MANAGEMENT SYSTEMS MANAGEMENT AND LEADERSHIP DEVELOPMENT PROGRAMS

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1 Overview MANAGEMENT SYSTEMS MANAGEMENT AND LEADERSHIP DEVELOPMENT PROGRAMS Building on research and work with literally thousands of managers over the past thirty years, Management Systems has developed a curriculum of courses or skills that managers and leaders need to develop in order to maximize their effectiveness. These skills are included in the Pyramid of Management and Leadership Development (shown on page 3). The skills included in the Pyramid build from the base up meaning that individuals need to first develop the Core Management Skills, then the Operational Management Skills, then the Organizational Management Skills and so on. Further, different levels of management require the development of different skill levels to be effective in their roles. First Line Supervisors need to develop competency in the skills at the first two levels of the Pyramid, Middle Managers at the first three levels, Senior Managers at the first four levels, and the CEO/COO, must have developed the ability to effectively utilize all of the skills in the Pyramid. While we believe that skill development is an important factor in management and leadership success, it is not enough. Managers and leaders also need to understand how to execute their roles (that is, how to behave in ways consistent with being an effective manager or leader) and need to develop the ability to think like effective managers and leaders. In brief, we believe that management and leadership effectiveness depends on three factors, of which skills is only one. These three factors are: the individual s role concept (how the person thinks about and approaches his or her role, and, ultimately, how the person behaves in this role); skills; mindset (how the individual manages three basic needs the source of self-esteem, the need for control, and the need to be liked). This three-factor approach to management and leadership development is what makes our programs unique. Educational Approach Our programs are also focused on facilitating true behavioral change in participants. To this end, we provide participants with case studies, readings, and exercises which help them understand and apply the skills they are learning to their own 1

2 experience. At the end of each session, we ask participants to set at least one goal for applying what was learned. At the next session, participants are asked to publicly share the progress they are making in achieving their goals and the problems they are having. This simple process of sharing success stories and problems has proven very effective in helping participants stay focused on their own development. Our programs are designed so that each session builds on the concepts presented in the previous session. The idea behind this approach is that participants are continually using the skills that have been developed at prior sessions rather than treating each session as an independent event. Educational Materials Participants receive a program binder that includes note taking outlines, exercises, role plays, and take home activities that help them apply what they are learning to their own experiences. Management Assessment Surveys As part of the management development program, participants may complete one or more of Management Systems proprietary Management Assessment Surveys : Management Effectiveness Survey : assesses the extent to which a manager has made the successful transition to his or her current role. Leadership Effectiveness Survey : provides information on the leadership styles used by the individual and the extent to which the individual adequately focuses upon key leadership tasks. Time Management Effectiveness Survey : assesses the extent to which an individual is effectively utilizing tools of effective time management. Delegation Effectiveness Survey : provides information on the extent to which the individual effectively utilizes delegation as a management tool. These surveys are intended to help each individual identify his or her management and leadership strengths and areas for further development. Group results are discussed and analyzed during the management/leadership development sessions. This allows each individual and the group to identify specific action steps for improving individual and team effectiveness. 2

3 PYRAMID OF MANAGEMENT AND LEADERSHIP DEVELOPMENT Levels of Management Skills and Corresponding Management Position Requiring the Skills V. CEO, COO, President IV. Senior Managers Transition Management Skills Organizational Development Skills Strategic Planning Strategic Leadership Organizational Planning Cultural Management Corresponding Levels of Responsibility Develop long term vision Plan transition to next stage of growth Develop and monitor strategic plans Manage day-to-day operations III. Middle Managers II. First Line Supervisors Planning Management Development Recruiting & Selection Training/Coaching Organizational Management Skills Organization Financial Management Operational Management Motivation Day-to-Day Supervision Performance Management/Control Team Building Conflict Management Management of Meetings Performance Appraisal Coordinate work among functional areas and direct reports Oversee work I. All of the Above Communication Interpersonal Effectiveness Core Management Skills Time Management Operational Leadership Effectiveness Delegation Effectiveness Problem Solving and Decision-Making Role Concept Making the Transition to Successively Higher Levels of Management Responsibilities 3 Management Systems Consulting Corporation, 2013.

4 PYRAMID OF MANAGEMENT DEVELOPMENT: DEFINITIONS OF SKILLS Role Concept Behaves in ways consistent with being an effective manager or leader. Masters the Inner Game of Management (thinks like an effective manager or leader). Core Management Skills Time Management: Develops strategies to invest time effectively over the long term. Plans and schedules time. Prioritizes tasks. Delegates (as a way of leveraging time). Develops and uses action plans that will promote better time investments. Develops and uses an interruption policy. Masters the Inner Game of Time Management (i.e., is a Formal Planner. Delegation: Identifies the best person to perform each task. Reaches agreement with the delegatee on standards of performance (of delegated tasks). Is willing to let go ( Masters the Inner Game of Delegation). Provides feedback on performance achieved (on delegated tasks). Develops delegation plans. Operational Leadership Effectiveness Chooses the right style to fit the situation. Sets, communicates, and follows up on individual performance goals. Creates situations in which people can work effectively and cooperatively together. Ensures that team members have what they need to accomplish their work. Provides regular, consistent feedback to all team members. Motivates team members to be concerned about their future development. Masters the Inner Game of Leadership. 4

5 Core Management Skills (cont d) Problem-Solving and Decision-Making Uses a formal approach to team decision-making that includes identifying the problem, identifying alternatives for resolving the problem, evaluating alternatives, choosing the best alternative, and developing an action plan to implement the chosen alternative. Effectively uses decision-making tools (e.g., decision-matrices, decision trees, etc.). Develops strategies to minimize team decision-making problems (e.g., GroupThink). Masters the Inner Game of Problem Solving and Decision-Making. Communication Effectiveness Develops strategies to minimize noise in the communication process. Manages non-verbal messages. Practices active listening. Provides effective feedback. Designs and delivers effective presentations. Masters the Inner Game of Communication. Interpersonal Effectiveness Understands and develops strategies for effectively managing one s interpersonal style. Understands and develops strategies for working effectively with those who have different styles. Develops strategies to maximize the strengths of others styles. Knows how to create win-win relationships. Operational Management Skills Recruiting and Selection Writes effective job postings (if appropriate for the level of management). Identifies candidates for open positions (e.g., through screening of job applications/resumes). Prepares for and conducts effective interviews of candidates. Uses information provided by candidates and job interviews to select the best person to fill the open role. 5

6 Operational Management Skills (cont d) Training/Coaching Identifies each direct report s strengths and limitations relative to the skills needed to fully execute his or her role. Works with each direct report to establish personal development goals. Develops and uses formal training plans for each direct report. Designs and delivers formal training programs (including orientation to the unit) to direct reports. Provides day-to-day coaching (e.g., using the 4-Step Coaching Method). Motivation Includes an assessment of individual needs/goals when working with direct reports to set individual performance goals. Creates the expectation of success. Provides regular, effective feedback on performance against goals. Develops and uses a reward system (with rewards adequately linked to performance achieved) for direct reports. Day-to-Day Supervision Continually analyzes the work environment and identifies opportunities to improve team and individual team member performance. Works with the team to implement steps to address work environment issues and improve performance. Provides regular coaching to individual team members, as needed, to enhance performance. Has effective one-on-one and team meetings to promote productivity. Manages up. Management of Meetings Only holds meetings when it is the most cost effective means of achieving objectives. Defines (or asks the Chair to define) the purpose of all meetings he or she Chairs or attends. Prepares and distributes agendas in advance of all meetings. Identifies and completes (or works with others to complete) advance preparation needed to increase the efficiency of meetings. Effectively manages meetings (including dealing with problem participants, issues, etc.). Follows-up on commitments made at meetings. 6

7 Operational Management Skills (cont d) Description of Management/Leadership Development Performance Appraisal Works with each direct report to set individual performance goals for the year (that support the achievement of departmental, divisional, and corporate goals). Uses a consistent approach to assess performance of all direct reports. Prepares effective written appraisals (including explanation of scores, if appropriate). On an annual basis, conducts effective performance evaluation meetings with each direct report. Organizational Management Skills Planning Works with the unit team to develop a written plan that supports the company s overall plan. Communicates the plan throughout the unit. Works with unit team managers, as appropriate, to create plans for each of their sub-units that supports the unit s overall plan. Monitors performance against the unit s plan on at least a quarterly basis. Provides effective updates to the next level on performance against the plan. Management Development Works with each manager on his or her team to identify strengths and opportunities to improve relative to the management role. Identifies and/or designs management education programs to meet the team s management development needs. Reinforces effective management practices. Promotes a process of continuous management education (e.g., through ongoing goal-setting and monitoring of performance against management development goals). Organization Works with each member on his or her team to develop effective written role descriptions that can serve as guides for behavior. Communicates the structure of the unit to all unit members and to the organization as a whole (e.g., through a written organizational chart, role descriptions, etc.). Analyzes (on at least an annual basis) the extent to which the structure of his or her team supports the unit s/company s strategy. Re-designs (or makes recommendations to re-design) the structure, as needed, to increase its alignment with strategy. 7

8 Organizational Management Skills (cont d) Description of Management/Leadership Development Financial Management As appropriate, completes formal financial cost-benefit analyses as a part of the decision-making process. Uses financial management tools and reports to support business operations. Effectively develops and manages the unit s budget. Provides effective reports on the financial performance of the unit (relative to budget/plan). Performance Management Control Develops and uses formal performance management systems as tools in promoting the achievement of the unit s/company s plan. Develops (or works with the team to develop) effective plans at the unit and individual levels that include SMART Goals. Establishes and/or uses effective systems to measure performance against Goals. Provides regular feedback (or works with the team to provide regular feedback) on performance against Goals. Conducts annual formal evaluations of performance against unit and individual plans. Develops and uses a reward system at the unit and individual level that effectively links rewards to performance achieved. Team Building Effectively manages the stages of team development so that the team moves quickly to the performing stage. Establishes a clear mission or sense of purpose for all teams. Selects team members based on the contribution they will make to achieve the overall mission of the team. Effectively uses (or works with the team to effectively use) the skills, styles, knowledge of all team members. Establishes (or works with the team to establish) clear roles for all team members. Uses appropriate systems to support the achievement of the team s mission (from both a process and task perspective). Promotes the team s culture. Conflict Management Selects the appropriate conflict management style, given the situation. Effectively identifies the underlying cause of conflict and uses this in developing strategies to resolve it. Effectively resolves conflict within the unit and/or between individuals. 8

9 Organizational Development Skills Description of Management/Leadership Development Strategic Planning Works with other members of the team to create a clear mission for the company or the unit. Develops a written plan that details how the company or unit will move from its current state toward the realization of its mission. Clearly communicates the company s or unit s plan throughout the organization. Works with other unit teams to develop plans to support the achievement of the company s or unit s mission. Strategic Leadership Clearly communicates and promotes the vision of the company. Develops and implements strategies to help all employees embrace the company s vision. Promotes continuous improvement. Organizational Planning Identifies (or works with other managers to identify) the extent to which the company is adequately positioned for long-term growth (i.e., the company s strengths and limitations). Develops (or works with other managers to develop) a plan to maximize the company s internal strengths and minimize its internal limitations as it looks to the future. Monitors performance against the organizational development plan, and makes changes, as needed. Culture Management Identifies (or works with other managers to identify) the desired culture. Identifies (or works with other managers to identify) the extent to which the company s current culture is aligned with the desired culture (i.e., identifies culture gaps ). Develops culture management plans to close any gaps between current and desired culture. Monitors performance against the culture management plan. Transition Management Skills Identifies the need for individual and organizational/unit transitions. Uses a formal change management process to support individual and organizational transitions. Monitors the effectiveness of change management efforts. 9

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