Michael Jeavons ©

Develop your Skill Base◦ Understanding the Management Role

◦ People Management

◦ Managing Priorities

◦ Delegation

Motivation, Inspiration, Communication◦ What is the Difference?

Management Tools◦ Site Vision - A Management Foundation

Develop your Skill Base◦ People Management – The Step Up

Individual Contribution

Social Interactions & Behaviours

Personal Responsibilities

• You are responsible for the

team’s performance & their

achievements

• Single Tasks vs. Collective

Goals

• Task Assignment

• Problem Resolution (Between Customers & the business)

• Setting Example

• Role Modelling

• Responsibility Distance

• Problem Resolution (Between Employees)

• Taking Responsibility for

both achievement & failure

• Being Visible

• Knowing your team better

• Understand strengths,

identify areas for

improvement

• Coaching & Development

• Mentoring

MANAGING YOUR PEERS

Develop your Skill Base◦ Managing Priorities

Requiring our immediate attention

Having relevant and crucial value

URGENT

IMPORTANT

ESTABLISHING PRIORITY

Develop your Skill Base◦ Managing Priorities

Urgent

Important

Not Urgent

Important

Urgent

Not

Important

Not Urgent

Not

Important

URGENCY

IMPO

RT

AN

CE

THE

EISENHOWER

DECISION

MATRIX

Develop your Skill Base◦ Managing Priorities

THE EISENHOWER DECISION MATRIX

• Scrolling through Facebook, Twitter or

Instagram

• Playing Candy Crush Saga

• Seeing how many poppies you can fit

in your hair

• Phone calls

• Text messages

• Most emails (some emails could be urgent

and important)

• Weekly & Long Term Events Planning

• Administration

• Personal or Team Development

• Paper Work Deadlines

• Cellar Cooler Break Down

• Preparing an area on the day of an eventUrgent

ImportantNot Urgent Important

Not Urgent Not

Important

UrgentNot

Important

Motivation, Inspiration, Communication◦ What is the Difference?

MOTIVATION

• The willingness to complete any action

INSPIRATION

• A stimulation of the intellect and/or emotions in order to

influence action

COMMUNICATION

• The activity of conveying information to another

person(s)

CHALLENGE

RECOGNITION

GOAL ACHIEVEMENT

AUTONOMY

RESPONSIBILITY

INVOLVEMENT

SHARE

SETTING OF GOALS

DO IT WITH PRIDE

ENCOURAGEMENT

FORMAL INFORMAL

CLEAR

REGULAR

DISTILLS THE COMPLEX

USES MULTIPLE FORMS

1. Introduction

2. Communication

3. Leadership

4. Human Resources

5. Contrived Events

Michael Jeavons ©

Information Cascade◦ Why does it happen?

• Human nature - we are designed to connect & we do not want to feel isolated

• We seek out what others are doing because we want to belong

• We often start doing what others are doing without asking why

◦ When does it happen?

• When we are placed in an unfamiliar situation or given a new task

• When the instructions we are given are unclear or we do not understand them

• When we are given little/no initial supervision, coaching or direction

◦ What is the result?

• Mistakes are made & repeated – No lessons are learned

• Bad habits develop, remain & are passed on – Both down & up the chain

• Frustration sets in – for both team members & management

Michael Jeavons ©

Information Cascade◦ Make an Information Cascade Work for You (Everyday Environment)

Be

Present

Observe

Intervene

Coach

Delegate

Give

Praise

Your task is to be observed by others –

• set the pace

• role model

• demonstrate the standard

Watch & Listen –

• who is setting direction or assigning tasks

• who is asking questions & who is

answering them

• are team members being active or

reactive

Positive Reinforcement –

• You will remember better if you

are made to feel like you are

making a difference

• Don’t think of it as right or wrong

but constant improvement

Give Responsibility –

• good role modelling can happen

even if you are not there

• most will take an little

responsibility positively

• enhance understanding

Ask Open Questions –

why are you doing it that way?

Resist the Urge to Take Over –

This will always be seen as a negative

Be Patient & Seize the Next Opportunity –

Is now a good time?

Demonstrate, Explain, Allow –

• visual

• auditory – explain the reasons for doing this way

• kinesthetic

Michael Jeavons ©

Built to Lead or Born to Lead◦ Leadership Facts or Fictions

Its lonely

at the top

Stubborn,

know-all people

are the

toughest to lead

Leaders

are born

not made

You need to be

in a leadership

position in

order to lead

A leader asks

for nothing

Accepts

that it is

never easy

Always acts

as if they are

in total control

Michael Jeavons ©

Leaders are

constrained by

their

psychological

limits

Fact

FictionFiction

Fiction

Fiction

Fiction

Fact

Fact

Built to Lead or Born to Lead◦ Leadership Mandates

Michael Jeavons ©

What is Leadership?

20%

MechanicsTechnical Skill

ProcessesStructure

Support Systems

80%

PsychologyPeople SkillsPersistence

IntegrityCourageCharismaAttitude