Managerial skills

WELCOME

WHAT IS THE DIFFERENCE BETWEEN “A MANAGER ” AND “A LEADER”?

A MANAGER PERFORMS ALL FUNCTIONS TO ACHIEVE GOALS, I.E., PLANNING,

ORGANIZING, STAFFING, DIRECTING, AND CONTROLLING.

MANAGER PROVIDES LEADERSHIP.

“ALL MANAGERS ARE LEADERS, BUT ALL LEADERS ARE NOT MANAGERS”

A LEADER INFLUENCES BEHAVIOR AND WORK OF OTHERS FOR ACHIEVEMENT OF

SPECIFIED GOALS.

WHO AMONGST YOU WANTS TO BE A CEO?

PASSAGE ONE

PASSAGE THREE

PASSAGE FIVE

PASSAGE TWO

PASSAGE FOUR

PASSAGE SIX

MANAGE SELF

MANAGE MANAGERS

BUSINESS MANAGERS

ENTERPRISE MANAGERS

GROUP MANAGER

FUNCTIONAL MANAGER

MANAGE OTHERS

DIRECTING,

• LEARN – PLANNING, SELECTING CANDIDATES, INDUCTING, MOTIVATING, GIVING FEEDBACK, COACHING,

CONTROLLING

• LEARN – PLANNING,SELECTING CANDIDATES,INDUCTING, DIRECTING,MOTIVATING, GIVING FEEDBACK, COACHING, CONTROLLING

• UNDERSTAND HOW WORK FLOWS• REMAIN HUMBLE, AVOID ARROGANCE• DEMONSTRATE PERSONAL INTEGRITY • AVOID UNILATERAL DECISIONS • BE WILLING TO CHANGE HABITS• HIGH RESULT VERSUS VALUES – VALUES ARE MORE

IMPORTANT • TAKE PRIDE IN PROMOTION OF YOUR DIRECT REPORTS • BE APPROACHABLE • GIVE LATITUDE

• FOCUS ON IMPORTANT MATTERS, NOT JUST URGENT ONES

• HAVE THE RIGHT PEOPLE• DELIVER –VE FEEDBACK PRIVATELY, FOCUS ON

BEHAVIOUR RATHER THAN CHARACTER OR INTELLIGENCE• MANAGE RELATIONASHIPS WITH “FRIENDS”, DO NOT LET

PERSONAL FRIENDSHIP INFLUENCE YOUR PROFFESIONAL DECISION MAKING

• REALIZE THAT PEOPLE ARE OPEN TO ADVISE AND SUGGESTIONS IN EARLY STAGE OF ASSIGNMENT

• EMOTIONAL FORTITUDE TO MAKE UNPLEASANT DECISIONS

• DEFINE AND DELIVER CAREER DEVELOPMENT OPPORTUNITIES

• MANAGE COSTS, CHECK IF ANY RESOURCE IS BEING WASTED?

• RELATIONSHIP BUILDING WITH SENIORS, OTHER MANAGERS, DEVELOP CONTACTS

• IT CAN TAKE SEVERAL MONTHS TO LEARN TO WORK AS A MANAGER

MANAGING MANAGERS

• SELECTING MANAGERS, DIFFERENTIATE BETWEEN HIGH TECHNICAL ACHIEVERS AND TRUE POTENTIAL LEADERS

• RETURN MANAGERS TO INDIVIDUAL CONTRIBUTION, IF NOT ABLE TO CHANGE BEHAVIOUR AND VALUES

• GIVE POWER TO TAKE DECISIONS AND HOLD RESPONSIBLE FOR DECISIONS

• DELEGATE BUT KEEP CONTROL ON RESULTS

MANAGING MANAGERS

DONT’S

• AVOID GIVING DIRECT ORDERS TO INDIVIDUAL WORKERS• DOING WORK YOURSELF

FUNCTIONAL MANAGER

• THINKING STRATEGICALLY• KNOW WHAT COMPETITORS ARE DOING AND STRATEGIZE

TO DO BETTER THAN COMPETITORS • LONG TERM VIEW• THINK LIKE A BUSINESS PERSON NOT AS A FUNCTIONARY • “SHOULD WE DO IT” NOT JUST “DOING IT BETTER”• IDENTIFY BROKEN OR NON-EXISTENT PROCESSES• KEEPING ABREAST WITH STATE-OF-THE-ART

• HOW DOES MY FUNCTION CONTRIBUTE TO OUR COMPETITIVE ADVANTAGE?

• HOW IS MONEY MADE IN THIS BUSINESS?

FUNCTIONAL MANAGER

BUSINESS MANAGER

• DEVELOP PROFIT PERSPECTIVE• INNOVATE • AUTONOMY WHICH IS LIBERATING• CLEAR LINK BETWEEN EFFORT & RESULT• BALANCE FUTURE GOALS AND PRESENT NEEDS• RESERVE TIME FOR REFLECTION AND ANALYSES • KEEP TIME FOR – STRATEGIC THINKING – MEETING CUSTOMERS

GROUP MANAGER

• 50% TIME COACHING, 25% STRATEGIZING • DON’T MEDDLE• SUCCESS OF BUSINESS MANAGERS, NOT JUST BUSINESS• 1/3RD TIME ON CORPORATE MATTERS• RIGHT COLLECTION OF BUSINESS• THINK IN TERMS OF COMMUNITY, INDUSTRY, GOVERNMENT,

CEREMONIAL ACTIVITIES

GROUP MANAGER

• HELP BUSINESS MANAGER DEVELOP THEIR STRATEGY, BUT NOT DEVELOP FOR THEM

• PROTECT THE BRAND• EVALUATING PROJECTS • THINKING AND STRATEGIZING ABOUT WHAT’S “INVISIBLE”• HOW CAN WE GROW?• HOW CAN WE MAINTAIN OUR COMPETITIVE ADVANTAGE?• IS OUR POSITIONING RIGHT?• ARE WE REACHING THE RIGHT BUSINESS SEGMENTS?• THOUGHT LEADERSHIP

ENTERPRISE MANAGER –CEO

• LONG TERM VISIONARY THINKER • PERFORMANCE DEPENDS ON 3-4 HIGH LEVEL DECISIONS

ANNUALLY • DEEP THINKING • RISK TAKING • “LETTING GO” • FOCUS ON THE WHOLE • ASSEMBLE A TEAM OF HIGH ACHIEVING AND AMBITIOUS

DIRECT REPORTS • IDENTIFYING LEADERSHIP CANDIDATES EARLY • GIVE TOUGH ASSIGNMENTS TO DEVELOP AND TEST TALENT• INSPIRING THE ENTIRE EMPLOYEE POPULATION USING

VARIOUS COMMUNICATION TOOLS

ENTERPRISE MANAGER –CEO

• SPEND TIME ON TOMORROW AS WELL AS TODAY• DO I KNOW WHAT’S GOING ON?• ARE PEOPLE TELLING ME THE BAD NEWS?• SOLICITING A BROAD RANGE OF OPINION• HOW GOOD ARE WE AT SELECTING RIGHT PEOPLE?• HOW CANDID ARE WE ABOUT GIVING RIGHT FEEDBACK?• HOW TIMELY ARE WE TO END MISMATCH BETWEEN JOBS

AND PEOPLE?• HELP PEOPLE ACHIEVE THE FULL POTENTIAL – POTENTIAL IS

A MOVING TARGET• RETAINING HIGH PERFORMERS, MOVING THEM FASTER,

REWARDING

PASSAGE ONE

PASSAGE THREE

PASSAGE FIVE

PASSAGE TWO

PASSAGE FOUR

PASSAGE SIX

MANAGE SELF

MANAGE MANAGERS

BUSINESS MANAGERS

ENTERPRISE MANAGERS

GROUP MANAGER

FUNCTIONAL MANAGER

MANAGE OTHERS

GENERAL• WHAT DOES A PERSON DO FIRST THING IN THE DAY, WHO HE

MEETS AND WHAT TYPE OF WORK DOES HE ATTEND TO• IF PEOPLE LEARN THE RIGHT VALUE AND TIME APPLICATION,

SKILLS USUALLY FOLLOW• USING 360° FEEDBACK • AVOID CALENDAR FULL OF OPERATIONAL MEETINGS, NO

TIME FOR STRATEGIC THINKING, ANALYSIS AND PLANNING• ONCE PEOPLE REACH FULL PERFORMANCE, TEST THEM TO

SEE WHETHER THEY CAN HANDLE ADDITIONAL RESPONSIBILITIES

GENERAL• THREE CATEGORIES OF POTENTIAL – MASTERY POTENTIAL - ABLE TO DO THE SAME

KIND OF WORK CURRENTLY BEING DONE, ONLY BETTER

– GROWTH POTENTIAL - ABLE TO DO THE WORK OF BIGGER JOBS AT THE SAME LEVEL

– TURN POTENTIAL - ABLE TO DO THE WORK AT THE NEXT LEVEL

GENERAL

• “ SUCCESS IS NEVER FINAL”• COMPANIES CAN FAIL OR FAIL TO GROW IF PEOPLE DO NOT

MAKE THE APPROPRIATE LEADERSHIP PASSAGES

PASSAGE ONE

PASSAGE THREE

PASSAGE FIVE

PASSAGE TWO

PASSAGE FOUR

PASSAGE SIX

MANAGE SELF

MANAGE MANAGERS

BUSINESS MANAGERS

ENTERPRISE MANAGERS

GROUP MANAGER

FUNCTIONAL MANAGER

MANAGE OTHERS