MANAGING PEOPLE TOWARDS SUPERIOR PERFORMANCE Session 4 Khaled Abd El Gawad 2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 1
May 12, 2015
MANAGING PEOPLE TOWARDS SUPERIOR PERFORMANCE
Session 4 Khaled Abd El Gawad
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 1
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 2
Agenda 1. Time Management and Productivity
A. To-Do-List B. Prioritization C. Delegation D. Productivity E. Execution Techniques F. Pay Attention to Time Wasters
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 3
Unit 7 To-Do-List
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 4
To-Do-List
Simple Template
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 5
To-Do-List
More details
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 6
To-Do-List
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 7
To-Do-List
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 8
Unit 7cont.
Prioritization
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 9
List Your Last Month Activities Activity
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 10
Prioritizing Grid Rating Scales
I have low personal Capability to do this task
It is low important
I have high personal Capability to do this task
It is low important
I have low personal Capability to do this task
It is high important
I have high personal Capability to do this task
It is high important
Low Importance to Clients and Organization, Team or Unit Goals
High
High
Pers
onal
Cap
abili
ty
6
5
4
3
2
1
1 2 3 4 5 6
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 11
Use Prioritizing Grid Rating Scales Activity
I have low personal Capability to do this task
It is low important
I have high personal Capability to do this task
It is low important
I have high personal Capability to do this task
It is low important
I have high personal Capability to do this task
It is high important
Importance to Clients and Organization, Team or Unit Goals High Low
High
Pers
onal
Cap
abili
ty
6
5
4
3
2
1
1 2 3 4 5 6
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 12
Prioritizing Grid Rating Scales
I have low personal Capability to do this task
It is low important
I have high personal Capability to do this task
It is low important
I have high personal Capability to do this task
It is low important
I have high personal Capability to do this task
It is high important
Importance to Clients and Organization, Team or Unit Goals High Low
High
Pers
onal
Cap
abili
ty
6
5
4
3
2
1
1 2 3 4 5 6
Stop or Delegate ASAP
Seriously Reconsider Continue doing or Delegate
Develop or Delegate
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 13
Prioritizing Grid Rating Scales
So for any given task/activity you have always 4 options
Stop Doing Delegate Develop Doing
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 14
Unit 7cont.
Delegation
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 15
How Good is your Delegation? Activity
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 16
Delegation Steps
Pre-Delegation
• Define The Task
• Select the individual
or team
• Assess ability and training needs
Delegation
• Explain the reasons
• State required
results
• Agree resources required
• Agree deadlines
Post-Delegation
• Support and
communicate
• Feedback on results
SMART
Their development goals, Work load,
Personal Capability, Development Opportunity
Training material availability Subject learning curve
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 17
Delegation Steps
Pre-Delegation
• Define The Task
• Select the individual
or team
• Assess ability and training needs
Delegation
• Explain the reasons
• State required
results
• Agree resources required
• Agree deadlines
Post-Delegation
• Support and
communicate
• Feedback on results
Gain buy-in, Connect to the big picture Check Clarity
Visualize the result Measures
people, location, premises, equipment, money, materials,
other related activities and services Commitment ,
Agree check points
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 18
Delegation Steps
Pre-Delegation
• Define The Task
• Select the individual
or team
• Assess ability and training needs
Delegation
• Explain the reasons
• State required
results
• Agree resources required
• Agree deadlines
Post-Delegation
• Support and
communicate
• Feedback on results
Stakeholders Consultations
Constructive Feedback Structured Discussions
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 19
Delegation Steps
Pre-Delegation
• Define The Task
• Select the individual
or team
• Assess ability and training needs
Delegation
• Explain the reasons
• State required
results
• Agree resources required
• Agree deadlines
Post-Delegation
• Support and
communicate
• Feedback on results
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 20
Delegation Levels
"Report all the facts to me, and then I'll decide what to do.“ The Report
"Identify possible actions including the pros and cons of each, and recommend one for my approval."
The Recommendation
"Let me know what you intend to do, but don't take action until I approve the plan."
The Action Plan
"Decide what to do, take action, and then let me know how it all works out." Make the Decision
"I trust your judgment and I know your decisions will match our visions, values, and strategy. No further contact with me on this
issue is required. But remember: 'No Surprises'." Full Delegation
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 21
Keeping Control While Delegation
Giving enough space for people to use their abilities
to best effect
Monitoring and supporting closely enough to ensure
that the job is done correctly and effectively
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 22
Delegation Tool
We have it So, use it
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 23
Unit 7cont.
Productivity
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 24
Productivity
Productivity (P) =
Total No. of done Items (N) X Standard time to produce one item
Actual Total time to produce (N) items
<1 We behind the best
practice We need to improve
1 We have reached the best practice
The Standard
>1 We are setting a
new standard
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 25
Productivity VS Efficiency
Productivity X Effective Production Ratio
Total No. of Items – No. of Defective Items
Total No. of Items
Efficiency =
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 26
Productivity – General Definition
Standard Time
Standard Quality
How many items/tasks are
done in standard time
and with standard quality
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 27
Unit 7cont.
Execution Techniques
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 28
Execution Techniques – Pareto Principle 20/80 Rule
The value of the Pareto Principle in management is in reminding us to stay focused on the
“20 percent that matters”
Vilfredo Pareto Italian Economist Wealth - Populations
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 29
Execution Techniques – Pareto Principle 20/80 Rule
20% of your employees cause 80% of the problems. 20% of the work consumes 80% of
the time and resources. 20% of your staff produces 80% of
the results.
By fixing the top 20% most reported bugs, 80% of the errors and crashes would be eliminated.
Human Resources Software Applications
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 30
Execution Techniques – Pareto Principle 20/80 Rule
20% of marketing messages produce 80% of your campaign results 80% of a typical company's revenue
is derived from 20% of its products or services 80% of profits from the top 20% of
customer base
Marketing
Working Smarter Be careful
It is infinite
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 31
Increasing Customer Satisfaction Activity
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 32
Chris Delacroix Service Center Manager
Chris has taken over a failing service center, with a host of problems that need resolving. His objective is to increase overall customer satisfaction. He decides to score each problem by the number of complaints that the center has received for each one.
Score No Problem Cause
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 33
21
6
51
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 34
Execution Techniques – Pomodoro Technique
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 35
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 36
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 37
Unit 7cont.
Time Wasters
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 38
The Top 3 Daily Time-Wasters
1. Email
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 39
2. Social Media For non business-related purposes.
The Top 3 Daily Time-Wasters
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 40
The Top 3 Daily Time-Wasters
3. Ineffective Meeting
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 41
Tips for Effective Meeting
.jpg1500_w97a88da85c514meetings_-effective-running-for-cdn.com/tips-http://thumbnails.visually.netdna
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 42
Tips for Effective Meeting
.jpg1500_w97a88da85c514meetings_-effective-running-for-cdn.com/tips-http://thumbnails.visually.netdna
MANAGING PEOPLE TOWARDS SUPERIOR PERFORMANCE
Closure Discussion
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 43
MANAGING PEOPLE TOWARDS SUPERIOR PERFORMANCE
Session 4 Thank You!
2/18/2014 Managing People for Peak Performance - Khaled Abd El Gawad All rights reserved 44