking up from the station, whatever. Not a problem with that. But again, what about mobile phones? I met people who really can't get away from checking Twitter or Facebook or Pinterest or whatever. It might be regularly throughout the day, as if it's some part of the human right to have access to their social media. Lots of lots of stuff there that you can explore to make sure that people are on the same page now that when it comes to the fit within departments, then obviously the fit within department has to do with what constitutes a job well done. Therefore, what measures do you have within your department so you can explore number questions there? We'll talk about key performance indicators, that sort of thing. Well, what is it that constitutes a job well done? Well, we can explore how processes run on what processes are supposed to be in what work gets done. One particular level now case management systems and the um, dealing with fixed reworking, dealing with legal aid, agency work and so on and so forth has lots and lots of fundamental new miracle time or cost based measures with them. But what about your sort of work as a supervisor off support stuff? Does that reflect the overall sense of purpose? The degree to which one is engaging with clients and getting the job done in the proper way? There will be some hard measures I mentioned. They may be time measures. Financial measures that help widely is that information shared and clearly one understands Been running. My business were not sharing widely the profit figures. But we are sharing sufficient information so people know what's being done on what isn't being done. The performance measures become very important on what about those living up to the values? Are you really measuring staff engagement? Well, self engagements on the I'll mention a little bit later on. The way we do things around here is an important element off that I don't get to. You've gotta have some of those softer attitudes, beliefs, measures and is that information being shared So staff audits become very, very important there from staff engagement point of view and then think about other sorts of data. You click yes and dramatic questionnaires. Absolutely fine. But why not sharing Maura, Maura, those good messages? Good stories to give the full picture. Every time I do a face to face training program in House Public course, there is the delicate satisfaction survey that escalated that gets circulated. Anybody that does, of course, gets that information, and it shared because all of those things is the output of a work that we do. But there's a lot of people behind scenes that contribute to that, and I want to make sure that they are absolutely up to speed with those sorts of things on when it comes to measurement issues, lots that you can explore information that will be throughout part one and part two. But it would include a whole variety of things that lead to success. The degree to which people communicate Well, well, look at that when it becomes when we come to look at briefing and assessing work, to understand how well, we do those sorts of things. We will look it. Teamwork will explore the teamwork questionnaire later on in the program. We don't have a look at the degree to which people can come up with better ways of working and find new ways of doing things. So creativity and innovation may not have been high on your agenda, but what it means is a better thing to do or a better way to do it so we can work on those things on giving examples of those. As we go through the program, we can measure the degree to which people are solving problems themselves on a bother to do it. It's all about staff engagement. The degree to which people plan and organized now is a supervisor. You have to plan and organize other people. So is the work getting done through your people? Those sort of things become important. It's very straightforward in some ways to evaluate a client satisfaction, but sometimes difficult to measure things that clients aren't telling you about, or that isn't there to be. At the end of the survey. If you have a survey brilliant, what about all those? Don't respond to the survey. What's happening with those? Now we look at the degree to which you are able to achieve things for other people. So you're coaching your leadership. Your supervisory skills are important. What about the marketing activity? What constitutes a job well done there? We explore that in other areas. Certainly when we look at how we work, too, get people engaged. And we explore this throughout this program of running events to make sure that people are actually engaged, and also that people work not only just hard, but also smart. In other words, they do things that are relevant. Your effectiveness as a supervisor is far more important than your efficiency. As a supervisor. Yes, you heard it Correct effectiveness and efficiency and not one of the same thing. What we need to do is to explore what each of those mean in the context off the work that you're doing. So that overview can use that model to explore what's going on and just keep prime ing the pump. Keep making sure that people are aware of these things they could talk to about these things. You don't have to overplay it, but when people know what their sense of purpose is, what that job is, about, how they know whether they're doing a good job, the way in which they'll do it makes for a complete leader. So although you are a team, me a supervisor on maybe not the managing partner, it doesn't matter. That model is equally relevant to all of those who take the initiative to get work done through other people. So with that thoughts in mind, let's look at the degree to which you're able to get work done through other people. So let's explore the key behaviours off a supervisor getting work done through other people. It's the bark manager now. In this respect, I don't mean that your barking like yappy dog being rather aggressive and getting things done going around like some I don't know, regimental Sergeant Major or that in fact, you're a soft little puppy doke what I mean by bark. It's an acronym that explores your behaviors. When you brief work to somebody else to get it done by somebody else, you assess how well it's gone and you look reinforcing and coaching. This is the to day programme that I put together for public courses. But here we're taking the key highlights off briefing, assessing as part of this program. But it sits in context. Now, you have this on page 10 off the notes on. Think about it. In the context of whether your managing by example, your professional, you do things professionally. You plan work. You brief work in a professional fashion, you assess, you deal with people in the appropriate way, you maintain or improve individual self esteem. And indeed, you're not frightened to give or receive feedback. I get feedback from every delegate. I hope you give positive feedback to this program Very committed to your developed. So exploring those things, never frightened to give it will receive it. So hands up. If you like criticism. Okay. You're a lousy supervisor. Do you feel better now you're going to say Ah ha. Hold on a minute. What I mean is constructive criticism. Oh, come over here. Let me explain how badly things are in that way. You can improve. Does that sound good? Is that's an oxymoron. Constructive criticism. How do I build you up by knocking you down? Maybe what we'll need to look at is how we can handle feedback in a more professional way and keep you hanging on there will explore giving feedback as part of this program. Then, of course, we need to say, Well, if I got a brief work, have I got commitment from the more junior member staff colleague that I'm going to brief him with work to do the work to the appropriate fashion? So commitment, of course, is crucial. Your showing commitment to you, your job, your employer commitment to your professional development commitment to helping clients commitment to saving feeling. This time you're on the same page. Are your staff? Were they should be, then that's obviously going to be important and therefore those social skills of dynamics, of communication, of listening. I have two eyes and two ears on one mouth part from this program where I'm talking to camera. I hope you use your two eyes and two ears and your one mouth and use them in the same proportion when you're dealing with people. Very quick overview in terms of what I mean by the managed by example, feedback, commitment and social skills. And that's the context off what we look at when we Go ahead. Brief work. Briefing work is not just here. I've got this file. Can you sort it out, Phone them, get that those figures together. I need it by four o'clock. We're actually looking at briefing in a much more professional way, maintaining self esteem amongst your work. Ike's. So you brief in a professional way. The consequence of briefing work is to find out whether it went right. How did it go? Was it all right for you? So that element off assessing work afterwards needs to be looked at in a similar professional context. I once had a manager who would brief me with work. I'd complete the work, want to talk to him afterwards. So, no, thanks for that. Thanks. I've got that. I want you to do this now. Once you do that now, I feel Where's the assessment? I think the only way ever knew that I wasn't doing well was when he told me I wasn't doing well, which is hardly helpful. So assessment is an important follow on from the briefing. And I think there's ah lot that all of us me included, because I'll remind myself in Britain written the workbook and written that process. I could remind myself assessment on what needs to be done on this two outcomes of assessment. Either things went well and in which case we can reinforce that to make sure that we continue to maintain their standards when we assess work or things didn't quite go quite so well, then we could explore coaching in the workplace to ensure that people continue to perform well on those two loops of reinforcing and coaching feed back in to the assessing not to suggest that they are not as important as briefing or assessing. But if we get a brief assess, well, then the others follow in the same sort of format, and that's really what we're going to be exploring on the program. Remember, what we're aiming to do is to work in such a way that we maintain the key principles. These are in a box written for you there on page 11 so that you're aware of it that when you are working with people, you should maintain or improve self esteem. You should demonstrate that you have two eyes, two ears and one mouth, and you use them in the same proportion on that. You ask for ideas or offer suggestions and get that coaching framework. It's something I've completed. Despite my many years as a manager and supervisor off coaching skills for leaders in the Workplace is in ST of Learning Management Program. Did isn't aside. I just wanted to make sure that there was things that I could think through and I realized, and I know this is a sports coach because I was coaching junior school age youngsters from the age of 6 to 16 different groups, different age groups for 16 years and also track and field athletics that there's a difference between training somebody to improve and coaching somebody to improve, and those sorts of things become very important. Incidently would explore those a bit more detail when we look at the situational leadership model, so these, I think, are absolutely fundamental because using the principles that were going to be looking at the process off briefing and assessing particularly there's a number of things that you'll be able to do not only to demonstrate to people that you are, you have effective interpersonal skills on. They in turn will learn from you from your supervisor by example, and they can use the same sort of approach when they, too, are talking with colleagues and so on and so forth. So your model those behaviors and take those on board, and that builds into the culture the way we do things around here is to be much more inclusive. To be much more consider, it would be much more helpful and mutually supportive. So modeling those behaviors, so then 34 key components to make sure people know what to do and help to do something that's briefing. And also you can make sure that there's positive development because every time you do a piece of work, you're improving the way that you did it last time. So there's always that assessment on positive development that goes on when you self assess how well you do. But then, of course, your people could learn that they, too, can assess how they did on whether or not they can improve. And that's a very great joy buzz to continue to improve, take away all the creases of work, make it work mawr successfully, never a destination. It's consistent journey so that we continue to deal with those issues and then, of course, reinforced the recognition and repetition to get more of the same, if you will, to encourage people to have another go into do well because reinforcing the good behaviors on if things don't go quite as well, then we need to be able to look at the way in which we develop our know how and apply the skills. This program, as I mentioned earlier, wrong is all about knowledge, to know stuff from the skills to apply those things in practice and have behaviors that happened time after time to encourage people to perform better. And then feedback is so important to not only give it but take it, and those skills and behaviours is part and parcel off the program. So that's quite an introduction. Let's now turn to explore the key steps on briefing work. I think that the actions that you take to brief work is fundamental as a management skill, So I want to share with you ah, process that I've developed to help you make sure that when you do brief, you get amore successful outcome. So when it comes to brief him, work to somebody else. There's a number things one has to stop and think about. These are listed on the in the workbook on page 12. You obviously think about Well, what have I got to tell them? What information do I give them? What they're going to ask of? May. How would I respond to that? What They already know what they need to know What's their experience, have done the same thing before that sort of thing. Um, I'm gonna just tell one person of a particular piece of You have to talk to the team about things on What's the best time place for me to do that They're desk, my desk, whatever, Because putting it in the context of what you're doing is absolutely fundamental because just taking a few seconds to think of those things means that your approach can be that much more professional. And after all, managed by example is the context in which we're working. Now you'll see in the notes that we have given you some approaches. Questions to ask yourself at each off the stages in the briefing process are not to be limited by those, but guided by them. You'll see ah whole variety things in the sex six steps that we talk about And then on page 14 I've given you, Ah, blank a blank document. Andi, before you brief a substantive piece of work. By that, I don't mean you'd use this to say, Excuse me, John, can you just photocopy that pile for me by lunchtime? It's not a simple, quick piece of work with something substantive part of a project, part of a piece of work that needs to be done. So these key steps Oh, much better enacted your behaviors as a supervised will be much better if you follow them in the way in which I've suggested you plan them rather than shooting from the hips and that that way you'll be a lot more accurate in your briefing. So the plan of briefing planner there on Page 14 gives you some blank spaces to write in some ideas on each off the steps. So what's the first step? Well, most people probably think the first thing I need to do is to tell him what I want done. Actually, this is probably the most important step. What is in it for them If you brief them a piece of work now I suspect that most often in the heat off a busy practice like yours, you say, like for consent must know that or forgetting have told him about what we're all about. They know their job is to do X y or Zed. But why this particular piece of work? I don't know. Maybe you're going on vacation for a week and you want somebody to cover for you while you're away. What to do with the phone rings? What to do if that happens, What to do? What to do what? You know. Maybe you want to do that. Maybe there's something left in your in box or your entry that you've not been able to deal with yet. And you want them to pick up the threads, make a phone call and find out what's going on. Talk to somebody. So although you want to get into the detail of what is required, please, please, please take a member Say, Well, ok, if I'm gonna give this to John or Jane or whoever it might be, what reaction my likely to get because come on, let's face it. If I was your manager on, I'm talking to you. Are you busy at the moment? Have you got a lot of things on at work? Doesn't get to three o'clock in the afternoon. You think? Right. Well, that's it for the day, You know? What am I gonna do? What if the boss is going for me? We'll wait here. You're not gonna be sitting around wondering what to do next. What you gonna be is in a full, um, hands on job and the boss comes along, drops another project onto you. So the natural reaction when you're very busy, when somebody asks you to do more work is a little bit of resistance. Oh, my God. Went well. What do I give up now? On what I stopped doing now, in order for this piece of work to be met. So the manager that stops and says I'd like to, uh, get you to cover for me, because I know you're looking to expand the interest in the work that you're doing. I know your ambitious. I know you want to find out new things. So I'm giving you these things because on therefore, there may be a number of different things that you can offer somebody that gives them a bit of an incentive to take the work on board. Maybe that they need to be reminded why this piece of work is bang on the sense of purpose of the firm. Maybe they need to, um, be acknowledged that they have particular expertise in an area. You're they go to person for solving these sorts of problems, and I would rather like you to apply or good skills to this. Whatever it is, give them that bit. I'm not suggesting by any stretch that any one of these steps will take you 15 minutes to talk through, but a sentence that you can write into the briefing planner that says, Jane, you've done a really good job on client care, and I'd like you to apply that skills to this person who's got a bit of a problem, and I would like you to do because I'm doing X, Y and Z in or out of the office or on vacation is next Monday. Please, please, please try to get over themselves. They can't get hold him. What I'd like you to do is this on Then explain what's involved because unless you start by getting people on your side and just dive straight in with both size Elevens to give people what work is required. Then don't be surprised if you get a bit of resistance. So I sent a piece of work. Think one sentence that you will say That's genuine supporting people. I know you've got a good experiencing client care, you know, back you up on this. I just can't do it because on therefore into what's involved what's expected on. Remember the phrase I used management by objectives. What is theologically actives? What's the output? So what's involved? Phone the client in order to make sure that they're satisfied with the service we're giving and they understand what's going on. Etcetera, etcetera. So what's involved? What's expected? And then the next step. Which, of course, this step is very clear and you'll see there about specific information you're going to be given when you look at the briefing planet, etcetera, etcetera. Then we need to say, Well, OK, all skinny questions on this, I think, is quite important because if you don't stop and think about the question to ask, you can actually not get quite such a good brief. Because if you've been explaining somebody, what's involved and then you say, Do you understand? What you're in fact suggesting is that they need to understand what? Of course they do need to understand, but you're forcing them to understand. And if they don't understand, you're not being permissive, but by actually asking them whether they need any therapy. Look, do you understand or do you deem Did you not get all that I was saying? Because what you're doing, this is very important from a point of view of communication. You're in control of what you say. You're not in control of what they understand. So your job is not to force them to understand, but seek to be understood. But there's a subtle change in that. When you say, Do you understand? You want them to understand you're gonna almost be like a school, a teacher, not a very good one who's rather bullying their pupils to come on, understand something like that. We're not Basil Fawlty dealing with Manuel, where you turn two men. Well, is it Will you understand before one of us dies? It is not like that at all. What we're doing is just using a very simple phrase I use as a tutor when I am face to face in front of delegates. This is what the information is. Have I explain that sufficiently clearly because that's permissive somebody, particularly your briefing a team for somebody say, Excuse me, Supervisor, Can you just clarify what you mean by because it's your job to be clear, not forcing them to understand? So what questions will you ask? Dropped them down, making sure that you are clear when you've explained something. So is anybody like me to clarify anything? Anything that I've said that isn't clear? Anything else that I can do to clarify what's required and why it's required and so on, so forth. And then, of course, if you ask a question, you need to listen. Respond appropriately when they say I'm sorry I didn't understand what you meant there. Then you need to respond appropriately so well. Weren't you listening? How many times have I got? Explain this tea. These are phrases I have heard from poor managers in my use. When I was firstly work, didn't have good managers buying large had some very good runs later on, but not quite so good when I was first in the world of work. So work out what questions they're likely to ask. Work out how you're going to respond on. Then, of course, look towards corporation to success because you'll go backwards, too. Seek clarification to explain a bit more details and has that helped clarify it, for you have been sufficiently clear. What do you know what's going on on? You can then ask the right sort of questions to make sure that they have actually understood on what the outputs are going to be on. Then, of course, you want to make sure that they are on the same page. I'm working with you towards the same objectives. Are they going to be able to cooperate? So what will you say to maintain that commitment? Maintain their self esteem? Sounds good to me, Jane. You'll be able to apply this to this particular situation and achieve a pretty good outcome, and I look forward to exploring what is going to happen when I come back. But of course that will be the sort of the end of it, wouldn't it? Well, of course, they make sure that you reinforce their self esteem. Reinforce your trust in them, to perform well, reinforce your belief that things will go well and also confirmed. Get it in the diary when you're going to do it. No, I don't mean that. When you go on vacation, you're gonna go away for a week because of whatever on you'll say. Okay, we'll have a chance about it when I come back, because that suggests when you come back, the yogurt will have hit the fan. You'll have loads, Maurin emails in your inbox or whatever has been going on, or phone calls or actions been collected, even if somebody's looking at some of those things. Oh, I can't do that too hard. Are weight to the supervisors back. Not my job above my pay grade. I'm not doing that, leaving it for somebody else all the time. So there we have six key stages and not just remind you of the process. Take a minute when you know you've got to have somebody of substantive piece of work. Stop and think What what's in it for them? Because they're gonna be sitting there looking at you going, What's in it for May for that you've given me extra work. It may be that when you explain what's involved, they'll say, That's okay, but I've got a full workload. I've got lots and lots of things all next week. Is there anything that I can delay so that I could do this extra thing that you've just given me? Might be a question that they would reasonably ask, because if you just expect people to work longer hours to cover for you while you're away doing whatever you do on your vacation, then don't expect to be a little bit of resistance when they come back. So listen to their concerns, respond accordingly, look for cooperation towards the outcomes and suggest that you are confident they'll do a good job on Let us talk about it. I back on Monday week give me half a day just to go through all the things that are being picking up that I need to sort out urgently. Let's book in the diary now. Two o'clock. You've got your diary. I've got my diary. Two oclock Monday week half on hour, 15 minutes. Whatever you think is appropriate for the size of work, what I'd like to do is to give it a review a little bit later on. So there's the key steps to follow. Explore those don't be limited by the questions within the workbook. Page 14 Look at them planet because it will take you gnome, or probably than 5 to 10 minutes to plan. But that means that when you do brief work, it goes more smoothly for you. You're very clear at the end of it and that this person is wanting to do it because they're on board with you. They know what's expected, not just cause what you said because of what they heard and understood. You have listened that they have particular issues, concerns, clarification, whatever, whatever you've responded. Accordingly, you're going to get more cooperation to success on. When you do review, they know it's part off a continuing process. Not that how to go last week. Old fine, good narcotics, new piece of work for you. So we're looking at assessment in a slightly better way, so there's briefing in key steps. Now let's imagine you had a wonderful time skiing down the black runs you've been laying on a beach. You've walked off foothills of catching younger. That's in the Himalayas. By the way. You had a brilliant time. They've been it work covering for you. So why would we need to assess that work? Either it's gone well or it hasn't gone well on If you think, well, I'll only assess stuff hasn't gone well, then, of course, that is nothing more than criticism, Even if you dress it up by calling constructive criticism. Assessing is a process, as suggested there on page 15 that you keep in mind the work that they're doing, and it's an ongoing part off their personal development. Okay, it's important. What happens fits in with the departmental goals. It's important that what goes on there continues with those principles of maintaining self esteem for the team. Your supporting you've lessened and shown you've understand their concerns. You've understood what went well. You've understood what didn't go well and you're asking for ideas or offering suggestions on how things could continue to improve. So it's not a lengthy a process as we had had when we were looking at briefing, but it is nonetheless as important and therefore there are other critical steps explain for you in a bit more detail on page 16 of the notes. And then on 17 there is another page, which I'd like you to use as a template each time you have to review a piece of work file reviews, maybe some of that. The solicitors doing get used to that in a particular way in which they will do that. But you're reviewing activity when you've been out. You've been away. You've been on vacation. You've got work done through different people in different places. So what are those key steps again? Used the questions within the assessing planner. Use those to follow what's going old and don't be limited by those questions within those boxes. But think about those or something similar now. The first step in assessing probably quite intuitively said, Oh, by the way, how to go last week? Well, hang on a minute. There's another opportunity to remind people the purpose and importance off a formalized assessment process. Why? Well, what's in it for them? What's the purpose off it? But it's to find out what went on. Surely you But what's the birth for, then? I want to find out what went wrong. I want to know what needs to be put right. I want to know. What do do is they're gonna hit my fan. I need to know what fan king I've got to do. All that is right. But from the A team members point of view, your star spawn of you is completely not what's in it for them. So it's about two say the purpose of the assessment is to make sure that I've learned sufficiently about what went well, what went, what could be done differently, what your gains were from the program. What you found difficult where I can help and support you further going forward so that you can pursue the interests within the workplace that you are looking to achieve. So what is the purpose? It must be something that's seen it for them, that they could be recognized for doing the right thing, that they can look at opportunities to expand their portfolio of tasks they take on to make their job more interesting. More impactful or whatever it is, it might be that they maintain their self esteem, saying Yep, I am pretty good at this work. I did that piece of work. The boss appreciates it Andi. Therefore, that makes me feel good self esteem. Very important. So identify your purpose, and then you can say OK, What I'd like to do is to explore the progress that you made last week. I'd like to hear the things that went well. The things didn't go quite so well. I'd like to find out why they went well. I'd like to find out why they didn't go quite so well. I'd like to find out a lot more about how I can help Continue to, uh, explore your own personal development. And indeed, you may have to check your understanding. So therefore, the sort of questions you ask may be very important. So you had difficulties. Why do you think you had difficulties? Was it something to do with the person? Was it something to support around you? Was it something to do with something else that cropped up? Because I wasn't able to deal with it and you had to fend for it while I wasn't there. Such check your understanding so that you know what they are saying. Why they're saying it is. It's exploring questions, no finger pointing questions. So Okay, when did you screw up. Why didn't you do this? Why didn't you do that? Is not that checking? It is exploring why things went well. What they think they've learned from that. What didn't go quite so well. What was the causes of those things? What do you think they would do next time? If they had to replay next week, what would they do? Some of those sort of questions may be appropriate. I can't cover all of them because I don't know you, your work and your staff. But you know your work yourself and your staff. And therefore you can have those sort of conversations and to check the understanding. Then the last step is to say, Okay, we're now because work is continuing. Workers going forward, that a piece of work is not done and then forgotten and moving on to the next one. It's saying Okay, well, where now from this person's point of view, If you have ask somebody to do a piece of work, then where? But they have to get what steps they got in mind where they like to do more of the same. Where they like more complex things where they like things not quite as hard where they like to get more support from their peers. Would they like to get more support from their teammates? Were they able to delay things in the way that you suggested in briefing so that they were able to get the work done? You know what's going on in the way we do things you know, department that help people perform your job is supervisor is to take away the barriers to their good performance, though, of the barriers. So action, where now will be many and varied four steps for very important parts of the process. I hope, therefore, that you found those being useful when it comes to exploring how to move people further forward, because at the end of the day, it's all about motivation. And that, of course, is what I'd like to move forward to. Briefing. Assessing work will maintain the self esteem that people have, make them feel as if they're making progress on. That would be very helpful for them to maintain or indeed grow the motivation
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I think when we turn to look up motivation, we recognize that it's actually quite a big subject, the motivation of people have said junior people. But clearly there may be more older people that you work with older than yourself. So motivation people generally, but in the context or in motivating other people. I think a lot of people misunderstand motivation on as a subject in itself. Certainly when I wrote the book motivation, ability and confidence building in People as a workbook for the C. I. P. D. On Level five program, I researched 100 years of management practice because it is for 100 years or so people in trying to find out what it is that makes people tick, Not just as with the image on the screen, a key in there back toe, wind them up, says a number of different things that we can talk about in terms of motivation. And I'm gonna just select a few to explore One is the self concept that is the view that people have of themselves and from that will grow the psychological contract. How do they engage with you at work? What's the best way of getting engagement and then to explore a couple bits of theory, because if we understand the theory when then we can apply this in practice. This underpins quite a lot about exploring what it is that helps people take within a workplace and different levels of motivation, different approaches, that we could take it supervisors to improve things that people have become more motivated. There's also a questionnaire within the workbook, which I'll point out to you to explore our understanding off motivation. So before going into any more detail, let's explore this idea off the self concept. What is it? Well, it's a picture we have of ourselves on our relationship with the world around us, and often it's idealized. On git is, though, form with our interaction with others parents, teachers, partners, colleagues at work, whatever it might be, it's something that happens and reinforces itself, and it will change over time. So what is the self concept? Well, sometimes people believe they're actually worse than they are, or alternatively, they actually believe that they are better than they are. It'll depends on your situation, who you with and what sort of feedback you're getting. I have mentioned. Of course, on this program, that feedback is fundamental to the success off you. A supervisor. Good feedback helps to reinforce on Bill that self concept. So how? What might review? Well, I found this image on the glory of the Internet on it described itself as the looking glass self. When this chap looks into a mirror on the left hand side, his mum thinks he's wonderful. My mom was often perplexed what I was doing work, and she thought I was doing one thing, but no real idea. But she did think I would must be pretty good at it. So Mom and Dad see me in a particular way, and this chap here thinks he's an angel or whatever. So how does the girlfriend see him? Well, he thinks the girlfriend sees him as being a really tough guy. Really go to sort of guy, you know. Ah, secure, um, person to have around. That's how his girlfriend sees him. However, his older brother sees him as a weakling, the muscles above the arm from the girlfriend's point of view, his older brother thinks, actually, your other wet, you know, being the youngest sibling off three then I could empathize with the different views that different people might have of me, although, of course his ex girlfriend might see being as the devil incarnate or bull with horns or whatever. You want to see that image to bay. But what it's saying is that when we look in the mirror, we see ourselves. But the way that other people see us may be quite different on although there looking the same person, the context of which they're looking from, born of you, of being Children. From the point of view of being a partner from the point of you being a younger sibling from the point of view of being somebody that they don't like anymore. It is the same self that different people will give this person different sorts of feedback and from there will grow what's called the self concept. How do I explain the self concept? While Child's handy writing in the age of Run reason quite a few decades ago described the self concept as follows As people grow older, he said, people fix on a self concept, and then we tend to find ways protecting that by going on holding with people that we rely could accept people we get. We all live in the same sort of neighborhood as people that we re like, if we possibly can on their four people, reinforce our self concept, being sensible. So we go live alone. Among similar people, say newspapers that reflect our views got joined clubs and holidays where that self concept will not be challenged. You see the criticism that self concept as we get Maurin Trench can be ignored, my rejection source of it or by physically avoiding the chance to be carrying it by not mixing out of that group. But a different and or traumatic experience can often cause us to revise that self concept. In the past, many, many years ago, I remember getting made made redundant from industry, and I was looking for another job. But I have bills to pay on a bit of a gap between Thea Savings. I had the credit cards I owed on. I needed to find some work and quickly while I tried to find out a career step. So I became a dispatch rider, now a dispatch rider. Living parcels on a motorcycle around London is a quite a different self concept to the company car team of seven people when I was a senior manager within an advertising agency. Oh, my goodness. Water change that self concept, waas. But, hey, I'm a motorcyclist, so I'm quite comfortable with being a motorcyclist. Remind you, if I sat here in the same, uh, outfit that I wore when I was being dispatch Rider and it was February and March in London. You'd be quite perplexed by this. Viewed have off me. You see the self concept people have, Maybe that they think they're on impotent. They made believe they could do no wrong. They may believe that they are the bees knees on the their God's greatest gift to your firm by actually turning up, never mind about whether they do anything so sometimes. Challenging that self concept can be difficult. I'm hoping, in a roundabout way, that this program, by sharing with you some experiences, some tips, thoughts, ideas, approaches ways of doing things will help reinforce yourself concept as a competent, capable supervisor who gets things done not any by themselves, but also through their team that reinforces a self concept that you are a capable professional progressing through your career. The assessment that data law will give you going through this Level three program the knowledge. Check the interview questions that the daily that sorry the monthly phone calls will reflect your daily supplication. Working through this program, reinforcing that self concept as a rounded professional. That's all part of maintaining that self esteem. So it's very important. We recognize what people view of themselves is on actually able to do something with that because from that self concept grows what could be described as the psychological contract between the person and the employer, and it can be looked at in a certain way. So what is the key? Hence the image, the key to their thoughts about their employer on what psychological contractor they have in terms of their self concept and the concept view, they have a view as their line manager, supervisor or whatever. Now, it may be that the only way to get anything done is a coercive approach, a carrot and stick. If you don't comply, it equals to sanctions things you would like so therefore, do it to avoid the sanctions. That coercive approach. Do this, or I'll break your kneecaps can be fairly persuasive if indeed you value the state of your current kneecaps so coercive, maybe an approach. Clearly it works, but only in the short term. Take those coercive forces away on people. Stop moving on. This is something fundamental about motivation. We will go towards things we like, and we will move away from things we don't like, just as a any organism will do the same. Biological organisms function in that way. Beans in jars with blotting paper. Better water. The bottom soaks up. The blotting paper gets into bean on a route, will come out on that route, will point downwards, turn the bean up the other way on the root, grows around a little bend and goes down. The chute comes out and goes up. Likewise. If you turned that round, shoot will change. And also grab Chris shoots grow up on brutes. Grow down. Fundamental. So what's this to do with human beings in the workplace? Well, essentially, what it means is that people will go away from things they don't like and toward things they don't like. So if your coercive force noncompliance, they will move to avoid that, but stopped and therefore we could look at coercive carrot and stick will be an incentive to either avoid. Something will go towards something you see if they actually value carrots and they get towards a carrot when they've got a carrot, then that will keep them satisfied for as long as it satisfies their particular hunger. And therefore they might look to the next carrot and so on, and so so that in some ways could be coercive. But however there may be that if I do that, then I get Do do the other on a voluntary or calculated approach. Aziz do. How it If I do this work, I'll get a better appraisal. If I get a better appraisal, I'll get bigger pay increase. If I get a better pay increase. I can't afford to do this. That or the other that I couldn't at the moment. So that may be the calculated. Therefore, people happy with that if what they're going to get is seemed to be worth it. If you tell people you do the job to a good standard, keep that going for the year. You'll be employed again next year and somebody will say, really Well, I might go and find somewhere else that would employ me on. Therefore, is that incentive sufficiently meaningful? Some would say, Well, you know, of course, money is important. Of course it is. But when it comes to calculated, if I said to you as an employee, would you like a 10% pay increase in your say yes. But then if I'll ask you to do a simple bit of a mental arithmetic, maybe to say what it means Well, let me explain what I mean by 10% pay increase and you tell me whether it's attractive. First of all, take your gross salary. Then I'd like you to take 10% of it. Naka nought off. Absolutely. Then I'd like you to haul of that because half of that increase will go in tax, national insurance and Edie pension contributions. So you're really liked it to be left with a 5% and take that 5% divided by 12. Yeah. Get your character to get your phone. Take that number 5% divided went off for that. Your monthly take home increase from a 10% pay increase. Very easy for me to award you that 10% pay increase. All house going to do is work 10% longer, so you do a 40 hour week, five days a week. I'd like you to come in on Saturday mornings, and you'll have that extra amount of money in your pay check at the end off each month by coming in every Saturday morning. Now, how many of you actually would want to come in for an extra half day or work an extra four hours during the week? Stay late. Another home, often hour, 45 minutes, four nights a week on. Then you'll get that extra 10%. You think, Well, I give enough time to this firm like it in early. I work through lunch at work late. Get those sort of things. The calculated approach doesn't always work and therefore suggests there may become coercive if you don't do it. I think what most people look for is a collaborative, cooperative approach, which will be aspired by most in innards. Individuals identify of the firm's goal. Therefore, this leadership studies the complete leader model we talked about a while ago is very powerful. Can I buy into what the firm wants to achieve on. If so, give me the tools to do the job, particular freedom to get on, do it in a way that is appropriate to get the job done. And therefore, if the self concept reinforces that sense of purpose, reinforces that desire to do a good job reinforces that view on helping to achieve those particular girls. Then, of course, the psychological contract persists and endures, so I hope that's useful to think it through. Think through this sort of psychological contract from a number of points of view, because sometimes, of course, it isn't always quite so obvious, quite so simple. You see, don't assume that because somebody behaves at work in a similar way to you that there psychological contract is exactly the same. You might be wanting to progress your career and get a national qualification and so on and so forth. But there's plenty of people out there who just want to come to work to an honest day's work. For an honest day's pay. I go home. What's wrong with that? Well, we need people who do that. I need people who want to come to work from those days, work for Honest Day's Pay a go home content. I don't necessarily running a small business have opportunity for everybody to become and take over me when I eventually retire. It's just not gonna happen. I want people in the whole diversity off people to bring their own particular skills on just in the period of time they're employed by into the idea that we are CPD specialist firm, sharing our knowledge with the wider community so everyone can share that economic prosperity. What's wrong with that? What's good enough? That'll day? Because stereotypes within the firm may not be correct. You see, when I talk to solicitors about people who joined the profession had become through a training contract, becomes a listers. They worked for 234 years, paralegal through to be qualified, sinister. I say how maney off those aspire to partners. Now I know if I talk to partners, a lot of partners think that a lot of people want to get where they have got. But there's a lot of partners were actually able, and I don't suppose it is. Not much of it might have been when I was their age because the world is changing Not everybody wants to reach the higher echelons of the profession and a good job, too, because there isn't space for all of them there anyway. So with that understanding of self concept of psychological contract, what I'd like to do is to move on to the questionnaire that I put together to test your knowledge and understanding off motivation theory and practice thistles on page, he says, looking at it, Page 19. Andi, What I'd like you to do is to look at these statements here. Paul's the film. Check these out on. Decide whether these statements here are true or false. So as you've got it on page 19 if you think those statements are true off motivation, take the Truth Column. If you don't take the false column on, then we'll replay when you've done that over to you. Well, I hope you enjoyed watching that film along with the other 17 or 19 million people have also enjoyed it. What it was showing is the context off the supervision off the people that you managed to do complex things not follow a set of rules to get a bit of an outcome in a manufacturing environment if you, like, turn this will press that button or what have you on what he was looking at. Most give people degrees of autonomy. In my view, you need people motivated, able and confident in order to let go and let him do the job their way achieved the outcomes that you mutually agree, and that's what we'll explore with the supervisor. Profile. Question a little bit later on. People want to get better at stuff. This is what I was suggesting when it comes to motivation that people are motivated to improve, to take away the things that are difficult to make their jobs. Mawr simple to get better at it on doing a job that is worth while and working in your firm in a professional service arena does work in that respect. So I hope that's useful, in which case you will be able to see ways in which you could become a more effective manager. So let us now turn to management effectiveness and explore some ideas about how you can become more effective in your role as a supervisor managerial effectiveness because in my experience, a lot of managers don't quite understand the difference between being efficient. Manager on being effective Manager Andi wants to explore what we mean by effectiveness. You'll hopefully see the benefit off, being the latter effective rather than the former efficient. So we will explore what it means to be effective, rather just efficient On also some ideas like to share with you that will help you become more effective and not only you, but also those of your staff. Is he managerial Effectiveness needs to be understood what is what we mean by being effective. It means that we achieve what we intended to achieve. We have some goals to achieve on we g o a head and we achieved them. Now Then if you were a fear now as I am, what am I measuring myself? In terms of my effectiveness is the degree to which I'm able to use my day to earn some fees. That is the most effective use of my time as a principal. Fiona. So what is effectiveness from the point of view of my support staff is that they can save me time. So that frees up my time to get on with this recording today on they could get on with their things and achieve what they need to achieve. And as far as I'm aware, they'll need to sort out the Web pages for that client there. A colleague of mine has gone off for a client visit this morning. When she comes back, she has various operational task to get on with. We've got some finance things to sort out cash flow. It's need to be sorted out that will be very effective now. Then how quickly one does. It is actually about efficiency on my bookkeeper, for example, if I pay her say, I don't know, £11 an hour, £12 an hour. Andi, I can earn, say, £60 an hour if something I did would take me one hour. But she can achieve the same thing in two hours, then that is most effective for me to get her to do it because she may take a little bit longer on achieve the same outcome, for her effectiveness is measured in actually achieving what's required on if you could do it slightly quicker, well and good. But is she effective? So effectiveness is about the output. So what are the outputs? What are you trying to achieve in your job. You see, it's not a personality trait. You did not get born effective or efficient. It's something that we develop over time. It's not a person you will recognize people that are behaving in a particular way on particular types of people, and some are very, very proactive and doing lots of things. You'll have a lot of people like that around you you don't have other people will take a very measured, approaching will do things Mawr considered more slowly, perhaps, but that doesn't imply that effectiveness is a personality trait. You see, there's a lot of people out there who are apparently effective now. I don't know whether you have these characteristics. Apparently people that turn up on time, that's that's That's good, isn't it? Make you also question the desert? They don't do a politician's answer completely different question that's been asked. They answer promptly. Okay, they could make very prompt decisions. They are liked by people around, the very busy, that very energetic, their greater communication. They'll say this and present the hat and so forth. They're probably good in front of people with clients and so on. And so forth and they write very clearly. Well, that appears to be effective. But what is we actually mean by being effective? It's what you produce. That is a measure off perfect er's. So if you're a measure whether people turn up on time, that's a time measure. Whether they answer promptly again is a time measure that's very efficient, making quick decisions very efficient. But what's the quality off those decisions? You can make a quick decision. That's the wrong one. Well, that's highly efficient but completely ineffective. Being liked by subordinates, of course, is very useful thing on it may be a good thing to have. I think it's element of effectiveness is to be respected by subordinates, and I'd like my staff to respect what I do, and I was. I respect what they do, and that's an effective relationship. Whether we are jolly and friendly is all very good, but do and achieve the outcomes. You can see there are firms that I've worked with that would describe themselves as having a or they I would describe him having a rugby club culture, all mates together. Let's all go for a drink that they're down in town after work, that sort of thing. Very, very friendly, Every very Maiti swapping stories, telling you lighthearted anecdotes, its own so forth, all very good stuff, all in teams together. But they don't actually very effective in the work. They do their very jolly, but they don't achieve outcomes. I think therefore, what we're looking at is a balance between effectiveness. Andi efficiency, now a good communicator, may be effective if he'll she is saying, What needs to be said on gets understood. That's effective communications. Good communications is Well, I hear what you're saying. I don't actually agree with what you're saying, but do hear it and you've made your point very clear. But I don't agree with it. I don't think it's right. You're a good communicator, but not an effective communicator. When we were talking about briefing, you can talk and talk and talk until your blue in the face. But there's no point doing that unless the person has understood exactly what you mean is absolutely clear about what they need to do and can get on and do it right first time. So effectiveness is all about achieving the goals. So what are the goals that you have personally on. Do they airline with help? Departmental goals on are those departmental goals are lined to the overall business strategy? Well, all that sounds very effective. So let's explore. That's a bit more because person effectiveness for you is achieving what you want to achieve in your job. Now that is a lot of people that I quite happily respect, who want to come into work, do a good job on go home without any hassles during the day. In other words, there are all those things that have got in the way of them getting the job done, have been moved away as much as possible. On that, for them is a very good day, and they achieved what they set out to achieve. And that is high personal effectiveness. Fine. It's all about achieving the goals. So let's explore a few other thoughts. Which of these do you do? Do you do things right? It's very important to do things right. If you do things wrong that's not very good. May compromise. The firm may compromise cash flow, make compromise the client's opinion of the firm. Um, clearly, if there is a problem, then that needs to be solved very quickly. Get on with it. Okay, Now you've got finite resources, people time. I don't know toner cartridges, things like that. You want to safeguard those resources on day one? The other key issues is make sure that you get on and discharge your duties as appropriate. Well, actually, let's stop and think for a minute, and it needs a little bit of a I mean, if you looking at that saying, Well, those are the right things to do than you're ahead of the curve. But if you think that's what's wrong with that, let me explain the difference between doing things right on these sorts of things where do the right things now that we're wintertime will be sending a Christmas card seasons, greeting card and so forth. Different cards, different people. Andi, Um uh, one of my staff brought me the envelopes pilot there the dresses on a stack of the D A W card and signing away on da putting them. Because if I'm going to send somebody card that I know I might put a personal message in, you know, good to see this year. Look for two meeting you in January or whatever it might be. And as I was going through, I noticed that the address was incorrect, that somebody moved on that joined another firm or set up their own firm or something like that. Now, when I mentioned it, my assistance, it off, couldn't say I pressed the wrong button. It's the old data basis. I don't know why I left. Even we've got the new one. I'll do them again. She did them again, came back very quickly for the new pile of envelopes. Wow, so that there was a little sticker off the address on the envelope. All those things sorted on, I noted. She pressed the wrong button again. She did it very quickly, but she was completely ineffective. So doing things right, as in very quickly would be would be better to do the right things, do the right thing and hit the right button on, then produce them. So is that doing it in 20 minutes? It's much better if she did it in 40 minutes and did the right things to the right. Things not just do things right. So solve problems quickly is, of course, very efficient. How about producing creative alternatives because solving problems or good I did it wrong. Let me grab hold of that. Let me just get on. Sort this out. She didn't produce a better alternative producing creative alternatives. Maybe that weaken not only solved the problem quickly, but actually stop it occurring again. She solved the problem, quickly reprinted, but she didn't produce the right alternative, which would have been to hit the right buttons, do the right things and make things work. Now safeguarding resources, you know you've got finite resources. Are the stationery printing toner cartridges? You know, we do so much of our own printing nowadays, and toner cartridges as a cost per impression is relatively low, but each cartridges costing a lot of money. We're gonna, um, sits beside me a laser printer. Gosh, four toner cartridges in that they're quite expensive each. So safeguarding resources is very efficient to do that, but much better would be to optimize resource utilization. What I mean by that if she stops people printing that safeguarding resources, how better to say, Well, look, before you print anything, check it on screen to make sure it's absolutely right. So optimize resource utilization and it may be depending what's being printed. It could be printed in a five rather than a four if you wanted a hard copy to check it. Because that uses half assed much paper on half assed much toner on that optimizes resource utilization, which is far more effective than just stopping people printing it makes no sense that was wrong with discharging duties. Well, if you get hang up on all the inputs of your job, I need province Pulis, Pulis Pulis together on. Then I need to get on and do the job. They were discharging your duties. But if you're actually thinking about the end in mind, then perhaps you could focus on achieving results. I'll give you an example. We were looking at producing an invoice for a client. I'm going out tomorrow. I'm into London. I'm going to a hotel. I'm delivering a training course. It's gonna be a lovely day, so I'll come back on Thursday night. On Friday morning, we'll get thief. Ease confirmed will get away the other bits and pieces together. So my bookkeeper of office manager got on and looked at that and said, Right, let's produce an invoice and I thought, I wonder how it takes to produce an invoice because I set up the system all those years ago. When I said my business up, we formed a partnership in 1994 and so on and so forth. We had all these systems and procedures and they've been following them diligently. They've been discharging their duties on delivering invoices, and I would check them at the end of the day. And you know what? If they were mailed, I would check them as before they went in because they have the expenses car parking, train fares, etcetera on. They would all be added. Their invoice would go. Now that's discharging duties. What? I did get people together said Okay, how long does it take us to do this? What are the steps off? What we did was to use these post it notes and stick them on the white board behind me. On track the process away across from open up word documents, open up, Excel spreadsheets, put the information in calculate V 80. Whatever, Whatever, Whatever, Whatever. Whatever to don't do, you don't all the way across down to a in voice that was arithmetically correct all the dates and details, correct the purchase order numbers if necessary, and invoice numbers. And so on. 40 minute process. I made some coffee, came back, asking them to see if they could shorten the process to deliver a invoice more quickly. But make sure it's accurate because I was checking them. I have a lot more to do on a Friday evening. Then check everyone else's invoices for the week. So they did that. I came back on. A few of the Post It notes were on the floor. I said, What have you done? Well, Mac office manager said, taking out the process so that we can produce it not only more quickly, but also make sure it's also a 100% accurate. Now then, not only are they more efficient, but what is the results? The result is an accurate invoice. I was checking to make sure they achieved the output. They were highly focused on discharging their duties, leaving May to check the output. Now who checks the output? They did who make sure the output is right. They do who corrects things during the process. If it isn't right, they do so their focus throughout the process was formerly to discharge their duties, leaving me to check at the end of the process where now they obtain results throughout the process. And it's a by product is that it is a 30 minute process rather than 40 two things happen. Not only is it more efficient because it gets done quicker, but is actually mawr effective because they do the checking. They are responsible because if the invoice does not get paid because there's an error on it, whose fault is that? Not mine. There's therefore their focus is, let's obtain the result and they just happened as a by product to do it quicker. So if you think about effort, there's these four characters here are all putting in pretty much the same amount of effort. But one off them, as you can see, achieves their goal much more effectively with a given amount of effort. How do they do that? They have a better system. They have around sphere to shift. Rather, the cube they have a better system on. Therefore, they would be achieving the outputs not only more quickly, but also with less efforts. So you're focusing on being efficient. Going back a bit, you're focusing on being efficient. You'll be efficient and keep going. You'll be running around on the wheel. Okay, you'll be running around doing lots of things where if you're focusing on the goal, you'll improve your systems to make sure the goal is achieved with less effort or indeed achieved more quickly with the same amount of effort on that's highly effective, A sphere is not only more efficient, it's also more effective. So I'm not suggesting that any stretch in any of this that being efficient is not important. But there's no point of being highly efficient without achieving the goal. You've got to be effective on optimize resources to make sure that you achieve the goals. So with that in mind, how can we turn this into some practical application? Page 25 of the workbook has got some further ideas for you. Let's have a look at some practical bits and pieces to do with being effective now. Clearly what you need to do is to make sure that everybody's work yours and your staff activities are consistent with the objectives or outputs that the firm wants to achieve. So The firm that you worked for as a professional service firm will either want to create or keep a customer. That's what it's all about. We need people coming through the door with their problems that we can solve for them. So you in support function and your staff need to do two things. Which one is to save a feeling at times that he or she can get on and solves the problems and get paid for it? And secondly, you need to support any client on, therefore matching those is what the job is all about. So that, of course, is the most effective activities that any of you could be involved with. Give an example. We're aiming to downsize. Estate agent recommended they since this firm. So I need a doctor. Alistair Chapter, the firm head of department, about our conveyancing following the firm just yesterday said, Can I speak to Alistair blah blah on the person on the phone said, I'm very sorry. He is not in this afternoon, but he begin tomorrow. I said, Okay. Is he the headed to come? Yes, he is. So he is the person I need to speak to you Yes, I'll call him tomorrow. Tomorrow morning. Thank you very much. Goodbye. Very, very efficient. She Waas told me exactly where he Waas exactly what the situation Waas and exactly when he will be a very very knew exactly where he was when he would be back in on dso want highly efficient, totally ineffective Did not take my name. Did not take my telephone number Did not get somebody to call me back The following that afternoon could have been somebody who could have dealt with it started off but they left There was may ah potential customer coming to the phone phoning the practice being dealt with something very efficiently but completely ineffectively This person's activity is not consistent with the firm's objectives I wonder if it happens around your patch Somebody think about so what action is therefore looking at in terms of direction required by the team What degree are your people? A blind to the firm's objectives that this day so her activities were not actually focused in that way. So revisit those things refocus on those things and focus on the outputs to be achieved not just being busy for business sake, Okay In which case, as I did with the example I gave a moment ago about invoicing. I got the team to contribute to the planning off the process. They then get some ownership of it. If you sit in an ivory tower or your office or your end of the open plan office and do the planning, you're missing an opportunity to get people engaged in that. And we know from what we understand about motivation, they'll Fillmore involved and more motivated if they have some contribution to make on. Remember, a good idea really doesn't mind who makes it so. Look at the methods by which people are being developed as well as meeting objectives, because if you do the work that you could have delegated to somebody else where they can learn on, therefore become more productive, aligned to the firm's objectives, you get a double benefit, the benefit off, achieving the objectives, the benefit of somebody developing their skills. Along those lines, I have had somebody who's come in as a very good administrator, keyboard skills, good interpersonal skills and so forth. But but known, not gregarious, not out there doing stuff particularly want to be an office based job, which she does. But today, this morning she's with her own client doing work on site. She does Web pages, social media, lots of publicity for them on DSO on. And that was things that she got delegated towards. She grew on this right online within firms objectives, and she has developed over the years. Stayed with us all that time. Perfect. So in which case, and we'll look at some of the financial planning and budgeting in the part two of this program toe, make sure that you plan cost effectively. It's not about all limiting resources is about using resources the most effective purpose to plan in those sorts of ways. Andi. Don't be. Don't be afraid to seek advice from other people. Piers group within the firm people at your level. More senior people on DSO on to seek advice on how you can plan in order to achieve the departmental head of department. If you're not head of department, the partnership the opportunity to refocus what you're doing to develop those things to make sure that those colleagues, specialist or whoever it might be even external advisers, guide you towards functioning more effectively on In that respect, don't forget winning the door Data Law portfolio. There are massive range of courses that are available to you to help you improve what you do, whether it's improve your outputs of your communication, improve your time management or whatever it might be. That's the sort of external stuff that will help you and your team become more effective because, really, at the end of the day, that is what it's about. Let's move on and have a look at how you might allocate work to the right people to do the right job member. You're not protecting resources, your optimizing resources. You're making the the activity of your people more and more effective. So you optimize the resource of time, of money and of people on the meetings. Teams will talk about that a little bit later on on this recording. Okay, who is has the job? What's their authority? What's their limits so that they are able to make decisions about being effective and not just decisions about how fast they work, so people know what they're doing, what they're limits are one would explore that a little bit more when we look at the situation supervisor Profile on Remember that when you do a job you could have delegated. Not only does it take up your time, it denies them the opportunity off doing something mawr more impactful for the firm or interesting for their job. Possibly more variety, more interest and provided they are motivated, able and confident on your job is to grow those build those amongst your people than those learning opportunities gives a learning organization on a organization that learns is far more effective magic word again than those that are just busy doing the same old thing. Time after time. Effectiveness is really what your mantra should be on. Therefore, as we looked at when we were talking about bark briefing, assessing, you're going at the pace off the individual, if the task is very different, it'll take longer for people to understand how to accomplish that task. So it's more effective to take a little bit more time. It's not as efficient that other word again, but it did certainly more effective. Somebody that knows wants to do. It's a similar sort of job. It's far more effective to say to them it's very much like you had before you'll know when you're starkly. You'll know when you can Come on, talk to me about it as the more senior person over to you that's far more effective from that individual's point of view. Let's face it, we got to be realistic. Not everybody is going to be able to stand up in audience of 200 people and do something overnight. It does take a long time. People can't run training courses internally without having some help and support that's not effective to drop somebody in the deep end. It is not an effective way of learning to swim by being thrown in the deep end. Okay, so be realistic about what you can you can't achieve. And if somebody isn't able to do it then, except that it may be more effective again effective would to give it somebody else that it would be to keep banging on with somebody who's struggling with some things you reallocate as you see fit. Therefore, make sure that people able to benefit from your experience, you do have a lot of experience to bear on. Make sure that your allocating work in the way in which is appropriate so they know what their next steps are on when it's effective to come to you on when it's more effective, Get them to think a little bit before coming to you. That will explore a little bit more when we talk on the situation profile. Remember the goals and objectives? Let's focus on that. From the minute people like to build two clear goals, people know what's required. Professional people like to do. What is the job water we got? Achieve? Let's focus on achieving the goals and then we could relax and enjoy our home life. So do make sure comment from David Meister is what we're talking about. Make sure that people have very, very clear goals. All the goals objectives set for you and your people should collectively add up to the overall aim set by the firm by which the firm will be measuring the success. So remember, if anybody's doing something that doesn't build towards the firm's overall objectives there just being very busy on a hobby, okay, therefore, spend time to make sure that those things are working towards those, protect the big goals and objectives, break them down into individual chunks and make sure that people are aligned. The complete leader model was making sure that we talked goals and objectives and measures because that's the results. So remember that review that part? If you want to remind her, make sure that people have very clear objectives on. We use this acronym. It crops up a number of times. You'll see it in Part two is that people need to know specifically about what's to be done telling somebody. Look, buck your ideas up, pull your socks up, pull your finger out whatever it is. Maybe very, uh, a stupid. But it isn't clear specific about what must be achieved in terms of the overall task to be followed. Make sure that people know when they've achieved the goal. What constitutes a job well done. That's all part off that briefing process. Make sure that people understand what's involved and that they've got clarity and therefore we asking the right questions that was there in the briefing. Okay, we make sure that it's challengeable but achievable. Okay? Challenging, rather challengeable. Sorry, challenging but achievable fates. Achieving something very easy is just lazy, but it's okay. We love to do that, but to have something that's challenging, but we can achieve. It gives much greater sense off success on. Then we make sure that we know when things have to be achieved. So we know that we're achieving the goals in an efficient manner. Effectiveness isn't the only goal. It's also recognized in the real world that we need to be efficient wine. We achieve those goals being efficient at just doing stuff that doesn't achieve anything. Isn't it rather waste of time? Try Dr Rowing a dingy with one or rather than one either side, and you're just go really round and round and round how it ever efficient you are rowing. You won't get anywhere. You'll go round and round in a circle. Maybe that's a bit of fun for an afternoon, but quite honestly and get a bit boring. Smart objectives very powerful for you. Lastly, on this section think about the difference between advice and support that you're giving. It's far more important that you have people that view you as a sounding board to help them solve problems than somebody they seek out to solve the problem for them. So what do you want? Do you want solution seekers who come to you to seek a solution? Or do you want problem solvers that solve the problem themselves? I know which is more effective. You might know the answer more quickly, and that's just efficient. But it isn't as effective because if you feed somebody a fish every day, you've got to keep eating them everyday, teach them how to fish themselves, and they'll feed themselves for life. Provide the fish haven't been overfished, so help people solve problems and therefore progress. And the approach we take will come up as a difference between training somebody to put it right or coaching somebody to put it right. And make sure that when you are giving help support that it is timely. Don't leave it to the annual appraisal. Don't leave it till next week. If somebody needs something, then deal with it quickly and make sure that it is very close to the action where they are. So you keep the momentum going. The impetus there you have opinion. A fatwa may I wouldn't do that is an opinion. My advice would be to look at the options and make the decision which is right for you. You've got this option. That option is the other option. Then there's a difference between opinion and advice. Now that's quite clear. If you are a legal practitioner, that different in your personal opinion on the advice that you give again, let people know where you stand on what your with your giving somebody an opinion or whether you're giving somebody some advice and use the evidence to support your experience. Use so people take good decisions. Will be looking at decision making later In Part two. I recognize that everybody is slightly different. Everybody has their own agendas. Everybody has their own goals. Your job is to make sure that those work goals are aligned and accept that people need to be taken through this. We've got people self esteem to think about. Make sure you're reinforcing self esteem. We've got confidence to talk about. Something will explore a bit more detail in Part two, just to make sure that you are recognizing where people are, what their situation is and be sensitive to the person who brings their time and effort to the firm on, make sure that we're not riding roughshod over those sensitivities, not to suggest that you need to treat everybody with kit gloves all the times, but we are sensitive to the situation on that situation. Model is so important. Andi recognized that advice and support Make sure that you are giving advice and support that's consistent with the firm's objectives around puts. Make sure that you demonstrate your trust. People trust people to come to you if they've got a problem. Don't expect people just to rattle on, working away on themselves without making sure that you are available to give them the help and support, not tell them what to do all the time. But there is a sounding poured but have confidence that, you know people will do a good job like last time. Confidence that they will step up to the plate. Believe in people very important to do that so that wherever possible. When we saw this in the recording from Dan Pink, where people are doing a good job wherever possible, give them autonomy to deliver. And I hope therefore, that that helps you give some thought and ideas to the very important part off following on, making sure that things work well for you. Part of giving advice and the support, of course, is giving people good feedback
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I know a lot of managers have a problem both in terms receiving their own feedback or indeed, being able to give feedback because it does seem that management, if it seemed to be corrective, in other words, spotting what's going wrong all the time can leave people a little bit a little bit frustrated at work a little bit lacking confidence. Generally, I was asked to run a program in house for a firm in London. We had 15 senior supervisors have been like itself. They were non Fiona's. They were support staff on they. I had a very low sense of self worth as individuals, and I asked why? And that's what we only ever here when things go wrong, You know, nobody ever says a lot when it goes right, so I want to explore. Giving feedback is an important tool in your armory to engage people and get that organizational performance that you seek through other people. So I'll be talking a little bit about giving people feedback as well as being on the receiving end of it, and therefore we can look at something that's called the Bitter sandwich compared to what I feel is a better sandwich, and I know that when people are looking at feedback in the sandwich and looked of this online quite a bit, I think there's an opportunity that we can take to improve the way in which we give feedback. So what I mean by feedback generally? Well, it's about giving people some discussion about how well they're performing now. We did talk about this a little bit on the appraisal side of it, so briefing and assessing work is very important. I think the annual appraisal is a very useful tool. But I think it's wrongly applied because there's no point storing up for 11 months corrective direction for somebody when it's at the end of a particular period of time. And it's always just before pay reviews, etcetera, etcetera. I think you're gonna get feedback. It needs to be timely and appropriate at the right right time. If I was going to give an individual some positive feedback, I might find opportunity to do that in open office. I might turn to say somebody said Janet, I thought that was a good piece of work. You did that time. Thank you very much for that not to embarrass the person, not to make people feel guilty and so forth. Level it out, catch people. Doing something right is always being my men tra rather than as a manager, always being around to catch somebody when somebody's doing something wrong. If somebody hazard, then I would make sure that's 1 to 1. Timely and confidential to the individual. I'm here looking at way in which we can keep people on board and get that balance between being the sort of kitten, fluffy nonsense that you just running around with a big smile, acknowledging great work from everybody all the time because that just appears insincere on you're not running around like a bear with a sore head, grumbling and complaining when things going wrong. Because equally that is 22 extremes, neither of much use in my book. So let's explore feedback from the point of view of having a discussion with somebody. Now, I don't know what your experience is of people in authority, but think about this thing. Criticism become who likes it Now I've said before, you know, Okay, criticism. Okay, come here. Let me give you some criticism. You're useless, Manager. Not very helpful, So we don't like criticism. And, as I said before, even constructive criticism has that sort of negative connotations to it. You know what? Your experiences of head teachers standing outside the office there on a detention or whether you've been I don't remember the last time a police officer driving a car pulled me to one side of the blue flashing light to come over and congratulate me on how good my driving or so often people in authority is seeing ones who are corrective on, therefore disciplinary sort of approach, or whether you see people in authority is being balance off corrective as well as nurturing. So this word criticism, we don't like it. We can take that away and replace it with something better. And for me, it is constructive feedback. And this is much better than that thought off, giving somebody some constructive criticism. I'm criticizing you, but I mean it in the best best sense. I think we do better than that. So how would it be if you have a manager, senior partner or something like that? How would it be when you come back to your desk? Having been away for a while there's a post it note on it says, Could you pop into my office for 10 minute chat? Now then let's explore this. Andi, I've got this is on pages 29 30. Andi, that's what I'm working towards in the book. And you can see the bottom of page 30 this little chuffed chart. Okay? What? I mean, you're asked to drop in for a 10 minute chat on there on the Y axis. The degree of toughness you have for a 1 to 1 with your boss now, because that all depends on the relationship. A lot depends, You know, the being sent to see the head teacher. In my case, Headmaster wasn't always for the most beneficial experience home. So what's the view that most managers say? Uh, most employees say when a manager says Kony, can I have a 1 to 1 10 minute chant? It is curious one ounce people in open program that they tend to say well, somewhere towards the bottom. A little cross down there because experiences of music don't head teachers or police officers tends not to be always the best, so they're a bit cautious. I mean, you might be a bit higher up there with your boss. I wonder what your star think when you say, Could you just pop into my office and you close the door? Now? I don't know if you've ever had this sort of 10 minute chat. Let's suppose something has gone on that you're unaware off because you've been away. You've been dealing with the supplier or involved in a meeting, and the boss says, Kenny popping here on, uh, how does the conversation go? You don't know that something's gone wrong. Let's imagine something has gone wrong. They want to have a conversation with what's gonna happen. Well, probably he or she might say something like, Well, thanks for coming in. Good to see you. I'm glad that things getting sorted for whatever it was. Let's say something reasonably positive. So we're used to that sort off. Nice comment so people don't come into it. I called you in because I think you're a complete Muppet, you know, probably going to say something of itself. But then, of course, they views that little conjunction. That little word that we know. But what I mean, um, having said something positive that then say something, but And now how do you feel when they explain? I've just spoken with somebody. I'm not very happy. This has happened dirty, though. Then I I don't This is good enough how you're feeling when you're getting this criticism. That's negative, but you're going down the old red run, slipping and sliding all over the place, Getting down to the bottom end of it. You told off to be ticked off. How do you respond? Do you? Are you defense? Everything all goes. What's happened now? I don't know what they're talking about. This person may offload their anger with you. They're not very happy. You're not very happy. They get to the end of the conversation down the bottom of the red line. And then they say something like, I'm pleased we've had this conversation. Who is pleased you're there with carpet burns? Okay, they might say, Well, let let's get that sorted out and have no more of that. Whatever it might be, you feel well have lost the job, if you But where are we relative to the beginning? What's happened here? They've said something positive. They then given us this. This criticism on. Then we've got out of there intact. And at the end of matter, the 1 to 1 with that boss has been largely negative. So the next time they want to one want a 1 to 1 with you, You think? Oh, now what? Okay, they've used this but word, and they said something positive, but I like what you did. But thank you for coming in, but whatever it was is, but that knocks it back down again. You get down to the end of the scale there. Unless there cause they were Oxbridge and they might have used in conjunction like however this person or me does a good job. However, they've screwed up this time of what have you done that that meant that they did what they did. So let us see if we can use a better way off conducting conversations like this. By all means, start the conversation something positive, then use a different conjunction. It's a very simple one. And let's give it a round of applause. Your attention. Teoh detail is usually pretty good on def. It was maintained in this situation. Things that improve. You manage your stuff extremely well by and large, Andi, if it was maintained across this particular area with what I saw this morning, things would be improving. So what we're doing here is to say something positive, linking it with an on drawing the but which sounds negative, putting it together. And how will you respond when someone says you do a good job? And if you maintained it over here, you definitely think Well, yeah, that's this. This person believes in me. They trust in me. They recognize something's gone wrong, and I won't be as defensive. You're probably not punching there saying, Oh, goody, goody opportunity for constructive feedback. But what we see is that it was okay. Well, what happened? Because the red line on your screen is a defensive one where the blue line is Well, okay, What happened? Tell me more. So we have this conversation, we work out what went on your open, their explaining It's not destructive. It is. Construct it, you get to the end, and then you're both happy that things will move forward and you now know what needs to be done to put it right. And they say, Thanks very much. It's good to have this open conversation. Glad we get that sorted out. And then the next time you're going to have a 1 to 1 with your line manager, you probably think that's not so bad. Maybe we can discover something else about improving the workplace. So what if reaction you getting from your staff when you want a one a 1 to 1 to give a little bit of and feedback on something that's gone wrong? Do they feel as if it's a negative experience? Well, there are they having an ambivalence off somewhere in between? Not say, Oh, goody goody, another opportunity to make some improvements. They're not going to feel like that were in the real world, it might be. Oh, I wonder what it is this time, and they won't feel so fearful about it because one we've used the red line. We've said something positive. Give it a tick. We then end up with what is a bitter sandwich. In the end, I don't like that on. Then they've said something nice at the end. So why are you sandwiching the negative bits, The better bits, the bits that people don't like? You made a mistake here I'm not happy want you get this sorted because that's a bitter sandwich on. At the end of the day, however, you dress it up with rid of fluffy white blue mouth BAP. Either side of it in the middle is still something that is not so good. What we've done with the Blue Line by saying to somebody, your attention to detail is usually pretty good, and if we could maintain it across this area as well, things would improve. Well, that's a better sandwich. I'm glad we've had this conversation on. We get to the end on Things are much better. So we've got these three parts to it. You're saying an introduction at the beginning. You're saying the core for conversation on at the end. You want to get by into moving things forward to your conversations. By all means, say to somebody, I appreciate the fact that you are able to sort a number of things out for me on If you could sort some of these other things out for May, then the department will progress that much better. It's a positive and say what you've done here has not been your best piece of work. You know you can do a little bit better than that. It's constructive on we can come up with a number of different approaches to be positive and constructive. As we go forward, you're then ending it with something at the end. That is, again a bye into improve performance. So I hope you feel that my little example here of the chuffed chart that people should leave you after the interaction, feeling better about things even if something's gone wrong, because you are wanting to work with them, to put it right, it's not. See how you can not people back unless you're fairly close to Attila the Hun in terms of pushing people around in the workplace. This is not to suggest that it's gonna work in every single situation, But I do hope you find that that's going to be something you can use to think the better sandwich rather than the bitter sandwich. I think there's a number things that we can look at from feedback point of view. These are in the notes and we're paraphrasing what's there are adding little bits and pieces as we go along. I think there's plenty of opportunity to look for opportunity to give people feedback, let them know how they're doing. The feedback doesn't have to be gushing. It doesn't have to be in sincere. It can be. Thanks for that. That's a nice piece of work. Goes such a long way to do that. Look for that opportunity. Let people know how they're doing management by walking about. OK, managing by walking about. Watch what people do and become aware of what people are doing given positive feedback on. But they won't fear your presence around the office. Right. Time and place is going to be important if it's going to be constructive feedback as the development opportunity do that one on one, not in front of other people. By all means give praise in front of other people. If it is a deserved, be sincere and see evenly applied across your workplace, not just the people you get on with most okay on. By all means reward good performance with some sort of recognition. I was in a situation late one evening, actually with a affirming in Birmingham. Onda, this supervisor there, Peter I was with somebody is working that it wasn't very, very late it was sort of 66 15. Something like that. We'd finished for the day. We were going to go and have a have a cold one, and then catch the train on somebody working late. He saw them and he said to her, Carol, I did see that bit of work you did this afternoon for that client. I heard good things said about that. The only thing I've got around me that I can actually give you as the reward was a knowing that she liked fruit teas was a sachet. That little, you know, envelope off a fruit tea and I can't leave anything else I've got at the moment. But please, this is my one of my fruit teas and know you like fruit trees. Please take that home. Have it this evening. You're probably going to do, and that's all I can offer. And she was so thrilled Now, sitting here in the cold light of day looking at me online, and I'm telling you, give someone a tea bag. You think I've lost the plot, But the fact that this chap, Peter Karen, I thank you for what you've done. It was a really good piece of work. This is the only thing I can give you. But it was a legal aid firm. You don't have a lot of money to slosh about on it was that acknowledgement. I know you like these. Enjoy this this evening and she was so thrilled and it was genuine. It was heartfelt. It was wonderful on the you know, that you look at the rights thing at the right time in that sort of way, be constructive and honest. Now demonstrate how we can be constructed with three steps when I finished this slide. Be constructive. But what can we do better? This this baseline is the minimum. We know that we can improve on that. It's constructive, but honest on duh. Treating people without pulling them is absolutely fundamental in terms of grievance policies in every firm in the country, I hope. Think about the open ended questions. Okay? How do you feel? We could make improvements. What is it that's getting in the way? Those two statements are similar, but quite different. If you say to somebody, what could we do to improve your performance? You're acknowledging that their performance isn't as good as it could be, and they may have a different view. You may end up with conflict and an argument, However, If you say I'd like to look at ways in which we can reduce the barriers to good performance, what's getting in the way for you? What's not working for you? What's what's making things particular part of the project difficult? Well, it's about I t is about time. It's about resources is about. I'm not feeling good today or whatever it might be. Open ended question will be a lot better to get them to explore their ownership off the activity and make sure that you ask that right question. Remember what we said when we were assessing work? Do you understand? Imposes bombed them the ability to respond and say they understand. And then most likely, if they don't understand, to say nothing and try and working out later, seek clarification. Have I explained that it's sufficiently clean is anything that I have explained very well, which I can't do this with you watching online. I hope that I am explaining things clearly for you. I hope that replaying the recording will help you as well. Um, and to make sure that if there is something that's going to be done that you acknowledge, it keeps some detail, what's their recording? The action. Don't leave it to memory. Just make sure you've made a note appropriate place in the appropriate way about Well, we've agreed that this is gonna happen by that sort of time. Send a quick email. Good to have that clarification conversation. Caroline looking forward to getting this sorted by four o'clock this afternoon. If you need any help. Meantime, give us a shout. You know that's going to take you all of a minute to put onto a keyboard, but very valuable as a reinforcement of the action on the positive help and support you're giving on those reviews of performance, I think on an annual appraisal we can almost do away with if we get regular feedback. Now, I know that sounds a bit shocking. What I would say is that we don't review a performance on an annual basis. We reviewed performance on a regular basis appropriate to the individual. What we do review on an annual basis is the career development and the personal develop of somebody because we're trying to set our training budgets next year. What we're gonna do, Who needs washed in by Wayne. So the younger, less experienced people need mawr off the training that mawr mature and experienced. People need different sorts of help on intervention, which may or may not be. Training is not a sheep dip process learning development. It's an individual process. So let's have a not a performance review but a career review, a personal learning and development review if you want to call it that, because I would think this is quite a nice little cartoon. And particularly I was talking about Post it notes, stuck to whiteboards a little bit earlier on I'm started regret asking my team for suggestions from on New Year's resolution. So what about these three steps? The feedback. We'll put him up here. The 1st 1 is when you see somebody do something that's good. I like that. You should do more that I like that. That's good. And then the second thing is, I saw what happened there. What would you do less of that next time? Because they didn't produce the result that you were hoping for on then the try this next time, this might be a useful way of approaching it. Should would could easy to remember, should've would've could've should be more positive. Should do less of that runs. Don't do that again. That is not a good thing is less easy to take on board. But oh my God. Sounds like a real dragon. Do less of it. Do more of that. And then you're looking at ways in which people are changing their behaviours to improve on. They try something different next time to make those improvements that you seek that are aligned with the way that people work. I hope that's been useful again. Take your opportunity to review as you see fit. Explore what's within the notes on, uh, use that to change the way in which you interact with people so that they are engaged much more with what you're trying to achieve, aligned with the objectives off the department on the firm. More generally in this section, we're going to explore your style off supervision. What is your style of supervision on? There is a questionnaire within the notes on this is on page 33. Off the notes and night encourage you to have a look at that first before going through the conversation about to give on the recording. The reason for that is, is that you'll go to this fresh. There are 20 scenarios on I'm trying to match as closely as possible a general situation within a firm. Nothing specific to your firm. Of course, it has been tried and tested in a variety of different environments. I've worked in different industries using the same basic format I've developed on. We're looking at each scenario, and then you must decide which of the four scenarios A, B, C, D. Ways of responding to that scenario You would choose. So look at each one. Put yourself in a work context. Imagine yourself in that situation on Would you do A, B, C or D? And then, as you look through the notes, there is a score sheet at the end of that run through a few pages on your asked to circle or indicate each of those situations where they have responded. A, B, C or D Do columns 1 to 4 first on the scoring sheet. That's page 40 uh, respond to each situation. 20 off them on circle one letter in each of those four columns, which corresponds with the way in which you would tend to respond. Okay, Onda Ill. Then explain what your scores mean at the end of the exercise. So complete those 1st 1st 4 columns and then finally circle the same letter for each situation in the next four columns. Columns 5 to 8. Okay, 20 scenarios. Four. Options A, B, C or D Choose your option. Circle the letter as it falls in columns. Wonderful. And then the end of the process. Once you've completed or 20 then circle the letter corresponding for each situation in columns five, 28 Okay, let's move it forward. Having completed that and you're ready to move on with the recording, then let's explore the degree to which you would take control of a situation or the degree to which you would ease off. Let it go on. Do you remember the town on Bomber Schmidt? Um, continuum that we talked about on the motivation? There were some situations where you're using the full extent of your managerial, uh, position to sort out a problem, sort out the situation. There were other ends of the continuum where you let the staff sort out their own problems. So here we've got a continuum across on one side, on the right hand side, you're using your authority to make sure things happen. How it happens. Controlling Monnet. They're checking whether it happened on time, monitoring the standards being produced and correcting things if things didn't go very well. So what with those sort of situations appear to be compared with at the other end of the continuum? Rome Standing up, controlling everybody, making sure everything happened. Your we'll be having a very democratic way. You're collaborating with other people. You're engaging in conversation. You're exploring their ideas. You're discussing options that they've come up with. You are giving people freedom, delegating, letting them run with ideas that good to you. You are being inclusive to modify your approach according to the ideas they've got and much more freedom. So that blue bar of Tannenbaum and Schmidt was suggesting that authority using your authority wanted to the scale. But your job is to improve the motivation, the ability and the confidence of your people, so that you can get on with what you need to do, letting them get on with what they can do, so we might start with people on the right hand side of the screen where you use your authority. If people don't know what to do, you need to tell him If people don't want to do it, then it's about identify what their job is, making sure they do what they're paid for. Okay, we're not running a ah club here. We're running a business where people come along and do the work required off them to get their pay. There's a very grown up way of viewing the world, I know, but let's face it, that's what it's about. We want to make sure the work gets done micromanaging if people are not stepping up to the plate. But clearly not many people stay like that for very long because, quite frankly, you need to get rid off. Um, if provided outside of work, there's nothing getting in the way, and that's made clear in each of the statements where necessary on the score sheet on the questionnaire of which you've completed the scoresheet. So that's the right hand side of the column On the left hand side is where you would ideally want to get your people because they can be able to get good at stuff. Mastery in Dan pinks terms. They can have some autonomy to do it their way. That's again within then. Pinks, view of things. Why? Because they are sharing the same sense of purpose that everyone else in your firm has. They're there to save Fiona's time. They are there to help and support clients. They're all on the same page. So therefore, we could be a little bit more inclusive in their ideas, their approaches and so on and so forth. So there we have, um, the overview of the extremes of the situational leadership model that we've been looking at for the supervisors program. Where are your people, Andi? Where are they? For the tasks they've got to do? You see one person, um, may for any given task, be it one into the scale. But give them a different task. And there, at the other end of the scale, I may be a very capable, confident, competent, well motivated, able on and confident person to do the work. And you could delegate to me and let me get on with it. Give me a new task. Oh my goodness, why would I intuitively know how to do everything? I'm actually at the other end, so it's a very flexible on. The arrows are headed in both directions. Sometimes you need to go back to the basic. Sometimes you can bring them on a little bit forward. It's very, very dynamic, very flexible. So here we've got two parts to it. One is the job to be done. On the other is the person doing the work. People do jobs. Jobs get done by people. So let's explore that in a little bit more detail. What do we mean by work being done? The task orientation that you is a supervisor has where you are standing up, pointing the direction. I'll give it a definition. You could read it. It's the degree to what you control. What's going on. A SARS. The job is being done, making sure people know what their role is, the the what? When, where, why and how of a job. And if there's a team of people indeed, an individual, you can say, OK, what are we trying to achieve here? What what is the goal? Is that aligned to the business objectives and strategy. Absolutely. That's what we're aiming to do. Okay, well, if you do that, then I can do this. And then when I've done that, you can do that. And then she can do this on we bring him in to do that pities organizing things in a project way, for example. So you may have to point a bit of thinkable. You go into that bit first, and then two o'clock will review that. And then I can get product to do that, and we'll get a gender to have a look at the other things over there. When are they going to be done? That we sent two o'clock so that this could be done. It will take until so three oclock and we can get things ready to get in the green or the red bag for postage or whatever it might be. These things may be made explicit on. Then you'll make sure browned lunchtime. That person with the first task is getting on with it, and we'll have it finished by two o'clock so there's no delay and that somebody else is ready between two and three for their particular parts off it. So it's a bit of hands on management, and if it's not going as well as you wanted it do, you may be able to put people back on track. Remember, leadership? His path. Finding management is about path following, and supervision is about the more hands on aspects off, making sure that people are okay, step by step. So it all hangs together. That's the task people don't forget. Course. We need to look at the people that were involved with. So the degree off relationship orientation you give people, I must say at this point, it is never zero. Sometimes people need less off your engagement as an individual, and sometimes they need a lot more. So let's define relationship orientation. That's extent with you as the supervisor to the staff member that the leader is opposed to follow, engages in a two way conversation with somebody orphans, the team of multi way communication, giving people what's called social emotional support. That is by letting people know that you are there to help them give them some support along the way, step by step, sometimes need to do a lot more of this than others Maybe it's the degree to which you are telling on listing on, responding, on, asking and listening. Andi, they are responding. Sometimes we need to do a lot more of this, sometimes a little bit less. Sometimes we need to be able to ask questions of people. Sometimes we need to do a little bit of listening to the answer. Sometimes we need to hear what they've said before. We asked the question, and we need to listen to the response before we think about the next question. So it's a dynamic. Communication is obviously to weigh when, as the little image here with our bubble people is to bring them on board. So it may be facilitating interactions within the work group within the team, one to another with you, with others with people in other areas of work. You're not in the accounting function of the firm that maybe they need to talk with some people there. If you're not involved in the client facing areas, more of the back room person, then maybe some of those things will be appropriate in that way. On your giving people that supportive, constructive feedback on how they're doing. Sometimes they need a bit of this. Sometimes they need a lot more of it. Sometimes they need a little bit less of it. So task orientation, people orientation. Relationship orientation can be represented quite simply as two dimensions off. A very straightforward model. It's called The Situational Leader on in the World Leader. You could put situational supervisor that's situational manager. It's the same sort of thing. Just the activities within each particular approach will vary a bit across the bottom. On the X axis, you have the task or directive behavior and rather like the can Obama Schmidt. Sometimes you need to be very, very high on that scale. Using my pointer, you sometimes are operating down there because people need your help. Support guidance Instruction on your job, if you will, is to grow people's task maturity so that they become much Mawr able, much more motivated, much more confident to do the work, and you then don't have to be as involved in the task or directed behavior. So that's the task. The other dimension on the Y axis up here on the left. Sometimes we have to do a lot of this supportive relationship behavior. The talking the listening, the asking questions, the responding, the collaboration with others and so forth and sometimes relatively less. And what this model creates for us are four core areas. Now, quite clearly, the world doesn't fall into four quarters. So don't take this one bit all the other bit. It's a blend. It sort of, uh uh, crossover between one area and the next. If you think about when you give when you maybe have a new recruit, for example, what's the world gonna be like for them on the first day? Well, our first day, if somebody is actually down here on the bottom right hand side that says, Well, tell me how we do things around here. You How do you lay your letters out? What's the default typeface? Is it aerial? Is it times Roman? Is it caliber? Is it open Sands or what is the? You know, every firm will have its own particular approach. Tell me how to do things. How you Where is the photocopy? Where is the printing? Do I need a departmental code? Big firms may allocate the printing to in house printing to a particular coat. All that sort of stuff is a lot for people to learn, to integrate themselves into your department, and it's all about the job. Here is the job. Here is the objectives of the job thes the key performance indicators. This is the purpose of it. These are the key task that need to be done. Just give me clear instructions. Tell me what to do. That's the first point you can see. It's high task directive behavior from you. You'll give people work. You just throw them a desk, throws a work at them and let them sink or swim. You're going to monitor them. You're gonna get some feedback from them. You're going to give them to more feedback on the supportive relationship. Behavior is generally a little bit low, inasmuch as here's the job, do the job and you want to get them away from first base so that they move from this area here at the far right end of the bottom scale. You want to move them along so they become better at the job on when they become better at the job. Then they'll come to you and say, Okay, boss, I understand what's required here, but why did we do it that way. In my last firm, we used to do this, or I thought this would be a good idea on What you're doing is engaging with them, smelling your approach. Well, thank you for asking the question, but do you remember that it needs to fit in with other departments? Or if the Fiona's do this or whatever, Nobody in a job paying the sort of salaries that you pay will learn their job in a few hours. They will develop their skills over time, develop their understanding, fit in with the team on that will make their lives a lot easier. So now you are still making sure that they understand what constitutes a job well done and engaging so people don't stay often at level one. They develop rapidly to level two on. They know you are the go to person to solve the problem for them. So what you've now got, of course, is a group of people who are solution seekers. They have a problem. They get along tap on your desk, knock on the door yourself. The problem now that how often have you felt? I've got my own things to do I need to grow them beyond May? I need them to let go. My metaphorical apron strings. I need them to be able to tie their own shoelaces a bit. How can I do that? Well, now we need to move people along as they become slightly better at the job. More things get done. They know what's going on. We can then move from across here on when they say, Can you help me? Are not too sure what to do with this. Instead of telling them what you're explaining how you would solve the problem, you could say something along the lines off. I need to finish this piece of work, have a think about cash flow, and then come back and tell me 20 minutes what you think is the best way of handing that. Andi. We'll discuss it so they go away. Think about it. Come back to you. How are they going to feel when you have encouraged them to solve the problem? How are they going to feel that they thought about it. So instead of level two, listening to what you would do to put it right at level three, you have helped them think through how they will solve the problem. What's that doing to their motivation? Their ability and their confidence are participative style. Switch from 2 to 3 is very important because now you're developing problem solvers who not come and ask you what you do but think like you would think that's the participation in style. And then, of course, we're down the level for here where people are up to speed. You're getting that navalny off, then pink situation where people are able to be good at what they do mastery their autonomous. They could do it their way to deliver the outputs that you're looking for on they have that really strongly airline sense of purpose which matches what you want in the department and indeed what the whole firm is looking for. So this river here, this flow from one side to the other is very much a process. And if you think about can Obama Schmidt for that continuum, that box one level one, you're using your authority to make sure it happens in a box for the followers are using their ideas to get the work done. And we've now dis described couple stages stage to stage three that grow people from the right hand side through to the left hand side. And your job is to grow people they love to grow toe handle mawr, interesting tasks, a few more challenging tasks. We want to take away the barriers at each day so that people can perform well. So what does it look like? Well, what we're trying to do here is to give people instructions that they know how to engage. If you sit around at home and you play a few games with the family friends, trivial pursuits, whatever did somebody wants to give you the instructions, going to read the little instruction book, how the game is played? How do we play these card games? How do we play these board games? So instructor, and then you start playing, have a little trial. Things go wrong, somebody will explain how they would put it right. That's training, and I learned this very much from 16 years off. Schoolchildren, sports training, rugby training on track and field that trainers are very powerful people who can help people improve their performance. But eventually you gotta wean them off so they can think during the game they can think during the event that keep running to the the trainer, too. Get them to improve their gotta think their own way of solving the problem on. Then, finally, it's one of mentoring. So this four stage process actually matches very closely with the ah Maslow's pyramid. Level one is about Give me the instructions so I could do the job that will give me job security level to give me a little bit more training on. I'll fix my job in with Everyone else is so I have a sense of belonging. Get me to think like you think, which will help me feel good about myself and what I bring to bear coaching people to improve their performance. Great self esteem from that. And then finally you are giving people that mentoring that that step up. And then people are innovating on their self actualizing in Maslow's terms, which is really what you're aiming for. So there we have the approaches that we've got on. Then we can look at the score sheet on, define how we can make easy ways to improve. So what we're explaining here is that when you have put a circle. In COLUMN one, you have chosen the alternative A to D that looks at situations where you've chosen to give specific instruction on monitor. So that's your column total In column one column two You've decided to give it instructions. Explain why support dialogue, Clarify things and you've monitored to some degree a circle in the response to Colin free that you have shared ideas with the follower. You made a joint decision or they've made a decision with a bit of encouragement and facilitation from you, The leader leader follower. Therefore, if you're circling, Column four has demonstrated that you've turned over responsibility for the decision and how it's gotta be implemented to the other person and you've given them encouragement. Remember, relationship orientation is not zero. It's just a little bit less so. That's your, um, you're way of looking at this to think of through your style of decision making in the workplace situation. So what does it mean? Well, I have put in the appendix off the workbook, a variety of different types of character, depending on your responses, but essentially the higher the figure that you've got in each of those four columns than the more dominant that style is. If you've been able to spread your scores around, you got 20 points to spread around, if you will, that you may have a flexibility to adopt different styles depending on the situation. The ideal, incidentally, is tohave five in each of the four columns. Because you are able to direct give instructions, you're able to explain decisions with support dialogue. You're able to engage in discussion about how to improve your able to recognize situations when you would let go. So the higher your score, the more dominant style, but more spread out the let the numbers. Are the mawr flexible your style? So please use the scoresheet, the the sheet back of the workbook to have a look at the different sort of characteristics there, and that is about style, flexibility and style dominance. But remember, the only purpose of U as a supervisor is to be effective. So how do we turn this into something to do with effectiveness? Well, the school sheet. Hence the reason for completing it before we got this far, because everything will make sense for Scoresheet has columns 1 to 4. Our style range columns talked about that. The other four columns columns 5 to 8 are the style effectiveness condoms and you'll see at the bottom of column five. You're invited, too. Multiply any figure in that column by minus two, because effectively, what I'm saying is that a response that falls in the column five is not a very effective way of dealing with things. Okay, what's that is, say is that won't is going to be the advantage off taking these away for a second. What's gonna be the advantage off giving clear instructions, How you want something to done, how you want something done with a very a seasoned professional person that works for you and your micromanaging that it's completely ineffective and in fact could be quite damaging to take away an idea that's a good one and implemented yourself because you think you should leave in that other person thinking Well, I don't get any credit for that, then will I? On equally. If somebody is not stepping up to the plate and you ignore it, then it won't heal itself. You can't mentor somebody who isn't turning up for work on time, getting on the basic tasks or in fact, is disruptive. You've got to recognize that this person needs something quite different. So with that in mind, thinking of these decisions styles any circle. In column five you've scored minus two minus one for six, plus one for column seven on plus two for column eight. So with your 20 responses put into those five Earth columns 567 and eight, what do we have? Well, if you put 20 responses in column five, you scored minus 40. And if you put 20 responses in column eight, you've got a figure of plus 40 so they score ranges between minus 40 and plus 40 which doesn't make a lot of sense with zero in the middle. So what I've invited you do is to add 40 so that puts your response on 80 point scale. Multiply that by one and 1/4 makes 100 point scale. So now you get a percentage style effectiveness rating. I can tell you that if you're sort of 55 65% that's fairly modest. 65 75% is good. 75 to 85% is very good on 85% Wilmore means that you've got a very effective style of management. So what can you do with this? Well, apart from understanding what your dominant style is, which will see in this in the sheet at the back of the workbook. Apart from that, what you can do is to go and have a look at your score sheet and have a look at any response you gave in column five or six and say, Why didn't I give the response that sits across in column seven or eight? Because that will be the more effective way of dealing with that particular situation. What did I put in each of those 20 scenarios, which, after all, will not explain the complete picture off your staff or your work or your firm on the processes that you are managing within that organization? What it is, an indicator off something going on there that suggests this is a situation in which you should give instructions or get some dialogue, but monitor a little bit yourself or get some joint decision making or let go completely. So obviously, the higher the score. In percentage terms, the more effective things will be on your action from here is to go through the responses and have a look of columns five or six and say, Why not seven rate? If you are Ah, high scorer and you put some in columns seven, then have a look even at those and say, Why not call him eight? Because what we're showing you here is that when the letter that falls into columns 1 to 4 also falls gives you a figure in column eight column eight, if you like, is the most effective way of dealing with each situation. Five situations. The letter falls into column one in eight. Those are situations which you need to control. Instruct Monitor Columns two and eight Where the letter corresponds. Are situations where it's most effective to make sure people trained properly that you give some indicator of what you would do. Get some clarification, support dialogue, understand how it fits in with other people. So that's two and eight. Columns three and eight are situations way. It's a coaching situation where you need a joint decision making all let the following make the decisions with a bit of encouragement. Coaching in the workplace is a very powerful tool on then columns four and eight are situations where, on the strength of it, people can get on and do it themselves. So I hope that helps explain what the model is all about. It's the situational supervisor model. Take 60 seconds to think. What is this person like? In terms of their motivation, ability, their confidence? What does the task demand off them? What do they want from me? In order to me to be a most effective supervisor to help along on, I have to say it probably won't happen. But if you are surrounded by Muppets, you need to spend most of your time in columns one and two. If you're surrounded by highly capable, competent people. Brothers, I fortunately I'm now. Then I will spend most of my times in Column three and four. Okay, do you remember as a last comment here that it is a one waste? It's not a one way street people don't not progress. Two column for every now and then, somebody will go forgotten something. What I do here so they'll slip back one or possibly two spots. Don't do as I once did many years ago. Very capable support staff she was working on spreadsheets for the first time. Quite capable keyboard operator. Good attention to detail, very numerous, and I forgot how to do percentages in a spreadsheet. So I was just about to leave the office. Let across the desk, took a mouse click, click click there. And that's what you do when I left thinking, Haven't I been a clever boy? I've told her what to do. Trouble is, when I was on my way to a meeting, I had a need to phone the office. I spoke with her very short with me on later on. When I got back. That said to one once said, You didn't seem particularly happy with things. What was the problem? She said, Well, when I ask you, how was I to do something, you let straight across the desk, show me what to do right in front of everyone else, maybe look a complete idiot in front of the rest of the people in the office. She was a level for for most of the work she did. All she was saying was that she dropped back to coaching style, and I thought the quickest way is to do it for her. In fact, what I should have said is, I also forget equations that he used to sort out the figure. What I do is find another spreadsheet that will tell me how to find the solution to the problem. In other words, I would share with her my thinking, which, of course, is Level three rather than do number one do it for her or just this is how you do it. Click, click, click, click. She waas that level for She only slipped back away, but I treated at the wrong end of the scale, and it did mess up the situation. She was not remotely happy. Fortunately, that situation was resolved. So do make sure that you're thinking carefully on not shooting from the hip, In which case, with that completed, let's turn on to have a look at the next part of the program, which is to explore conflict with that anecdote. Good thing to start thinking about. So just before we deal with a conflict that I've just created from that anecdote, do remember to track your learning development in the workbook. There's a section there for you to explore what you're going to do is a way of improving your behaviors in a particular area. What you're going to do to look at your learning development. You're obviously gonna be reading the workbook and so on and so forth. And it's all part of your personal development plan to improve your behaviors when supervising other people within your firm. So, conflict management, What's it all about? Well, what we're gonna do is to explore what is what the American offers off this call the a conflict mode instrument. In other words, what is the approach that you would tend to take to a given situation? The conflict. So what have we done? Well, we've created a questionnaire for you. It's quite a comprehensive questionnaire. I'm not the author of it. So bear with me when you look at the content on, but it is a very powerful and long, well established tool to have a look at how you tend to respond to conflicts before go into anything any further. Please turn to Page 43 off the workbook and have a look. We're looking there at some measurement off the way in which you handle conflict. So planes again look at the world from the point of view of you at work, how you deal with situations at work with more senior people, more junior people, your peer group and so forth. And have that in mind when you look at the paired statements in the questionnaire Mayor invited to come down one side or the other on either prefer, given the pair off observation statements whether you tend to do a or b okay into that question, there starts on page 44. I'm not the also. So forgive the, uh, split infinitives in there. Somebody did point that out recently. Thank you for that. Um, and have a look when you've done that, then I'll take you through what each of the mean and again the same sort of thing comes up is the degree of knowing what you tend to favor because it reflects the situations that you find yourself in at work on with. Then explore whether or not you can flex those behaviors. Those modes on indeed used, um, in the right place in the right way and therefore, as a supervisor, b'more effective that managing conflict so over to you work on that questionnaire. Look at the score sheet. When you've got the scoresheet completed and you've totaled up all the figures, they're you know which of the five core areas you favor. The higher score. Which ones you tend not to favor the lower scores on page 46. Okay, well, I hope you've got it, because the next slide will make a lot more sense when you've completed that question here. So I want to make sure your scribbled before you go forward, because what the model is all about is the degree to which you will apply one of two dimensions. And that is the degree to which you push your own agenda assertive. Get the outcome you want, or you are non assertive. You bother about your own particular outcome. The other person could take the initiative on the degree to which you agree to cooperate with the other party or, in fact, your non cooperative as well. So I would tend to say, non assertive, unassertive for assertive one dimension and the degree of corporations, the other. What the authors have created of five alternatives run in each quadrant on one slap bang in the middle. So what they're saying is that if you scored particularly high and what does that mean? Well, you've got 30 statements across five different styles that's clearly going to be six is the midpoint of the scale on each of those 55 sixes or 30. So six is the median score on what they're saying. If you've scored particularly high in the context of that is nine orm or up to 12. You have scored particularly high with that particular approach to conflict. Andi. If you've scored somewhere between zero and three on the lower end of that scale, then indeed, you are tending not to favor that particular approach to dealing with conflict. What the authors suggest is that each of them is appropriate in certain circumstances, in other words, where it could be used. And it will demonstrate again in the notes where using it, particularly in a variety of different situations in which you favour a particular style. It may have some negative effects for you, and if you favored one style only 30 points to share, it is likely that you're relatively low on some other styles, and you may have a perfect six across the middle in which case. It's just a matter of saying Well, OK, I can adopt all the styles. What do I have to do with them? Where would I best use them? If you schooled particularly high, have a look at one that you score particularly high in and well illustrate in the notes. What's wrong with playing particularly high? And if you have therefore scored, particularly though, on some other style or styles, and have a look at the notes there and say it? Okay, what's the drawback off? Not using it very much. So that's where we are. Let's go around and explain where we are, and I'll just give a brief reminder off that part when we get there. Okay, If you collaborate with the other party and you push your agenda, it sounds like you're on the same page or collaborative. So if somebody else wants what you want, Andi, you're happy with that. Then there is a conflict situation. Well, it sounds like there wouldn't be much conflict, but if there was potential for ah, degree off collaboration, and that clearly is going to be a great benefit on everybody is on the same page. So how do we deal with conflicts where we are going to be in situations where we agree. Well, in which case we just agree this is the right way forward. There is potential for conflict. But both collaborative. We are cooperating with the other side and we are pushing our own agenda. Then well done. That's good to know. Now what's the downside with being collaborative? You may in fact be pushing your agenda, but mawr cooperative than you need to be. Are you absolutely certain that you're getting everything you want? Are you absolutely certain they are getting all that they want? Collaborative may be very, very handy tohave, but maybe there's other styles that would be more appropriate for a given situation. So you may have situations where you are pushing your agenda, but actually collaborating with somebody when perhaps you should be pushing your agenda but not collaborating quite as much. In other words, competing, you may have to come away a little bit and say, Well, I want many I know I'm getting what I want, but really, I shouldn't be collaborating, cooperating with you on this matter. I think I should stand my ground. So here there are situations when somebody will quite clearly have a new agenda, which you do not agree with, in which case you'll be competing. So what's the problem with pushing your own agenda? Which does mean that if you are the sort of supervisor that continues to push their own agenda, don't be surprised if your support staffs eight year whatever. Yeah, I had a boss a bit like this. Sure, we call him Dave in the past, where he said, OK, come into a meeting with the department. OK, we've got this problem with X Y and said, I've thought about it. I think we should do this. This is the best way forward. Any suggestions on whatever suggesting you heard it wasn't is going to be as good as his on an end. After a couple weeks of doing this, we all said, Yeah, whatever. Yes, Dave, I think brilliant may absolutely will do it. He was the boss. Let him get on with it. What's the point? It's hardly worth the effort. So you where is it best used? Well, winning on the side of right on the other party is maybe not quite as on the same page as you are, and you want to get work done. The employment law dealing with people in the appropriate fashion, discrimination in workplace, all that sort of thing. I do not make the law. I just make sure that people follow it absolutely fine as far as any potential for discrimination in workplace, which were exploring Part two off. The program, by the way, is being dealt with. But I do recognize if I go into a meeting is as the boss, I will say, OK, we've got this problem. I'd like to hear your thoughts and ideas off cause effect what we can do, how we can deal with it, what the issues might be, what the best options might be, because if somebody else is coming up with an idea I hadn't thought off. Brilliant. And if something has come up with an idea that matches mine brilliant. If something comes up with an idea that I don't think works well, I can still reward the effort that came. Thank you for coming up the idea. I'm glad you be thinking that through that sounds it could work if this would happen on building on it. This may not work because they, in other words, a reason why it won't happen couldn't happen. Bang in the middle is compromising, I suppose. It all five off the various ways of dealing with conflict, it's the it is the one that gives you the brownie points for the longer term. It is not actually getting everything you want and therefore you have to give up a bit on everything that you want. It is cooperative with then on. That's absolutely fine. But what it means is that there is a win win situation which I think is perfectly nonsense when it comes to thinking about dealing with conflict. Because if you're driving for a win win situation, in my experience, if you get two parties, both which want to win, I think they call that a competition. Okay, on da very, very rare that there is a dead heat. I remember in a school event, cross country. I was some way down the pack, the pecking order on the finish. But a pal of mine and I both approached the finish line and we decided to go through exactly together because we wanted to be whatever it wills fifth equal or something in the cross country. But even then the schoolmaster said, Well, what have you got? A win? So we go alphabetical on my end happened to begin a lot earlier than s for Smith or whatever. So I got a slightly higher placing. So that calm, that sort of, you know, compromising situation never really happens in practice. So I think that a situation which is about compromising is a gain gain and mutual gain on that might be a better way of viewing it. What's a non assertive, non cooperative approach? Well, that's avoiding the issue Now. Clearly, some of your staff may realize that having conflict work is not a good thing that may just avoid anything that's going to be uncomfortable. Wait, let's face it. Given a choice of having conflict or not, then most of us might feel that conflict is just a wasted effort. It's embarrassing. It's difficult. I can't handle it. Just get on with it. It's a perfectly reasonable behaviour. But of course, with the head stuck in the sand is not a very attractive place to be and therefore may be missing out on things. So what's the upside of avoiding conflict. Maybe the conflict is irrelevant to you. Maybe the conflict is not important. Maybe it's not worth bothering about perfectly reasonable behaviour ons used on avoidance process To avoid the battles, you don't need to be dragged into everything. How do we distinguish between them? I'll come onto that in a moment to What's the problem with avoiding things is that quite clearly people could be running roughshod over your feelings, thoughts and ideas, in which case that's not very helpful, your non assertive and you were uncooperative. People may feel unhappy with the fact that you're not cooperating, either on that may lead to conflict. Now Cooperative, non assertive is accommodating, and that's very good in a kind facing situation where somebody says, I want you to do this and that may be a non assertive response. But say, Yeah, I could do that for you. The upshot of it is, is that by accommodating may build up points for later or well and good, so credits and favor bank and so forth. But beware that it's not pushing your agenda so accommodating may lead you to be doing things that you are less comfortable with. particular. If you're accommodating when you should be perhaps compromising or looking at saying, Well, OK, I can't accommodate all of that. But I can collaborate with you if you agree to do this for me as well, and that's moving yourself across the model. So each of these five areas are absolutely fine. So when would we want to be collaborative? Well, here's a situation. If you do this, I'll do that. Then I'll do that and you do that will collaborate. We'll both achieve the outcomes we want Absolutely fine. It can take time. That's one of the downsides. It may be that you are pushing your agenda but cooperated with things that you shouldn't be in which case may be come back, compromise or indeed, um, but moving to another area, as I suggested with competing or so on compromising is stuck in the middle. That may be fine, but I found when I've compromised with members of staff over attendance or bits and pieces with the way in which they engage with work, I found that I compromise and then I have to compromise again. Then a compromise again. And I really wish that I hadn't compromised quite as much. I've been a little bit more saying Look, these are the rules off engagement they apply to everybody. Just stick with that and be a little bit more assertive on certain things. I was just trying to accommodate other people to fit in with their situation. Outside of work. It's my boss, John, who said Sometimes life is hard. If this person's having a problem with their partner at home, really, it's not anything we can deal with. They must deal with it. We have a business to run Andi. Therefore, this is the way of doing it and that's actually a far better. Competing is fine, but as I said, Don't overplay it if you don't do it, you know pushing your agenda. So what you should have aimed to achieve is six on each of the scores on the evaluation sheet for this particular excise there on page 46 6 across area, it's called nine or above. Then have a look. See the downside of over playing some of these scoring 0 to 43 or four bottom into the scale, then have a look at the down side of not to using a particular approach on. Remind yourself where you can use Thies to be able to deal with conflict in a lot more successful fashion. Being complied is all well and good on there. Love you for that. But in fact, it may not be the best outcomes, in which case we can deal with conflict and avoid them in team meetings.
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meetings, meetings, don meetings. We all have various experiences of meetings going back through the years. What was it like as a trainee? New recruit, the firm, whatever they like now when you run them. So before we get on to talk about the meetings per se, what I'd like to do is to explore things to do with team the team dynamics, what you bring to a team. What is your team bring to those team meetings. What I've developed is a questionnaire on its within the workbook that will appraise your approach to meetings for the team. Okay, so if you would like to explore both how you behave towards teams on, then you can use the same question there to engage with your staff to find out what they bring to the team. Then you can find a route to best practice, not only on terms of the dynamics of that group of people coming together, And let's face it, you may have one person you supervise within your firm. Doesn't matter. Doubles in tennis is still a team, but it's just a team of two. So the team player skills and I developed you'll find on page 52 off the workbook I would like you to do is to look at those behaviors on it runs through 2 50 or so behaviors on, get your mindset at work because we do belong to teams outside of work. You may be in the Darts team, or you might be in a local garden club, where your team at the meetings and so on, so forth on whatever you do outside of work may involve some sort of team dynamics. But what I'm looking at here again, as we found with so much of this conflict, uh, managing groups of people with situational Leader profile is about the workplace. So have a look at the question, and you'll see. For each statement there are three columns now. Consider each statement, decide whether you often do these things or sometimes do them or effect very, really. So it's a sort of, ah um, evaluation along a continuum on. Therefore, if you often do these things clear, tick in the box, move through the questionnaire on, then complete the scoresheet, so have a look at that. First again, pause the recording complete the questionnaire by the instructions that are in the workbook When you've got your schools, then we can explore what we are fighting about yourself on what we can find out about other people as well. Okay, well, on page 55 the workbook, you have a score sheet on essentially getting itself a tick for things you do often. So these arm or frequent activities to get involved with teams at work on. Then they're all those things that you do frequently. Now you completed the question. They're turning to the scoresheet to scorecard to record. Your responses were looking on page 55. And as you can see, your putting, the response is just to the often and sometimes behaviors, because you really do something that's not relevant for you, sort of things you do more frequently on you're getting effectively two points for things too often, and one point for things you do sometimes. And what it does is to say what are you favor in terms of behaviors when it comes to being in a team situation with two or more people? Onda, as you will see, it's a very, very useful exercise to run this through the people you supervise because you get to see what they bring. So subsequent Page 55 on the next one is going to be a a summary off the sort of behaviors, the type of people you've got to go with each role so leave you to explore those in a little bit more detail. But essentially, what we've got are five different ways or behaving. Now some of you may be aware of something called Belbin. Team roles, which have a dozen different sorts of behaviors on day, sometimes come up in conversation or I'm a complete to finish your etcetera, etcetera. But what I've done is to simplify the whole thing from Bell. Ben's team rolls on, wiggle it down to these five, because in my experience of working with teams at work for many years, as well as working with sports teams with kids in rugby from age 6 to 16 that there are those with different sorts of behavior. So in the workplace situation, you hope that you've got people who hold the whole thing together. The coordinators make sure that the various parts of your team are talking with each other or indeed, people outside the team that they can rely upon to give some thoughts, ideas, experiences and so forth to solve the team problem. Very handy. Of course, When you're running projects within your department that have effect on other parts of the organization, you'll need people who moved beyond that, not challenges on. What they do effectively is to keep focused on the end point and raise everyone's performance. They G people along get people involved on make sure that the outputs are actually being achieved, which is great. You need people like that. There are those that are doers. They get on with the work. They're focused very much is on. What's the next stage? What's the next stage? What's the next day to very important people toe have on that They are focusing on getting the job done and very important. Now, of course, you knew people who aren't just getting on with the work but will actually stop and think it's a hang them in. This is the right thing to do. Are we doing the most effective way? Remember what we talked about earlier in this program on efficiency and effectiveness? Effectiveness is amount. Achieving the outcomes efficiency is how well you do it so useful to explore those areas. And then those supporters air there who make sure that everyone else is involved in the conflicts avoided and so on and so forth. Now, as we can see here, what do your scores mean? Well, of course, the higher the score, then the more likely you are to be able to respond in a particular way. So 50 statements across those five areas with a maximum score of two per response. Each time you do that, you gotta Maxim school 20 points on quite simply, the higher the score that Mawr you favor that particular work style on The reason I got you to focus in the work situation is that outside of work, you may behave quite differently. I'm a Fiona within the business. I focused very much on what needs to get done. I have to focus on getting the thing done, but also, of course, I have to adopt other particular areas. I know when I'm outside of work. Sometimes I don't feel the need to take the lead on so forth. I can't go along with and then function in a different fashion. But because you're focused in responding to the questionnaire in the workplace situation, you'll see what you bring with it, and it's quite likely that you may have more than one area that you feel more comfortable with on one or two areas. Maybe that you feel that you don't bring to the party when Europe work. That's not to say that you can't, but you just recognize that the things change from work situations to may be outside situations, okay or well and good. What about your team? What are they like? What are they bring on? Have you got a good blend across other areas that you work with? Because if you look at these five, you'll recognize that you'll need people who are the thinkers. They're the ones who are giving attention. Leader. Is this the right thing to do? Should we do this should be do that. What we're actually doing is there a different way off doing it? Whatever it is that needs to be done, as you'll see when we look at Part two off the program were very much involved in project management, so that's various stages in the steps off. Getting a job done will be very important on. They work quite well with those challenges who are raising performance on so forth. But you do need people who are actually focusing on getting to the end point, not just dealing with each stage. You don't want analysis, paralysis. One of the downsides. Maybe that some people are just doing too much analysis, not much getting on and doing it. But equally those were getting on doing it. Missing the important points along the way may compromise things. I could go on and on and on through this to show how the various pros and cons of each level on the the advantages off having a good mix and blend of people. So as a team leader, then what are you bringing to the group on? Then what do your group spring? Because when we turn now to have a look at meetings, what we're really commit doing is to run meetings well. But now you're aware and mawr sensitive to the sort of behaviors that people around you when you're in those team meetings on what they bring to it. So I hope that's useful. I hope the notes are reinforcing what I'm saying and giving you some opportunity to explore other ways working. So what I'd like to do now is to move that on, to have a look at team meetings on what we're going to do when we're in that situation. When we bring one or more person together when we're sitting around the table, perhaps, and exploring how we're going to function in a particular meeting. As I mentioned a moment or two ago, I think it's quite interesting when we look at meetings and our own experience. I know when I was more junior, I'd be at some meeting thinking, Why am I here? I'm supposed to be doing something, but I'm sitting around When it became more senior. Remember having meetings once week with my director of the divisional is working for on. I found them really frustrating because he was there to get an update from the five heads of departments and I was head of one off them on. Essentially, I spent about 20 minutes explain what I was up to, and then the next two hours, listening to what four other people were doing in their departments really didn't have a lot of impact on what I was doing. I always joked that if there was any working for 1/2 day week, because half a day almost three hours in the Monday morning, I was at a a head departmental meeting. Let's face it. Sometimes you phone somebody and they all know they're in a meeting, as if being in the meeting and somehow terribly important. But if they're at their desk and answer immediately, think I can't be very busy. And all that sort of things is a curious culture in different organizations I've seen with different meetings. I worked for advertising agency in London. Small firm. Just 14 employees may be a bit like your firm, modest number of employees on the chair chairman. He got us all together five oclock on Friday to have a meeting. He a He held them standing up and B because it's Friday afternoon. We were thinking, I've got other things I planned to do this weekend and standing here chewing the fat Ah isn't quite what I had in mind. So let's explore meetings. Are they worth while? Are they a waste of time? And, of course, Page 57 of the notes will explore the subject a little bit more detail than I'm giving you here. But I think meetings should be effective. Okay, because they're there to explain to people at once, all together exactly the same message or they're being bought together to confirm a decision that's being made or to explore options to make decisions. I think effective meetings are there for a specific objective, and I think the worst thing you could do is to have a meeting the third Thursday of every month because you always have a meeting on the third Thursday of the month without really knowing exactly what's going to be there. I'll come onto that a little bit later on. An effective meeting is not really where the work is done. The work is being done outside the meeting, but the meeting is there to confirm a particular stage or to agree the process for the next stage so we can have effective meetings. Onda. We can make sure that when people leave the meeting, unless there to impart bad news, people leave a meeting feeling better about things than when they came in. Now that's worth remembering our your meetings with your staff, apart from when you have to share bad news, and occasionally that may happen. By and large, the average day people leave a meeting feeling a lot better about things than when they arrived. Ineffective meetings may have these regular gatherings because we always have that Regular got My Monday morning gathering was a terrible experience in that company I work for because they were there for no special purpose, specifically just to share information, which took too long. We could each fivers head of department's done a summary of what's going on in six bullet points and circulated it, and everybody would know. Then we could have. Each room had a 20 half, 20 minute half an hour meeting with the director to explain specifically what was happening in our department. If anybody wants to know more detail about what's happening in another department, we could just along the corridor, have a coffee and find out the thing I really like. Picking up the axe grinding sessions is when Pete was a madam chair. I would like it recorded that a talking shop that becomes a waste of time because if anybody does that, I'd like it minute it that what do they say What they're saying is I'm about to make a point on. I want somebody else to write down what I'm saying. Excuse me. Why do we have to have somebody else write down what you'll say? Just so you could be seen to be saying this, I heard of email circulation list. Type it yourself because what happens is that somebody will say something some other poor soul will recorded. They will type up the minutes the minutes will be circulated. Then somebody says that isn't what I meant and have it amended. Next time I, for goodness sake, if you want to be seen to be saying something, use your email, circulate it, not use. This is a I'd like it, Min. It'd that. And that's the problem. I think I've just alluded to there with so many meetings now, you guys are much more aware in a legal context of the rules and regulations force for shareholders meetings where you run them according to particular governance. Okay, I'm a shareholder in my company, and we have to run meetings according to a particular governance. But that doesn't necessarily mean we need to use exactly the same structure for departmental meeting to talk about the car parking spaces or whatever. Okay, so with that, a little bit of a vent. From my point of view, let's explore what I mean about meetings in a bit more detail because I think meetings and teams coming together should be occasions when people work together to build a common understanding, a common commitment to particular specific objectives. Andi. It's not the only time that project teams work. They work independently. They work in small groups. They work differently. They said meetings should support the team. It's a team meeting. It is a team that gets together in a meeting, but they should engage on support. Had value to this particular part off the decision making. Now there is something you'll find in Part two, which is something called Group. Think I'll leave that for the moment. Something to be aware off is whether or not you're getting good decisions from the team. Okay, well, what are those three phases off a meeting and you're probably sitting there thinking well, he's already talking about beginning middle and end, you see so often. Meeting start with apologies for absence and so on. and so on, and I'll come onto agendas a little bit later on. But no, that isn't the first phase off the meeting. You have a meeting? Absolutely. But there's a phase before the meeting. Is the preparation for the meeting. That's one of the key phases You have the meeting? Yep, you guessed the third phase. It's after the meeting on the size of those boxes on your screen. Are representative off the importance off the phases off the meeting because it's the planning before that determines where they have a good meeting on. It's the planning and action I plans from the meeting that follow on after meeting the action implementation that actually counts in practice. So whatever goes on intimating is going to be dependent on the phases, off preparation on the phases or following. So we need to attend to those on give some thought to what we're driving to achieve when it comes to agenda. Now it did make me chuckle. Here's a Dilbert cartoon. There's no agenda. It's just supposed to hurt more people. Think about three minutes, you know people and you know, getting very, very wound up as to whether there is or is not chocolate biscuits going to be at the meeting? Why on Earth should be set up meetings for three hours and not have something to nibble upon things like that? Oh well, the BBC have decided to save 100,000 from them £1,000,000,000 budget by cutting out the biscuits or whatever else is going on. I think that's all a bit of a shame. So let's explore agendas. And I think that's one of the biggest problems. All of meetings is that the agenda is rolled in from the time before and not given the attention it deserves in the planning phase. Now I think for departmental meetings, there's gonna be a little bit of a rent. So hold on for the ride. I think for departmental meetings that classic corporate governance structure that you have for your shareholders meetings should be revised and revised quickly because what happens is that one has the first item on the agenda. Item one. Apologies for absence. No, now I'm sorry. If you want to record who's attending, that could be done beforehand because the person who's gonna be recording what's going on at the meeting will have a list of people are supposed to be there on will quickly check off at the time of the meeting whether anybody is actually there. You said the worst thing that can happen and it happens so often, particularly when you've got fearing us together, is that the people attending are gonna be held up because of a client matter. Now, I think if you've got on agenda before you start putting any items on the agenda, his something to think about If you've got a meeting off fee earners, what you can put on there is the cost off the meeting in terms off the opportunity cost off billable hours. If you've got five people at a meeting for one hour, only on each of them can Bill their time might have no £50 an hour if that were legal aid rates or whatever it might be or higher if it was corporate five people at £50 an hour, that is a £250 meeting that you've got. So you can first item on the agenda is value off the meeting, and if you weren't getting fearless together, then you take the salary and salary on costs divided by 2000 hours a year on, then you could look at the cost of each our of people in your department sitting round. Now that's the opportunity cost of the meeting. And that's one of the things that can really shake things out. If it's going to be partners getting together on their billing, their time at a much higher rate, whatever it might be, Please don't write in about conditional fee agreements or fixed fee working. It's the it's the realized rate on what that's going to be in terms of time. So there's one thing to think about in the gender. The next item on the agenda is going to be minutes from the last meeting. Will. You could score that one out. I'm sorry. I'm not having minutes of the last meeting as an item on my agenda, because what happens in practice, you had a meeting last month. Some dear soul typed up the meetings and because they were away for a week or whatever they got, they got produced. Ah, while later, some while after the meeting, they then get circulated to everybody. Then it waits for two or three weeks to the time of the next meeting on. Then do we ratify the minutes off the last meeting? I'm sorry. Come on. It might work in certain circumstances, but it's just absolutely not work when you get a group of people together to ratify something that was written about an event that happened the a month ago. We're living in a very dynamic world, and we can't have to approve the minutes of the last meeting over goodness sake, school, that one out. This is what should happen. Somebody attends a meeting, decides to take the record of what was agreed. No, do not record a record off the discussion, Peter said. And Jane said, and Hillary said, and did I? Don't please no, just record. It was agreed that this would happen. Now those ought to be produced within 24 hours, not only for working hours a few days, 24 hours the same time next morning, next working day to circulate. These were agreed on what actions being taken by whom and by when straightforward stuff. Lots of effort from the last meeting on when those matters air circulated. The instruction on that email is this is the record off the meeting. Please respond within a further 24 hours to confirm that this is your record. This is your belief as well. In other words, the correct set off minutes that everyone agrees is being circulated within two days off the last meeting. OK, so we can strike out. You know the meeting approval a month later? No, not happening two days later. Everybody's got Yes, this is what we said. This is what we agreed. This is Who's going to do what? And by when. Brilliant. So we could do that, then. Okay, That's the first it What's the third item on the agenda? Matters arising. Oh, excuse me. Matters arising means that somebody is going to ruin your day by hijacking your time to rattle on about something that's arisen a month ago. No, I don't need that. Not today. You've got an email in inbox. Well, I tell you what should happen. The meeting minutes gets circulated to or so days after the last meeting on then two or so days before the next meeting of the project team or department, the minutes gets circulated again. And from there people are asked to update the actions that they were supposed to have taken between the last meeting on the next one aunt to write to the person who's chairing the meeting items that they wish now to be brought forward for discussion when the group gets together next time. So the agenda arises out of the updated report on the activities couple days before the meeting. You see all of this is preparation before and after a meeting on it will say a tremendous amount of time, all of those items whose present I'm sure that Collins root canals are very important to Colin. But I really don't wanna sit around for 10 minutes to decide he's not coming in because he's at the dentist, for goodness sake. Secondly, I do not want to sit around while people haven't got the minutes, didn't read them from last time or sit there and read. I'm a slow reader. I'm not very bright, not like you. So why don't I want to hold everyone up while you read the minutes? For goodness sake, that's a complete nut, since it really is so. Attendee list approval of the last minutes. Matters arising. Strike all those out you saved half an hour. Well, that's 100 and £50 of anybody's money immediately from all that effort. And then we can get onto because we've now got an update of all the things that have happened since the last meeting. Because if I was supposed to talk to a supplier about this and about that on the office manager was supposed to do this about that. I can then have a little list as an addendum in italics alongside the act action item, what has been done. So as I read the minutes of the meeting, I know it's proved, and then a couple days before I revisit the same document in there, there's italics, said Jan. Did this and contact of them. This is what happened. Helen did this and did that, and that's what happened there on. I'm now absolutely up to speed of what's going on. Why do we have to have a meeting at all? Thank you very much. I know what's going on. And people have done what they said they would do. Broke on Tommy. Sounds good to me, and then we can then receive the finance report. Oh, please. Now, I expect you're pretty erudite and expect you're able to cope with these things. But when somebody presents six pages of spreadsheet from the finance circulated at the meeting Y on Earth, should I take up everybody else's time while I go through the numbers? I think it would be much better if we spoke to the finance officer on asked him or her if they would kindly put the information together for confidential circulation to the attendee list and send it to them 48 hours beforehand on. You see, when I receive a document with some numbers on it about budgets and expenditure revenue or whatever it might be two things occur to me when I'm looking at some numbers. One is sorry. Why is that figure? 35,000? And the answer that is that I'm a dimwit and for gotten from the last time that we'd agreed this. And that's why it is 35,000 0 yeah, Thank you. Well, I'm a no. Ask the question in front of everyone else because if they want to appear, they didn't wait. I quite happily pick up the phone to the finance officer on Ask her Brilliant wise it 35 back. You forgot we did that. Agree that last time this is what it would be. Ok, thank you. Job done. I don't have to take up your time while I'm dealing with a query that's only relevant to may Multiply that by five. And you're saving a lot of time. The only thing that can happen I look at that figure. I'll pick up the phone and say 35,000. Why's it? 35,000? And she'll say, Ah, well spotted. 3500. That seems more reasonable. Okay. Thank you. In other words, the numbers get corrected. So I don't want either of the those things. One is that I look stupid. Or secondly, the finance officer look stupid in front of the rest of the team. All of those things get sorted before had. Okay, You still want a meeting and you get the chair report. You get this report, you get the HR report. You get that. Whatever report the facilities report, whatever. Whatever. Whatever. Repeat, repeat. Repeat, with really up today, we really know what's going on in our department. We're really getting in touch with it on then. it can be agreed that there's something that should be on the agenda. That is a very straightforward action. Now we've got an agenda things listed on. We can see what we're doing. Here's one I prepared earlier. Okay, The first item on the agenda off the Smalling's meeting havent dismissed all the rest of them who saved an hour. Now we're gonna have a new client care letter. Okay, If I see that on an agenda come round to me for Thursday's meeting, I'm gonna say, Well, what are we supposed to be doing with it? But we got to write it as a group. Are we going to approve somebody else's copy as a group? Is there some legislation driving this because of quality or whatever, whatever, Whatever it's supposed to be, What what's what's the point? What my supposed to bring what most opposed to repair. I know it's there, but I'm not to do. Please give me a second column on without it. I shudder to think whether I'd have bothered to turn up well, Mac. The objective or output of this section is that we're going to reduce the new letter into work practices on address any team issues. So when the agenda gets circulated Ha ha. The new client care letter can be attached to it. Confidential exchange between people and Turley within the organization. Need to know basis only. So now we can all read it. We can all decide whether we like it and come prepared. We're team issues. Wow. That's all preparation. How long is this gonna take? Well, the third column will tell us. I want to know how long we're going to spend to discuss it. The meeting starts at 10. 45. We're gonna discuss it for 15 minutes. It should be 50 minutes to deal with. Any issues of rising are not like those issue to arise in a team basis, Not a one on one basis. In example, I gave about finance my idiocy. All the incorrect information and spreadsheet is not a team issue. What is a team issue is how does this work within the case management system? How is the new client care letter going to be taken from the point of view of private client work compared to legal aid work compared to corporate client work or whatever on the team need to address team issues, which is why the team came together and we're all prepared to having read it, discussed it, thought about it, talked to our colleagues and turn up. We were able to get home of it. Now I hope that hasn't been a next ordinary rent. By all means use this clip to talk to other members of staff and how they run their meetings, where hope you feel that there is saving you an inordinate amount of time because that's what it's all about. Andi At the end of the meeting, we feel really good that this new car client care letter, everybody knows that everybody's commented on how it produced all the grammar or whatever else it might because they prepared for that and we talked about it on, were dressed any team issues. So okay, what's the action from their on? Off we go. So if that is my take on sorting out meetings, what I'd like to do is to step back from my gripes about meetings that I've experienced, which I hope you can empathize with that. Some degree on, I'm gonna look a solutions to particular problems in running meetings and provide you with some ideas about what you could do to make your life and your team's life a little bit better. I think you know the well worn phrase. Poor planning produces poor performance or add as many pretties to that as you wish to extended a bit. Pretty poor preparation leads to pretty poor performance, so let's have a look of problems that can occur in meetings. While there's three that I can identify, one is to do with people present. Secondly, it can be do with the preparation planning for meeting on, then finally, things to do with the process I what follows both before, during and after a meeting again the notes within the workbook of their to add some value to this. But I think when we look at those things, we do recognize that I mentioned this in the last section. That there's always that attitude problem that can occur is the sort of cultural things. The last thing I think you should ever do is to have a marketing committee or a HR committee or a I t committee, because committees, well, it just doesn't bring good, does it? Really, Andi, I always had that sort of thing. I was involved very much with total quality management working for a pharmaceutical company. I was heading up the tea Kareem team for a French pharmaceutical company, Andi. Uh, the meetings that we had that were TK where meetings came to a lot of scathing for people outside the group's earlier there special there, over there in that tea Kareem committee. Well, I never called him committee, but they got labelled as such. A de Kareem was not something as an alternative to work. It was just working out a better way of working on that. I found particularly useful. So what is the culture of the attitude off the organization? And then what about the attitude of people that attend? I already mentioned some people use that. Oh, he's in a meeting or she's unavailable. She's at a meeting, Aziz being something terribly important and therefore they need to be included. So be careful off some of those things. What do we do with it? Well is to begin to change the way in which you plan meetings and you follow up the process of a meeting on produce agendas. As I've suggested people very clear about what is there to be informed about United know exactly what they need to prepare to come into that discussion. They know the outputs on that discussion is, and then they know how long it's going to be planned. For what, You start this process off slowly, slowly over time. People think actually, those meetings are worthwhile. And does it work well in my experience, Yes, it does. I was the deputy chair off the Chartered Management Institute Region branch on. Then when Ray moved on, he became the vice chair on. I took over the mantle. Ho looks good on my CV, doesn't it? Well, the chair off the deep part off these off these meetings and I changed the way in which we organize them. They used to run for a good 2 2.5 hours, and then maybe we'll have a beer and go home or whatever. It waas and life was good. But I got these meetings down to run much more along the way that I've just described on the meeting for a lot shorter. So then, of course, we had time in the evening, Teoh, maybe going get a curry whatever. So we were able to get the job done on. Then do the networking, integration and helping support ideas how we could progress. The the regional branch meeting so changed the attitude through changing the behaviors. But then, as I've alluded to when people know what's required and they know what the preparation is, they can then feed through to the people. Have to be there, get the right people there. I was a head of department. I need to know what's going to be disgusted the meeting so I can talk to my staff. And I had five staff six simply May 5 staff and the doctor to say, Hey, cut, We're talking about this at the meeting. You've got a contribution. What's your view? How should we handle this? Any points you want to hear? Probable. Let me sort that out. Then people attended the meetings. It maybe, from my point of view that a more junior member of staff could attend the meeting on my behalf to report on the issues. I wasn't always shackled to the meeting room off that time of the week. Every week I could get my deputy go in, represent me. She got some experience of those sorts of environments putting their point across, develop their skills on I've got a checklist, share with you about selection for the chair off the meeting. Who runs the meeting. Seven smart things to do on seven smart things. That somebody who's attending a meeting conduce and that will help solve some of those problems. So training people up not any by giving them the experience of it, but maybe. And why not use this clip here that we've talked about in terms of organizing planning meetings and agendas, and use that as a a C 20 minute session for all of those people running meetings so that people get more skilled at doing it? So hopefully that if you are able to demonstrate a professional way of running an effective meeting that does it promptly and gets the outputs achieved in the output of the meeting should be much more than the date of the next one. Then you can get the right people to attend, and they are trained up to do what is needed to be done. Let's turn to planning well, timing location very, very important. I think that if you tend to have meetings without a defined endpoint without each of the items chunked up in the amount of time you're going to spend so that we'll have a meeting at 10 o'clock on will carry on until we're finished. The heads of department in the company I was telling you about. We tend, have a bit of a button nod to each other, cause if we run it into about half past 12 2.5 hours trails, we tend to get a lunch with the boss Richard. Far better lunch that we might otherwise have had sandwich at the desk or whatever else might be going on. What about the location off it? I mentioned a chairman who had his meetings at 40 clock on a Friday. I do seriously think that we have a meeting with a defined amount of time. Towards the end of the day, let's get everything out, because by the time the end of the day has come, the post has gone. Whatever else is happening, provided it doesn't overrun late because I don't see that's very helpful, provided nothing that then that might actually be quite beneficial and do remember to, particularly for some sort of meetings, like informal discussions, me conversations and so forth. Then it's quite useful toe. Hold those somewhere else. No confidential information down your local Coster or Starbucks or whatever else, but sometimes they just getting two or three people off site for a short period of time. Depends on your location On 12 miles from eight miles from a coffee shop in my office is here just finding the right location meetings in the office meetings in the meeting room. Meetings in an informal area create a quite different ethos, so don't be afraid to ring the changes a few times. Then make sure that you've got the communications going on, and I don't mean just within the meeting, I mean beforehand. We talked about the timeline for minutes. Have a statute, as they will be prepared and circulated within 24 hours of the meeting. So 11 clock meeting one morning has got the minutes circulated within that period of time. 11 oclock the following working day communication. Tell people what's going on. Who is to do what and by when, must be very clear on I think meeting minutes that summarize everybody's conversation might be appropriate for statute, but absolutely not departments. As I said before communication, if someone's gonna point to make, please, could they make it themselves? Take their time type? It circulated. Everybody's happy. Don't want other people taking up those time of other people. I'd like it minute it. That and that will really give me a very serious tick. Predication also means that we have communication before the meeting so that agenda items come out of the minute meetings. Not any other business, those sorts of things. Get those communications. Who's going to be there, what the issues are, what the output. So what the timing is on planning is good and you've got those outcomes. Remember, I can't emphasize that enough. I won't attend a meeting that doesn't tell me what we're supposed to be doing while attending their. They want me to tend not a problem. Just tell me what the outputs and then look very carefully at the process. A good chair can control to allow people to contribute to the decision making contribute to the outcomes that are being achieved but not just spend their time talking around the same subject. I've been to plenty of committee within the village talking about the summer fate. Where for Kitchen ocular wasn't running it 90 minutes. People were expressing that their own view of the same particular issue. Unbelievably so. Look at the control. Keep two times. Keep the agenda keep to the effectiveness of the outputs. The action from a meeting has got to be very clear. Who does what by when, And that's it. If you haven't got that of what's to be done and by when, then you're not getting a handle on the process on. Remember those updates? I would seriously encourage you to produce minutes promptly and then have those minutes updated 48 hours, whatever before the next group getting together. So much of the process of the last meeting can be covered before people sit around a table and then sit around a table, get the work done, get those sort of things sorted out, and life is a lot better. So ah, lot to think about their Here's my five golden rules. If you will a handful off them. Make sure that your planning, what's the output? What's the objective? What do you want to achieve fundamental 1st 1 Secondly, what's to be discussed? What outcomes and to be expected, people know what to prepare, what to bring on so forth. Then 3rd 1 would be preparation. Logical sequence, priorities timescales. Okay, Any other business? Not on my watch. Sorry. Matters arising. Not on my watch. Then the other two golden rules the controls. People have to be kept the point off the meeting on to stop discussions between two people. The other side of the table. It's no good behaviors because weren there chatting there, holding up all the others. Fee earners on the meter is running on your meeting. Don't forget. So record the decision. Who does what By Wen and life is good so that for May will be in my handful of golden rules. Okay, your supervisor, well, that's may help you, but if you are as a supervisor attending a more senior meeting is that somebody else has pulled together with your peers or more senior colleagues. Then some things to think about as an attendee checklist. And by all means, use this for your own attendees. So they attend your meetings, you chair on a better prepared, so it paraphrases what I've got in the workbook. I'm adding a little bit to it, a few thoughts and ideas that are useful hope. Do make sure that if you are attending a meeting, you know by politely asking the chair beforehand how best you can contribute. Don't bang on about your better way of running meetings when it's somebody else's meetings that won't carry any favors. So just give him a call 24 hours before and looking forward to meeting Colin. How would you like me to call? What do you need me to prepare beforehand? Type of scenario and out of courtesy to everyone else. Be on time and make sure that those things are happening if somebody else is chairing except that it is their meeting, and even if they don't run it the way that you would want it to, then just accept that's the way it is. But you have our opportunity outside off the meeting to explore better ways of working together. You have to accept that sometimes you think, well, I'm attending, but it didn't need to. Maybe I could have said somebody else in my situation. I could delegate it to a more junior person to attend. And as I mentioned, that attendance could be part of their learning development. Anyway, I wouldn't leave a meeting without being very clear what you need to do no or tell somebody else actions to take by when? For the next meetings. They must do that. You're checking understanding in that way. Do make sure that if you are attending a meeting you can you you do contribute constructively, not just sit there. Never Good good winds from your point of view. But do make sure that you say Well, okay, I think your idea would work better. If so, you're adding value. You could demonstrate ways of working on Be a positive team player in that respect is useful. I think my bottom line would be okay. I've done all that Now, Next time, what have I learned from that meeting? What can I bring to the meeting that follows? Lost to think about. A lot of people get together at meetings, and now I hope you find that they're going to be really valuable people bring onboard. People can work with you on, want you to work with them whether you're attending or the chair person on the whole things work a lot better. Do you remember? The only point of having a team is that the team is more effective than the sum of its component parts. And if that's what you're achieving, then I'm very content. We've been able to share some thoughts with you that improve things from your point of view. So this program come. Remember what? We've looked at a whole variety of different issues with Part one, Part two. We've been exploring a whole variety of things in the syllabus. This one has been able to cover quite a lot off those syllabus items. But remember the behaviors that you're going to take four because the purpose of any training courses to change behaviors in the workplace. So what are we changing for you? What's your agenda going forward? Try and track some of those things. For example, are you taking responsibility to drive more effective management off people? Are you being resilient to work on these skills and ideas to make sure that you improve and the people around you improve? I know it's part of the Legal aid agency area, but nonetheless very important from all supervisors point of view. You must feel that you're taking responsibility on your determination, rubs off on others so that people following you in their careers continue to make the improvements so that everyone can share in that prosperity away. All are very much concerned with being very inclusive. Remember, I've said before a good idea. Doesn't mind who makes it. So I do want to make sure that I'm approachable so he can come to me with a good idea. Okay, there are no stupid questions. As far as I'm concerned, I might give a stupid answer. But it's quite different. There are no stupid questions. I won't be able to trust that. I'm gonna listen and explain on be courteous, be able to be inclusive in that way on. Of course, the world is changing. Legislation changes, everything changes. The whole world is changing around us and evermore so because we're all now publishes on technology. So we need to be flexible to the changing needs of the firm on behaviors. Being agile is important from your point of view, not just because you chop and change around, but because people could see that you are willing to take on new ideas creative, innovative and say Okay, well, this is the situation. Well, what can we do to make it better for us? External changes will happen. You weren't in control of them. Their external they happened. But how you deal with it is very, very important. Uh, the way you respond to a problem is important because you don't want to be part of a further problem. So positive view with that agility that comes about builds confidence in others on. Of course, this is your job is what you do in terms of work. So you are, as I mentioned, in terms of being inclusive, that you set a good example. It's your management by example. You manage meetings. Well, you don't waste your time. I don't want other people to waste their time. I'd like to waste my time on a beach. I'd like to waste my time walking in a forest. I do not want to waste my time sitting at my desk. Ok, open, honest. Working with integrity is what it's all about. So this program level three level five part one Part two is all about the degree to which you exhibit these behaviors, these aren't individual separate ones will do a bit of responsibility now. Then I'll do a bit of inclusiveness there. It's what you do all the time across all the areas, awful, the techniques, all the syllabus. That one is exploring this part off this program. So your personal action plan is really up to you as to what it's going to be on that is obviously down to you. So what are all those changes of behavior as I mentioned the behaviors that you need to exhibit at work. But I'd like you now to think about the program you've run through. What are you going to do now in order to make things better for you? And do remember that with part one and part two off this Level three program, there is a knowledge check. Use that as a very good way of exploring what you currently know or what you now need to improve on. Look for other resources in other areas. Use that workbook. I've put it together. Not just it makes me feel good, but it is there as a as a document 68 pages for you to explore, to look at other areas in bed. That knowledge. Check your knowledge with the knowledge check. Look at the skills in practice. Andi, ensure that you're building that career that you fully deserve, so you can reap the rewards that in turn, you will deserve. So that's it for part one. I do look forward to seeing you involved on part two. And, uh uh, we will explore Mawr Information Mawr areas as being afford your pace in your way. I'll be there for the journey. So just leaves me to say bye for now. We'll catch you in part two when you're ready. Bye bye.
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