Now that Australia has had a change of government we may start to see a turnaround in business optimism across the country. Having traveled the country constantly over the past several years, I have noticed that there has certainly been a lot of negativity and in some cases a sense of despondency within many organisations – especially in human resources departments.
Targets keeping increased, staff numbers are constantly under review, and many employees feel under pressure to keep their jobs. So the question is, how can we not only survive, but thrive in today’s business climate? How can we be the sort of manager or employee that any organisation would want to fight to keep? How can we future proof our careers and enjoy ourselves at work? While there are probably hundreds of suggestions, let me share just a few ideas with you in this article.
Have a Positive, Proactive Attitude: I’m finding in my travels that more and more managers and employees have little or no time any more for team members who whinge, complain or see the glass as half full. Rather than tell you what can’t be done, or how difficult something years, people who are positive and proactive go about their work with a ‘can-do’ and ‘will-do’ attitude.
All of us like working around people and being with people who seem positive, upbeat and proactive. How many conversations and interactions do you have with your customers and colleagues that are positive and upbeat? I know its hard when there is a lot of pressure on to feel positive, but that’s the very reason why you need to be positive. The good news is that there are plenty of things that you can do to give yourself a shot in the arm with some increased positivity. This plenty of books and audio programs on the subject. This plenty of wonderful websites and blogs that promote positivity. I’ll include a few in this article. How would you rate your positivity over the past few weeks and months?
Be a Constant Learner: You may have heard me say more than once that in order to earn more you have to learn more. Regardless of your age, qualifications or skills, each one of us must commit ourselves to constantly be striving to learn more. By learning more we are not only adding value to our roles within our organisations, but we are also adding value to our team, our business and of course to our career.
Having an attitude of being a constant learner puts is way ahead of the majority of managers and employees who do little or nothing to increase their professional and personal skills (sadly). What was discussed at your last performance appraisal? What did your manager suggest that you formerly or in formally work on and develop over the coming year? Have you started yet? Don’t wait to have to attend a formal training session. You’ll find dozens of blogs, pod casts an even you Tube videos on any number of professional development subjects.
Let me ask you, do you love learning? When was the last time you visited your local library and borrowed a book or two on a professional development topic? Do you take time to subscribe to blogs and experts websites to learn the latest skills in your field? Are you a lifelong learner?
Find a Mentor: Do you have someone in your professional life who you can talk to about your career? Who do you know who perhaps a few years older and wiser who could mentor you? Whether you decide to find a formal mentor and have regular mentoring sessions, or have occasional catch ups with someone whose opinion you deeply value, all of us can benefit from the insights and experiences of a mentor.
Does your organisation encourage mentoring? Do you have more senior members of your organisation willing and able to mentor junior employees and managers? Does your organisation conduct coaching and mentoring training? After all, very few people have a natural mentoring or coaching skills.
Then there are always men and women outside of work who you could find to mentor you. Perhaps it’s a distant relative who has experienced success in his or her career. Maybe a friend you know from your local club. Sometimes working with a mentor outside of your organisation’s boundaries enables you to work with someone who has a different perspective than you.
If you feel a little bit embarrassed about approaching someone to mentor you, then why not think of a successful person who you admire and study their lives and mindset. For example, many people I meet during my management training programs tell me that Richard Branson is someone they admire an inspired by. Branson is written many books as well is having many books written about him by others. If you are inspired by Branson, then perhaps you could start to learn about his attitudes, mindset, philosophy and what he does that helps them to be successful.
What is expected of you? At the end of the day, it doesn’t matter how hard you work, what counts is did you do what your manager expected of you? When was the last time you had a conversation with your boss about his or her expectations of you? Do you know exactly what he or she thinks of you? Have you ever asked her to be candid enough to share her thoughts about how you can improve? Have you had a conversation recently about your progress? While this may seem hard for those managers in more senior roles, certainly anyone in a junior management or employee role should be encouraged to have regular conversations with their manager regarding meeting his or her expectations.
Seriously, why guess? It’s better to know what you’re boss wants you to focus on and achieve versus what you think they want you to achieve. If you haven’t had a heartfelt conversation with them recently, perhaps it’s time you suggest you both go for coffee and discuss what they believe you’re doing well, and how they think you might be able to improve.
Rather than this being seen as a witness, most senior managers would view this as a sign of strength and courage – for any manager or employee to want to learn about how they can improve the performance.
Form Good Habits: The famous Greek philosopher, Aristotle, said “We are what we repeatedly do”. If there was ever a time we need a good habits, now is the time! Perhaps it’s a good opportunity to examine your current skill set. What are you doing that is working well for you? What are you doing that you need to improve upon? If you’re reading this and you are in a management role, ask yourself if your habits are worth copying. What if everyone in your team behaved just like you? What habits do you possess that inspire those around you? What habits do you have that perhaps (albeit unwittingly) demotivate others?
There is a wonderful saying that I think about often; first we make our habits and then our habits make us!
Anyone who has an interest in following competitive sport must have heard of Sir Alex Ferguson from Manchester United. Ferguson has gone down in history as one of the greatest coaches and leaders in not only the football, but in the sporting world in general.
A recent article provides an interesting expose a on what makes Ferguson such a great leader. You can read the article here: http://www.live-news.com.au/news/former-manchester-united-manager-sir-alex-ferguson-s-8-success-tips-1166890.html
No longer does a ‘one size fits’ all leadership model really work. We can’t treat everyone the same and expect that everything will just “work out” somehow. Managers and leaders must have a framework with which to manage their workers in a way that honours everyone’s unique and specific position on the job.
Empowered leadership is the way to do just that. Empowered leadership shares the power between management and the workers, thus empowering both groups.
Conventional wisdom tells us that when those in power relinquish some of their power by sharing it or giving it to their employees, they, in turn would lose something when in actuality, they gain.
Think about it. When people rule with an iron fist, they generally instill fear in those who work for them. Do you do your best work when you are afraid? I don’t know about you but I will attempt to comply because I want to avoid negative consequences but it certainly won’t be my best work. The absolute best a manager can hope for with coercion is compliance. If compliance is enough, then coercion might work.
When leaders and managers seek to empower their workers, they will gain their loyalty. Workers want to give their supervisor their best when they are listened to and respected. Without fear, their minds can be creative and innovative.
When managers are willing to accommodate for special requests and these requests don’t interfere with product or service delivery, then their employees will be sure to give back their best in return. Giving away power not only increases a manager’s power but also increases their likeability.
Now, I am not talking about being a total pushover and only advocating for what employees want. As a manager, you have a two-fold job — you are to represent your employees desires, opinions and suggestions to management while at the same time communicating management’s issues, concerns and expectations to your employees. This is not an easy line to walk.
As a manager, you must hold the bar high. Expect great things from each and every one of your workers. If you only expect mediocrity, mediocrity is exactly what you will get. Set the standards high and lead by example. If your workers see you giving it your all, it will be difficult for them to perform below standard.
When you focus on production only and forget the human capital, you will end up with resentful, resistant, angry workers. On the other hand, when you only focus on the people end and allow production goals to be compromised; you will have workers who do everything they can to take advantage and to get out of doing their work. After all, if you the manager don’t value production, why should they?
Somewhere in the middle, when you are walking that very fine line between relationships and production goals, you are practicing empowered leadership and that’s where you will get the most from your employees. It is up to you as a manager to attempt to find this line as to make both manager and employee feeling well done by.
Who would forget the ever-famous line of Peter Parker’s grandfather in the movie SPIDERMAN; “With great power comes great responsibility.” In the movie, Peter Parker goes on to make sure that he is responsible in using his unique powers for the good of the people and community around him.
I believe that being a manager and leader in some ways is similar to being a superhero. You may not have super powers like Spiderman, but you have the authority to lead other people towards success. This is so much greater and stronger since it is a power that can be used by real people.
Hence, being a successful leader requires a great sense of responsibility, the second quality a successful leader should attain. During the 7 Pillars of Management, 2-day management training program and seminar that we deliver to companies across Australia, we share we with the managers attending, that in order to become an even more successful manager and leader, you MUST be responsible for what happens within your team and the results your team produces.
I believe that the power to lead your people towards a vision comes with responsibilities like making sure they are heading in the right direction, being aware of each and everyone’s tasks and responsibilities, and being able to help your team get back on the right track when they get distracted.
Who said it is easy to be a leader? Well, it is not…It comes with great responsibilities. And, true leaders are willing to accept them all.
There are instances where sometimes it makes us feel better to blame somebody or something else when something goes wrong. However, this is not something should not be practiced, especially by a good leader!
An effective leader always takes full responsibility for their team and their work. As much as you are responsible for your team’s success, youshould also be responsible for any failure. Remember, you represent the whole team, so whatever happens to it, you are the one who is ultimately responsible.
Just a super hero would never blame someone else for his mistakes, making excuses and blaming something or someone else for failed jobs is not a quality of a good leader. What you should do instead, is to accept the fact that something went wrong, even if it is not you fault. It is normal for mistakes and problems to occur in any team or workplace. In fact, mistakes should always be seen as opportunities to learn something better. As a leader, you must ensure that your team members learn from these mistakes and work on ways together to make sure that these errors will not be repeated again.
You may not have full control over other people, and are not expected to have full control over their actions, but you have full control of your own reactions with problems do occur. Knowing what to do with unexpected and unpredictable situations will make you a responsible leader, hence giving you real leadership power.
Leadership can be a very challenging task. One way that it is challenging is that as leaders we don’t always get to choose who is on our team. In fact very often a leader inherits a team, of which most of the members have been there far longer than the leader and may even know more about the work than the leader does.
Whatever the situation, one of the responsibilities of a leader is to motivate his or her team to all work together towards the common goals that the team has been brought together to achieve. Of course can be a daunting challenge, even for the most competent leader. So often a team is comprised of very diverse members, each with their own strengths, weaknesses, and working styles. . I’ve also discovered that team dynamics can be complicated by internal disagreements and personal conflicts. The leader, not only has work with this group of people, but also needs to achieve the results expected by their superiors. This is something that we focus on across the two days of our flagship management training program – The Seven Pillars of Management. The past 10 years, this program has been at the forefront of helping Australia and organisations develop the skills, talents and work smarts of their people. It is only two days duration, but covers off seven of the most important aspects of being an effective manager and leader in you strain workplace.
In Pillar number four we help managers attending this Management development, training program (which we conduct in Melbourne, Sydney, Brisbane and across Australia) to understand more about emotional intelligence. Part of emotional intelligence is understanding yourself as well as those in your team. If you are ever going to get the best out of your people, then you need to understand them. In my opinion, anyone in a leadership role can greatly benefit by being able to identify the types of personality characteristics of each of your individual team members. By understanding their basic personality types,you can use the individual strengths of members for the good of the team, as well as assign tasks that individual team member’s naturally excel in. You can also learn to communicate in a way that is motivating to each individual member of your team, by taking into account his or her needs, values and working preferences compared to the other team members.
Many emotionally unintelligent managers make the fatal mistake of thinking that everyone thinks the same way as everyone else. Even worse, is the emotionally unintelligent manager who expects everyone to behave the way he or she does. For example, a manager who is very direct and task oriented may have an unrealistic expectation that everyone in his team must behave the same way. This of course is very unlikely, simply because we are all so different. A manager is setting himself up to fail if he is going to expect everyone to behave and act the way he does.
In my opinion, a good leader will see the greatest results by working and utilising the strengths and working styles of each of the people in his or her team. By correctly positioning each individual member’s strengths and compensating for weaknesses, and emotionally intelligent manager can bring the team into a productive balance and perfectharmony.
A brief overview of the different values and working styles of the four main personality types demonstrates the importance of this knowledge being part of the successful leadership toolbox. During the seven pillars of management, we look at personality styles. The four types of personality will be described using the descriptions of the Commander, the Expressive, the Analyst and the Relator
The strong Commander employee takes work and responsibility very seriously. Commander personalities want to contribute, be part of the team, and to be successful and productive. They respond well to recognition, rewards and incentives. However Commander team members need well defined responsibilities and structure, firm expectations and timelines as well as being reassured from authority that they are on the right track.
The strong Relator personality needs an open, social atmosphere to be able work well. Relationships are very important for them, and they need the freedom to be able to nurture relationships with coworkers, customers and employers. conflict and intense competition are painful for a strong Blue, but they will thrive in a positive, creative, service orientated atmosphere.
A strong Analyst personality is more noted for expertise rather than people skills. They are excellent working with facts, data, research and analytical projects.
Analysts shine in their ability for designing, understanding complex systems and strategy. Facts are of utmost importance for the Analyst, but they have a weakness for routine follow through and are somewhat insensitive in social interactions.
Expressive team members are noticeable by their energy, skill and creativity. A key factor for an Expressive is the freedom to be able to use their skills and abilities. If there is too much structure, or their boss is very authoritarian, the Expressive personality feels blocked and does not function well. Expressive personalities like people and work well in a spirit of teamwork, competition and camaraderie. They are action orientated, though and become impatient with prolonged talking and detailed administrative tasks.
By knowing the individual personality styles of each of his or her team members, a manager can use this knowledge to blend the team members into a unified, well coordinated picture poised for success. We take a significant matter of time in the seven pillars of management training program to help the participants understand both their own behavioural style as well is that of others in their team and their organisation. Time or space to is not permit me to write more here, suffice to say that by facilitating each team member to function in their areas of natural strength and motivating them by communicating in a way that inspires harmony and team work, the emotional intelligent manager s well on the way to achieving extraordinary results.
Let’s face it, for many employees sometimes, even the most interesting job can seem boring. While we all go through peaks and troughs in our career, it’s important as a manager to keep your people interested and stimulated in their work.
Here are four quick and easy ways you can keep your people engaged and interested in what they do within your team:
1. Help them understand the big picture.
Everybody needs to connect to where your team is heading this year, otherwise your people will feel like turning up every day and doing “stuff” is simply going to feel like going through the motions.
Your people need to understand where your department is heading this year; it’s mission, objectives,
and how the accomplishment of these targets will help your clients and your organisation.
2. For ongoing coaching and training
Professional development should never be seen as an impost or a problem.
Find out what courses are being offered via your human resources Department and encourage each of your people to attend training. Match the training to your people’s professional development plan (PDP) and of course, take an active interest in their training.
For example, after they have come back from a training course, sit down with them and go through the training manual together. Ask them what they learnt. What can they apply from the training directly to their role? What didn’t they like?
It’s really critical that you are not a passive manager when it comes to the ongoing development of your people.
In addition to external training, develop a coaching program that you run for each of your team members. If you know nothing about one-on-one coaching, then this is something for you to learn how to develop.
3. Discuss career options
While there will always be team members who have no interest in climbing the corporate ladder, there will be many others who have an interest in taking on more responsibilities, or becoming a manager themselves. It’s important for everyone in your team to feel like their job is not a dead end.
If your organisation does offer career opportunities, and you have certain team members who wants to develop their careers, show them the past that they need to take and encourage them in their career growth.
With large quantity of changes occurring within most organisations in Australia, it is important to have all your managers and associates comprehend that there is the need for change and the desire for change to develop. As the famous saying implies; “change is inevitable – but growth is optional”.
Average employee performance and behaviour is not always an outcome of having “average employees”. Usually it comes from an absence of awareness of the sources of performance and the methods for developing great performance.
Would you like to have your managers and employees become better at managing those that are underperforming? Did you know that we can bring this training seminar to your organisation as a customised managing employee underperformance training seminar and professional development program in Melbourne, Sydney, Brisbane, Canberra, Adelaide and throughout Australia. Each of our managing employee underperformance programs is customised to your specific managing employee underperformance skills needs of your people.
During the training, your people will learn the following:
For your team to perform at its best, four essential requirements must be present in each individual;
1. An awareness of what action and outcomes establish desired performance.
2. The ability to perform
3. The resources needed to get it done
4. The motivation to make the effort!
- Cope with people who do not want to change
- Knowing the reasons for the outward appearance of performance or behavioral problems.
- Developing specific and assessable strategies to enhance your employee’s performance.
- Discovering differences in personalities and how to manage conflicts with social relationships and learning to cope with age and cultural differences.
During the one-day Managing Performance Attitudes and Behaviour© program, participants will learn the practical solutions for turning average or under-desirable performances from employees into a motivated and engaged team committed to providing successful results from set goals and objectives.
Getting the desired results from your group objective depends heavily on the motivation of each team member and their ability to maintain high workplace standards with enthusiasm.
Managing Performance Attitudes and Behaviour© provides you with ingenious strategies for getting employees to deliver successful results expected from them. Also, this will put a long-lasting end to average work and underperformance. Using the established and easy to apply tools taught in this seminar you will learn to use reasonable, legal and assertive techniques for managers and supervisors, to take their team members to amazing levels of performance.
Managing Performance Attitudes and Behaviour© will also provide specific knowledge, techniques and specialist skills you will need to communicate well, develop better relationships in the workplace, ask better questions, active listening, resolving social conflicts and seek keen assistance from members of the team who are experiencing performance issues.Also, this very practical and hands-on program will provide to participants a range of tools and systems to help them implement everything they have learnt.
To speak to a Success Institute consultant and to learn how this managing employee underperformance training can be customised for your organisation and delivered in-house to any Australian city or regional area, please contact us today to learn more.
Managers, supervisors and team leaders are the foundation of any organisation. Providing your colleagues with the right management training and support is vital in assisting them and their people to accomplish the crucial goals expected of them.
Solving problems, making decisions and disclosing information can be effectively done in meetings, or it could be a pointless waste of time. The difference between productive and unproductive meetings is how they are conducted and how everyone is provided with a chance to participate.
Would you like to have your managers and employees become better at managing their staff? Did you know that we can bring this training seminar to your organisation as a customised management training seminar and professional development program in Melbourne, Sydney, Brisbane, Canberra, Adelaide and throughout Australia. Each of our management training programs is customised to your specific management training skills needs of your people.
During the training, your people will learn the following:
- How to set an agenda that is read and achieves results.
- Best methods of starting a meeting and ensuring it is run it on time.
- Skills and methods of documenting, agreements, assignments and events
- How to operate problem solving, brainstorming, strategic and other types of meetings.
Knowing from experience, we believe it is not always easy to run an effective meeting. For a meeting to be thought as being useful and time productive, there needs to be a balance of flexibility, negotiation, attention and a good agenda..
Ask yourself, how many meetings in your organisation recently start or finish late? Do these meeting not have any agenda or are not managed well? In reflecting on this, when was the last time any of your management team agreed to the effectiveness or the cost of holding a meeting?
According to a recent survey of managers and supervisors, the consistent amount of time wasted in most meetings, depending on the type, ranged between 20 to 70 per cent!
This is why the half-day Managing Meetings© seminar is a very important program for any organisation that conducts a large amount of meetings.
Participants throughout the Managing Meetings© seminar, will learn how to write a dynamic, issue driven agenda that develops discussions and promotes active involvement from all participants. They will apply useful techniques to get meeting attendees fully engaged and motivated to contribute and provide worthwhile input.
Additionally, participants will learn how to prioritise an agenda and keep any type of meeting at a comfortable tempo. They will use skills in summarizing notes to ensure the meeting is conducted efficiently and will produce clear conclusions. Overall, they will obtain new meeting skills to cope with difficult topics, concerns or challenging people who often attend meetings.
To speak to a Success Institute consultant and to learn how this management training can be customised for your organisation and delivered in-house to any Australian city or regional area, please contact us today to learn more.
In the past decade the seven pillars of management has been renowned by many to be the best two day management and leadership development program in Australia. If you find that developing the skills of your managers is critical, then we insist that you take a few moments to read through the content of this excellent Australian management and leadership training program.
You will find out how to become one of the most successful managers in your organisation.
Quite a few years ago we conducted a rigorous research project to find that management competencies are fundamental in being a successful manager within the Australian workplace.
Our researches have shown seven core competencies that are frequent then manages make outstanding things to take place within their team or organisation. These competencies are known as The 7 Pillars of Management©
This Australian-developed 2-day management programs use a strength-based method for developing managers through an interactive, engaging and practical learning experience.
All managers will discover how to develop a clear understanding of their own capabilities as well as how to use a strong set of assessments, tools, systems and processes to build an actionable management plan. This is designed to enhance their strengths and assist them to become a spectacular manager and leader!
Pillar #1: – Managing Expectations.
An important quality of all managers is recognizing the expectations that are placed upon them by their managers and organisations. Applying a critical perspective to their organisation and their role, will help managers be more effective in defining their purpose and expectations in the workplace.
Would you like to have your managers and employees become better at leading your staff? Did you know that we can bring this training seminar to your organisation as a customised leadership training seminar and professional development program in Melbourne, Sydney, Brisbane, Canberra, Adelaide and throughout Australia. Each of our leadership training programs is customised to your specific leadership skills needs of your people.
During the training, your people will learn the following:
- Classifying the expectations of today’s managers, Case Study: Management versus Leadership.
- Technical, human and abstract skills. Which skills deliver promotion, opportunities and recognition? Which ones end in more difficult work?
- The effective manager. A self-assessment of the essential 24 characteristics, skills and attributes of all extremely successful managers in Australia
Pillar #2: – Managing Operations.
The most important single skill of all managers is to guarantee that their efforts and ambition are committed towards the achievement of their annual KRA’s (Key Result Areas). During this session, participants will be given examples of how to recognise, to distinctly break down and set out their management objectives
- Find out why you are on the payroll. As a manager what are you employed to achieve?
- Distinguishing your 4 KRA’s and how to dedicate more of your time on the strategy and aspirations of your team.
- Applying a balanced scorecard model to change objectives into realistic and measurable objectives.
- How to apply clear vision, direction and attainable goals for your team.
Pillar #3: – Managing Yourself (GETTING THINGS DONE).
It is impossible to manage an effective team for a manager and to reach their goals if they are not well organised. This pillar shows the importance of personal productivity, time management and daily organisation skills.
- Strategic personal preparation. How to begin the day with better precision and concentration.
- Listing the biggest time wasters and obstacles for the modern busy manager.
- How to operate the famous “Triage” prioritization system to distribute important and urgent tasks better.
- Proven methods to obtain up to an hour of time per day, every day in any organisation!
Pillar #4: – Managing E.Q. (EMOTIONAL INTELLIGENCE).
Once it was believed that intelligence was the best gauge of success. Emotional Intelligence have delivered many people the actual fact that EQ (emotional quotient) holds the key to personal well-being and leadership success.
- Why having a high EQ is important to the accomplishment as a manager.
- Measuring EQ. Why are many managers more emotionally intelligent and what can you do to increase your level of emotional intelligence?
- Improve your emotional intelligence and your ability to essentially perceive, communicate, comprehend and manage your emotions in the workplace.
- Applying your EQ with your team, customers and manager. Find out how to become more successful by realising how to get the best out of yourself and others.
PILLAR #5: – MANAGING YOUR TEAM.
A manager’s biggest and the most difficult role is people management. Learn which leadership methods are the most effective in getting the best out of your team.
- What management style are you? Is your management style currently appropriate for your team?
- Highlighting the common drawbacks of managing team performance and productivity.
- What actually motivates your team? When to train, mentor and counsel.
- Get the best out of your team and develop their personal and team performance to gain outstanding results
PILLAR #6: – MANAGING INFORMATION & DELEGATION.
Being able to obtain greater control of information and delegation will reveal powerful new systems for managing E-mail, documentation and delegation skills and techniques.
- How to coordinate your work area to ensure you are always in control at work
- An easy test to identify your key information requirements.
- Highly effective solutions for managing electronic and other types of information
- Successful delegation. How to commit less time working “in your team” and more time working “on your team”. Discover the proven 4 step delegation method.
PILLAR #7: – MANAGING WORK AND LIFE BALANCE.
The balancing act of work-life is getting harder, which is a major concern for many Australian managers. Discover how it is possible to have a career filled with success and still have a satisfying personal life during this final pillar.
- Do you experience a work-life balance? Are you actually out of balance? Find out if you are.
- Find out how this balance tool the “Wheel of life” helps you get your life in perspective.
- Enjoy increased meaning and purpose with an assortment of “instant life-balance” tools.
- BONUS. Your own individual SWOT. Producing a plan for securing your career in the future.
HOW YOU’LL BENEFIT FROM THE 7 PILLARS©.
- Get a broader understanding of the responsibilities and roles of a successful manager and inspiration in your organisation.
- How to advance your communication and how to arrange realistic expectations for your team to abide by.
- Discover how to adapt your leadership style to connect with the needs to each of your team members.
To speak to a Success Institute consultant and to learn how this leadership training can be customised for your organisation and delivered in-house to any Australian city or regional area, please contact us today to learn more.
With a large quantity of change occurring in every organisation in Australia, it is important to have all your managers and associates comprehend that there is the need for change and the desire for change to develop. As the famous saying implies; “change is inevitable – but growth is optional”.
One of the obstructions of senior managers is finding that their middle management, supervisors and team leaders are handling too much work for themselves and not delegating it enough. Instead of having middle managers spend time working on strategic issues each week, these managers who are overworked, usually find that they are spending too much time on “stuff”.
Would you like to have your managers and employees become better at delegating tasks? Did you know that we can bring this training seminar to your organisation as delegation skills for managers seminar and professional development program in Melbourne, Sydney, Brisbane, Canberra, Adelaide and throughout Australia. Each of our delegation skills for managers programs is customized to your specific delegation skills for managers’ needs of your people.
During the training, your people will learn the following:
- Find out why most managers find delegating hard.
- How to develop a succession plan using delegation as a foundation.
- Using a behavioral assessment to find out their delegation style.
- Ways to delegate so that your directions are performed exactly to what you want.
When a manager is unable to delegate, they will spend too much time working in their team, rather than working on their team. The manager soon discovers that they do not have enough time to get everything done and well as an absence of succession planning happening with their teams.
In principle, delegation is something that all managers should be able to perform. In practice, most managers find this hard due to a variety of reasons or excuses. With some managers letting go of the daily tasks is something they find hard to do away with.
In the Delegation Skills for Managers one-day program it will teach all managers, supervisors and team leaders within the organisation, why they need to delegate more and also how, without formal training, to do it better with great outcomes. Using an established delegation process and behavioral assessments, your people will discover how to delegate with outstanding results.
To speak to a Success Institute consultant and to learn how this delegation skills for managers training can be customized for your organisation and delivered in-house to any Australian city or regional area, please contact us today to learn more.