Interpersonal Managing Skills(revised)

Interpersonal Managing Skills(IMS)

Why IMS important to you?YOUR ROLEJOB PERFORMANCERECOGNITION

Your Role

Whatever the specific nature of your job Your responsibilities may include

influencing the performance of others The interpersonal skills for influencing the

performance of others are the focus of IMS.

Job Performance

Ability Must be possible for people to do a good job

Motivation In addition to being able to perform well, a

performer must want to do what he or shoe should, ideally, be doing.

Job Performance

Ability Motivation

Recognition

Everyone needs recognition Recognition is the only indication of

achievement available to them

Recognition must be earned Routine friendliness and small talk

don’t satisfy a person’s ego and self-fulfillment needs

People must feel sincere recognition resulting from something they have done

Successful Managers

1344 managers at all level of a major company (M. Scott Myers) Bosses of Highly

motivated managers

Are easy to talk to even when under pressure

Try to see the merit in your ideas even when they conflict with theirs

Try to help people to reach out in new directions

Bosses of Poorly motivated managers

Can be talked to only at certain time

Because they are the boss, tend to assume their ideas are the best

Let the people figure out for themselves how company objectives apply to them

1344 managers at all level of a major company (M. Scott Myers) Bosses of Highly

motivated managers

Try to encourage people to reach out in new directions.

Try mainly to correct mistakes and see how they can be prevented in the future

Expect superior performance and give credit for it

Bosses of Poorly motivated managers

Think new directions are risky and discourage people from trying them

When something goes wrong, try mainly to find out who caused it.

Expect an adequate job, do not say much unless something goes wrong

1344 managers at all level of a major company (M. Scott Myers)

Bosses of Highly Motivated Managers

Take mistakes in stride as long as you learn from them

Have consistent, high expectations of subordinates

Bosses of Poorly Motivated Managers

Allow little room for mistakes, especially those that might embarrass them

Can have very changeable expectations of subordinates from day to day

Van Dersal’s Principles

People must always understand clearly what is expected of them.

People must have guidance in doing their work.

Good work should always be recognized.

Poor work deserves constructive criticism.

People should have opportunities to show that they can accept greater responsibilities.

People should be encouraged to improve themselves.

But what do I do?

Intent & Effect

This is not what I want!!!

Effect

Intent

GAP

This gap between intent and effect can affect both results and relationships

PRESSURES

PRESSURES

PRESS

URES

PRESSU

RES

PRESSU

RES

PRESSU

RES

PRESSURE

PRESSURES

“What can I do to get my people to

be more effective?”

The dilemma

The answer is….

Interpersonal Managing Skills(IMS)

Based on your experience,what are the

greatest barriersgreatest barriers to

consistent, effective consistent, effective on-the-job on-the-job

communicationcommunication

?

????..

Interpersonal Managing Skills

CreditingCrediting

BalancedBalancedFeedbackFeedback

ManagingManagingDifferencesDifferences

ClarifyingClarifyingAndAnd

ConfirmingConfirming

Discussion SkillsDiscussion Skills

Clarifying & Confirming

You may spend most of your time listening and question

But may hear only half of what is said

When you clarify and confirm, you can be sure you have listened and questioned effectively and made your best effort to hear all what is being said and why?

ASSUME VALUEASSUME VALUEIn what other people have to sayIn what other people have to say

The first step inEffective listening & responding

WHATWHATThe other person is sayingThe other person is saying

(the information, facts, Situations, opinions,

or beliefs the person is trying to describe or

Convey.)

Make sure that you understand

WHYWHYHe or she is saying He or she is saying

these thinsthese thins

(why those facts, opinion, beliefs, etc., are important;

The person’s intent in making them known)

USEUSE

Clarifying & Confirmingyou will make a decision or take action, based

on the information, opinion, or suggestion offered

HOWHOW

WHENWHEN

ororyour immediate impulse is to reject, ignore, or

disagree what you are hearing

Clarify by seekingAdditional informationAbout

•What has been said

And/or

•why

Confirming by stating your understanding of:

•What has been said

And

•why

Why are clarifying and confirming important to you? Boundary spanner Developer of initiative and innovators Problem solver Team builder Visionary Investor Information manager Influencer

Balance Feedback

Offer opinion or judgment

Giving feedback to change

Balanced Feedbackyou want someone to change his or her

Performance or suggestion

you have confirmed your understanding

•Specify the merit you want to see retained.

•Specify the concerns you want to see eliminated.

•Explore ideas for retaining merits and eliminating

WHENWHEN

HOWHOW

THENTHEN

andand

What’s the benefit of balanced feedback? Your continue groundwork for PA

You involve your subordinates in the change process

You create the tough but supportive environment

You avoid the wounded egos or lip-service co-operation

What’s the benefit of balanced feedback?

You build the collaborative climate that supports your interdependent relationships.

You close the gap between desired standards and actual performance without sacrificing commitment

Discussion Skills

They are linking behabours or techniques that enhance your use of all other skills and

Help you to establish clear, open, and mutually rewarding communication with other people.

Discussion Skills

•you open a discussion

•you close a discussion

•Begin with a general reference to the topic(s) to be discussed

•Summarize agreements and action steps.

•you invite a suggestion

•you make a suggestion

•you use/build on the ideas of others

•you need to be innovative or imaginative

•Give a reaction

•Invite a reaction

•Acknowledge the connection

•Temporarily alter restrictions

Opening & Closing Discussions

Exploring Ideas

WhenWhen HowHow

HowHowWhenWhen

Why are the discussion skills important to you? Opening a discussion

A specific reference to the topic will command and direct the listener’s attention

Why are the discussion skills important to you?

Closing a discussion

It’s critical to confirm agreements or actions so that all participants know what will happen next and what they are expected to do.

Why are the discussion skills important to you?

Exploring ideas

It’s the mutual exchange of ideas that increases the flow of information for solving problems and making decisions

It encourages creativity and innovation It creates open and participative climate

Managing Differences

People depend on each other’s work but have real and serious differences in priorities or opinions.

The potential for conflict is significant

Managing Differences

Define the Difference:•state what is important to you, and why•Clarify/confirm what is important to

the other person, and why

Define the Difference:•Explore idea to find mutually

acceptable solutions

Terminate the discussion:•Acknowledge the other person’s right to differ•Explain what you have decided, and why.

you are willingand able to consideralternatives

WHENWHEN

HOWHOW

HOWHOW

HOWHOW

WHENWHENyou are willingand able to consideralternatives

oror

You are unable to reach a mutuallyacceptable decision

WHENWHEN you think a difference exists

Why use managing differences to resolve conflict?

Being sure you completely understand the other person’s point of view, by defining the difference, is simply good problem-solving practice.

It lessens the opportunities for the finger pointing and side-tracking during open discussion

You subordinates or colleagues need an opportunity to “save ace” if they are asked to accept a decision with which they don’t agree

Crediting

Researchers agree that outstanding managers use positive reinforcement to reward and influence their subordinates, colleagues, and superiors.

It is a powerful skill to use anytime you want to provide positive reinforcement.

Crediting

WhenWhenthe work of someone whose performance matters to you:•exceeds expectations•consistently meets expectations•meets expectations not usually met by that person

Give specific examples of performance.(what it was)

Mention personal qualities that contributed to performance.(what it took)

Mention resulting benefits to you, the department, an/or the organization

(what it means)

HOWHOW

What are The Benefits of Crediting?

Coaching

Crediting satisfies self-esteem needs and increases the likelihood that others will meet or exceed goals and expectations.


Performance improvement

The positive reinforcement that crediting provides is useful in situation where desired responses are not occurring frequently or appropriately.


Creating change

Crediting is invaluable in stimulating innovation.


Building alliances

Crediting is an honest way to respect your own integrity while giving your colleagues and superiors sincere recognition for their accomplishments.


Realising a strategic vision

By crediting other people for their achievements and efforts, you provide the information and recognition essential for continued strong performance and commitment.

Thematic Links to IMS

Productivity

How can IMS skills help you?

Clarifying and confirming Balanced feedback Discussion Skills Managing differences Crediting

Quality



Service



Profitability/ Cost Control



Leadership/ Influence



Innovation



Managing Change



Morale/ Motivation/ Employee Relations



Interpersonal Managing Skills

CreditingCrediting

BalancedBalancedFeedbackFeedback

ManagingManagingDifferencesDifferences

ClarifyingClarifyingAndAnd

ConfirmingConfirming

Discussion SkillsDiscussion Skills

Thank You.

Interpersonal Managing Skills(revised)

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