Tricks of the trade: Management techniques that work

David Adams, Vice President of Learning and Development at Adecco Group North America

Adecco Staffing US is the nation’s leading provider of recruitment and workforce solutions. We are the pre-eminent workforce management partner for Fortune 500 companies and career advisement expert for American workers, serving all of the key industries and professions that drive our economy forward. Adecco has over 900 career centers and, on any given day, connects 70,000 talented workers to the best job opportunities across the country, making us one of America’s largest employers.

Please visit us at adeccousa.com.

About us

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About our presenter

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• Has built several successful learning and development programs across the nation for employees

• More than two decades of experience in the staffing industry

• Has taught learning and development classes at the University of Washington in Seattle

David Adams

Vice President of Leadership and Development at Adecco Group North America

Management and leadership fallacies

Your management style

Developing your management/leadership competencies

• Motivator

• Communicator

• Coach (developing individuals)

• General Manager (managing teams)

Guiding change within your organization

Question + Answer

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Agenda

Management and leadership fallacies

• Is one style of management superior to others?

• Are leaders born and not made?

• What’s the difference between management and leadership?

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Leadership vs. management

“Management defines what we’re going to do, and how we’re going to do it. Leadership is making sure everyone knows WHY we’re doing this.”

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Understanding your ownmanagement style

• How are you perceived as a manager or leader?

• How do you respond to different management styles?

• Know your own strengths and weaknesses

• Be aware of your effect on others

• Ask for feedback at regular intervals

Management/Leadership essentials

What tools are needed to lead others?

1. Motivator

2. Communicator

3. Coach

4. General manager

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Managers as motivators

Fact or fiction?

“A great leader is a great motivator.”

Fiction!

“A great leader understands that motivation is a choice people make for themselves. A great leader simply creates an environment where people can find what

motivates them individually.”

Fact!

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Managers as coaches

Fact or fiction?

“Coaching is primarily necessary for underperforming employees.”

Fiction!

“Coaching is necessary for all employees.”

Fact!

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CoachingTo transport someone from one place to another.

ConfrontationTo be WITH our employees in FRONT of potential issues.

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Coaching skills checklist

• Get to know them first• Use open ended questions• Listen to understand• Keep it simple! Focus on 1-2 items at a time• Direct/provide constructive feedback without judging• Refer to specific examples• Provide guidance for growth, not commands for control• Recognize that disagreements are OK and not always

deal-breakers• Reinforce importance of employee’s work to company• Offer to help and remove barriers• View the employee’s value to the organization holistically

(vs. “up or out”)

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The GROW coaching conversation modelGoals

• Establish goals for performance and development• Use SMART goal methodology

Reality• Determine if the goals are realistic

but still a stretch

Obstacles/Options• Pinpoint any obstacles that could

hinder their progress• Identify all options to overcome

the obstacles

Wrap-Up• Assess their willingness to act• Establish plan of action, next steps

and follow up

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The learning curve and stages of learning

Stage 1- Unconscious incompetence• They don’t know what they don’t

know

Stage 2 – Conscious incompetence• They now know what they don’t

know

Stage 3 – Conscious competence• They can perform the job if they

concentrate

Stage 4 – Unconscious competence• They can perform the job

routinely without much thought

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Coaching/training styles

Challenge• Ask them to achieve a

higher level of competence

Direct• Provide very specific instructions

Coach• Provide encouragement and

support

Manage• Monitor and inspect their results

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Managers as general managers(managing teams)

Less reliance on any individual to accomplish goals

Internal alignment

What happens when your team…

Is not aligned? Is aligned?

We work together more efficiently

Individual goals contribute to the overall goals of the team

Colleague engagement increases which improves the

quality of work

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How do you know if your team is aligned?

• Do they celebrate each other’s successes?

• Would they/could they hold a team meeting if you weren’t present?

• Do they communicate frequently without your prompting? Are they comfortable asking each other for help?

• Would they all list the same 3-5 goals if asked?

• Can they prioritize projects effectively without your guidance?

• Can you take a vacation and come back to business as usual?

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Managing team tasks and workload

“The secret to time management is NOT getting everything done. The secret is knowing what has to be today and what can wait until tomorrow. Prioritization is

the secret to success.“

“Time is precious. Don’t spend it…invest it.”

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Quadrant 1

Urgent and important(Manage)

Quadrant 2

Important/Not urgent(Focus)

Quadrant 4

Not Urgent/Not important(Avoid)

Quadrant 3

Urgent/Not important(Delegate or avoid)

Time management quadrants

• Steven Covey’s time management quadrants help individuals and teams become more productive:

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Guiding change within your organization

"Change is hard because people overestimate the value of what they have and underestimate the value of what they

may gain by giving that up."

Agents of change

• Behavioral change must always start with people and not with new technology.

1. Are they the right people with the right skills?

2. Do they believe that change is needed?

3. Does their behavior support the change?

1. Is the process repeatable?

2. Is the process simple enough that the lowest common denominator can understand it?

3. Does the process provide instructions or resolution for those who need more support?

1. Does the technology enable the desired change?

2. Is the technology proven?

3. Is the technology easy to learn?

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TechnologyProcessPeople

Change management

If you are communicating change or receiving direction on change, here are 7 key questions that need to be CLEARLY addressed:

1. What business issue is driving this change?

2. Why should we care about the outcome?

3. Where does this fit with other organizational priorities?

4. How will people emotionally respond to this change?

5. How should we acknowledge their feelings (good or bad)?

6. What is the first action we need to take?

7. What are the milestones we will use to measure progress?

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Key takeaways

• A great leader knows how to have meaningful conversations and provide feedback that is well received.

• In order to be a great communicator, you will need to focus on increasing your emotional quotient.

• Proofread your emails several times before sending, and consider a conversation in place of email for sensitive topics.

• Team alignment should be your top priority to increase efficiency.

• Change management begins and ends with people, not technology.

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