How is management different from leadership?

Essays, articles and books float across the literary landscape addressing these very two topics. Many contemporary authors feel they are very different, while others argue that they are different sides, but of the same coin, while even more state that they are so fused together they can’t be separated. Regardless of perspectives, management is focused on tasks and objectives, the hard side of administering to duties and responsibilities. The best of leaders are able to manage well, and the best of managers lead effectively. Yet, there are specific skills one needs to understand and develop in order to be successful at effectively and efficiently completing administrative responsibilities in the workplace.

What does the program look like?

Objective:

To give participants a foundational understanding of the fundaments of effective management, including theory and application, including subjects covering VAK learning styles, interviewing guidelines, clarifying performance expectations, determinants of performance (skill level, effort level, and external conditions), performance evaluations, corrective actions, being a coach—not a critic, firing without fear, the importance of documentation, and motivation.

Course Outline:

1. VAK Learning Styles: 1 hour — This section introduces the participants to the VAK learning theories (Visual, Auditory, and Kinesthetic) and how to adapt management practices to fit the needs of employees.  Includes  multiple choice and other “testing” methods using examples found in the workplace and a basic test to determine the participant’s own learning style.
2. Interviewing Guidelines: 1 hour — Skills and pointers are given here to help managers make the right decision is hiring new employees, those who are most naturally aligned with the company’s vision and mission.  Hiring the right person is critical to a manager’s success.  Material also includes recruiting and application reviewing techniques, asking “problem” questions, and covers what a manager should and should not ask during the interview.  Includes worksheets and fill in the blank exercises, as well as role plays of interviews, self and group evaluation and discussion.
3. Clarifying Performance Expectations: 1 hour — This material focuses on the need for managers to identify and clarify (for themselves and their employees) specific performance expectations.  On then can progress be charted or corrective action taken.  Include worksheets, situational examples and responses taken from the workplace, and group activities to instill this critical element of effective management.
4. The Three Determinants of Performance: 1 hour —  This section covers the three elements or conditions that determine performance level, including Skill Level, Effort Level, and External Conditions, each of which play a significant role and must be understood by the effective manager.   Includes examination of situational examples, role plays, and group exercises to test the manager’s understanding and application of this topic.
5. Performance Evaluations: 1 hour — Techniques are shared for preparing for and conducting effective and meaningful performance evaluations, with emphasis put on those evaluations that need to affect behavior or performance change in the employee.  Involves role plays and practice in preparing for and conducting performance evaluations, including some group discussion and evaluation.
6. Corrective Action: 1 hour — There are few jobs more difficult to managers than applying corrective action to employees, but as difficult as this is it is absolutely necessary for the viability of the business and the role of manager.  Focuses on practice and role play scenarios to build the courage and skill level of managers to effectively and decisively take necessary corrective action on employees.
7. Be a Coach, Not a Critic: 1 hour — Emphasizes the need for good managers to see themselves more like coaches and less like critics of employees’ work performance, illustrating that the goal of any manager is to create and maintain efficient employees.   Includes compare and contrast exercises and evaluation of situational examples in the workplace to help managers increase their abilities to act as a coach to improve performance and facilitate changed behavior.
8. Firing without Fear: 1 hour — Covers the necessary steps and skills to enable the manager to terminate employees when it is necessary to do so.  Topics include documentation, preparation, and when to fire an employee.  Includes activities and worksheets to prepare and plan for termination, and then role plays to practice this necessary task, including self and group evaluation and discussion.
9. Motivation: 1 hour — This last section gives the manager a real understanding on how to effectively motivate employees to do their best, including theory and concrete motivating factors specific to the workplace to better improve employee performance.   Includes theory “matching” and extrapolation from situational examples, role plays on each of the three motivational theories to give a versatile skill set to managers