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  • management mistakes you should avoid
    maximum individual attention focus on the things that matter to you World Class Tutors Our courses are run by experts with proven track records Exceptional level of post course support to maximise your return on investment How to be a Manager June 29 2015 June 29 2015 Here is a tongue in cheek look at some common management mistakes We are sure that you would never do these To The Training Department From The Managing Director Subject My Guidelines for all New Managers It has come to my attention that staff being promoted into a managerial position in this organisation would benefit from some positive guidance on how to be a manager here Please ensure the following ten points which I use to great effect are communicated to all newly promoted managers at their induction training 1 NEVER recognise your team members for their excellent work Take all the credit yourself that s what I do so follow my lead 2 Have favourites and make sure you treat these people differently to your not so favourites see my comment in 1 above 3 Don t worry about being positive and encouraging your people should be able to motivate themselves 4 Listen to people but never change your mind I want decisive managers working for me 5 Or better still just don t listen unless it is me you are listening to Too much information from the troops will only confuse you 6 It s OK to lie when your team ask you questions Its not OK to lie to me 7 Keep your people in the dark when change is happening They don t need to know what we are up to it will only worry them 8 Keep a very close watch on everyone all of the time Just

    Original URL path: http://www.spearhead-training.co.uk/blog/how-to-be-a-manager (2016-02-18)
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  • money incentive schemes do's and don'ts
    she did got me thinking about using money incentives at work Incentive schemes are becoming an increasingly popular way of motivating employees to achieve superior results so what do you need to consider if you are going to use money as an incentive Anyone with children knows that it s that time of year when you need to encourage them to revise hard so that they do well in their end of year exams My sister obviously wanted her three children to do well in their exams So three years ago when her eldest son Toby started revising she announced in front of his siblings his grandparents and me at the Sunday family lunch that she would reward him if he did well Toby s teachers had predicted that he would get a mix of C and D grades so my sister told him that he would get a bonus for every exam where he achieved more than a C but she would also deduct money from his pocket money for every exam where he got less than a C In other words she used a classic case of carrot and stick motivation Obviously we all expected that Toby would be motivated to revise harder by the possibility of what could have been a substantial bonus We were wrong Toby did what many teenage boys did he revised when nagged but skived as often as he could get away with it The result was that he achieved the C s and D s predicted with just a couple of B grades for which he was duly rewarded by my sister One year later and it was the middle daughter s turn to sit exams Having seen her brother being offered an incentive Alice didn t wait for my sister to announce the exam grade incentive but openly asked what she would get if she did well The precedent had after all been set Alice s grades were predicted to be better than those of her elder brother but my sister thought it would be unfair if she set Alice different targets Anyway the long and the short of it was that Alice was set the same grade targets as her big brother worked no harder than she usually did but still got significantly more money than him This year it is my sister s youngest child Sarah who is preparing to sit her exams Again the incentive scheme will run but this time with a twist Science is Sarah s weakest area so my sister has decided that Sarah will get a double bonus if she gets better than a C grade in her science exam We will have to wait to see what her results are but I m not convinced that my sister s approach will work as last weekend when we sat down together for the family Sunday lunch it was obvious from my conversation with Sarah that she had forgotten about this incentive So what does

    Original URL path: http://www.spearhead-training.co.uk/blog/using-money-as-an-incentive (2016-02-18)
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  • managing mavericks by Spearhead Training
    the team it s unlikely to be the best response What we need to do is to understand them and foster their best characteristics Mavericks are difficult because they will question established structures and rules and this can have them labelled as troublemakers However this is an indictment on the team leader not the maverick Leaders who are unsure of their leadership are unable to cope with someone asking questions or challenging the way something s done Often the maverick simply wants to understand the context as well as their role within the team and it s a poor leader that sees this as a threat Admittedly mavericks are not always skilled at asking their questions or putting their views across in an assertive way But it s nearly always the reactions of the leader to the maverick that results in the situation degenerating Poorly handled questions result in the maverick retreating probably behind a veneer of pride and arrogance These traits will not help them to integrate into the team However with skillful leadership this reaction is avoidable Mavericks can integrate effectively into a team though this is usually on their own terms They aren t being prima donnas well not always They are struggling against their innate resistance of authority The effective leader can help them by 1 Explaining the bigger picture Mavericks are not good at obeying orders they do not fully understand Ensure that your maverick has a strong understanding of the big picture Why is the team needed Why is it organised the way it is What is it ultimately working towards And why are you the leader 2 Develop team goals and strategy Mavericks need to buy into the team s goals This is more likely to happen if they can help to formulate

    Original URL path: http://www.spearhead-training.co.uk/blog/managing-the-maverick (2016-02-18)
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  • feedback for managers by Spearhead Training
    are run by experts with proven track records Exceptional level of post course support to maximise your return on investment Feedback for Managers May 21 2015 May 21 2015 Feedback is crucial for improving your personal performance Handled correctly it can be a powerful motivator Whilst many managers are usually OK about giving critical feedback to their direct reports they are often less comfortable when they themselves are receiving it However unless you learn how to receive feedback as well as give it you are failing to make the most of your career Here are some tips on getting feedback Tip 1 Create opportunities to get feedback You may be fortunate to have a formal performance review process where you work If so ensure dates for these go into your and your line manager s diary It is easy for those in a managerial role to make excuses about being too busy and letting these vital formal feedback sessions slip by Between formal reviews you can also seek informal feedback from those you work with Tip 2 Practice your active listening skills When being given feedback by others listen actively and ask lots of questions Make sure you understand what the other person is trying to tell you Some people particularly your direct reports may find it hard to give critical feedback to you so make it easier by showing them that you are genuinely interested in their feedback and that you welcome it Tip 3 Manage your emotions Whilst it is fine to express your surprise or disappointment about any critical feedback you receive don t let your emotions take hold Angry outbursts sulking or floods of tears will not help you develop and will inhibit or even stop others from giving you their honest feedback in the future

    Original URL path: http://www.spearhead-training.co.uk/blog/feedback-for-managers (2016-02-18)
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  • Managing Gen Y by Spearhead Training
    best training in the UK Courses run with small groups for maximum individual attention focus on the things that matter to you World Class Tutors Our courses are run by experts with proven track records Exceptional level of post course support to maximise your return on investment Managing Generation Y May 15 2015 May 15 2015 Generation Y employees are defined as those aged 30 years and under Older managers can find it difficult to understand and manage this age group The values and motivations of the different generations are often poles apart As a result there is often a large gulf between how Gen Y employees are currently managed and the way in which they want to be managed The result can be frustrated and under performing employees With an ever increasing number of ambitious young professionals entering the workplace managers need to be better prepared to create a work environment that enables their younger employees to thrive The Gen Y workforce tends to be exceptionally well motivated They are often keen to hone their knowledge and to enhance their qualifications in order to achieve personal success Gen Y wants to work for managers who are visionary and who use a democratic approach They respond badly to the more traditional command and control approach where managers tell their employees what to do and how to do it Given these differences there are a number of practical steps mangers can take to harness Gen Y s desire to succeed so engaging and empowering them 1 Understand the effect of different management styles and learn how to flex your natural style to become more visionary and democratic 2 Provide developmental opportunities Gen Y employees respond well to being given access to continuous professional development programmes at an early stage in their

    Original URL path: http://www.spearhead-training.co.uk/blog/managing-generation-y (2016-02-18)
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  • lessons in leadership - teamwork, talent & trust
    to follow It was therefore with interest that I found myself listening avidly to the recent debates over the non appointment of highly talented cricketer Kevin Pietersen by the current Director of cricket Andrew Strauss It got me thinking can highly talented individuals be good team players and what should leaders do in these situations Cricket is without question a highly competitive game where good team work is vital for success and Kevin Pietersen is undoubtedly a phenomenal cricketer Pietersen s record is exceptional 8 181 runs and 23 centuries in 104 Tests There are many examples in both sport and business where highly talented individuals are effective team members so why was Pietersen not selected for the team The answer it seems was trust or rather a lack of trust Over the past months and years trust has eroded between Kevin Pietersen and the English Cricket Board Pietersen it was said was arrogant and created tensions within the team and it was this that led to a lack of trust and ultimately the decision to not select him Trust is just as important in business teams A team who needs to work with each other to achieve tough common objectives need to trust and respect each other if they are to perform well Distrust increases tension and negative on guard behaviour of team members which can erode the spirit of the team and ultimately affect team productivity The team leader s role is to create an environment where this mutual trust and respect is fostered so that teamwork flourishes There are ten criteria that the team leader should focus on if they are to create a team that trusts each other These criteria can be sub divided into two categories initial trust and deeper trust Initial trust can be

    Original URL path: http://www.spearhead-training.co.uk/blog/talent-teamwork-trust (2016-02-18)
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  • developing leaders - five things to do
    UK Courses run with small groups for maximum individual attention focus on the things that matter to you World Class Tutors Our courses are run by experts with proven track records Exceptional level of post course support to maximise your return on investment Supporting The Next Generation of Leaders May 5 2015 May 5 2015 A successful manager makes decisions that affect their team and their output but a successful leader makes decisions that will affect the company s future Are you doing enough to support this transition from tactical manger to strategic leader The role of a manager and a leader is different Both are concerned with output because it is the work done by the people they manage lead that achieves results but the role of a manager should be to serve their team whereas the role of a leader is more strategic As John Stein wrote in his book Building the Pyramid The Winning Formula Approach to Delivering Success on Your Organisation s Growth Journey The role of leaders is not generate more followers but to create more leaders Successful managers will demonstrate some leadership potential but in order to make the transition to an effective leader they will need to let go of a lot of their tactical focus and develop a more strategic focus So how can you help the next generation of leaders in your business successfully make this transition Here are five things you should do 1 Help you managers to recognise that their role has changed and they will need to develop new skills I order to succeed In particular they will need to let go of tactical work and become more strategic in their thinking They may benefit from attending our Executive Leadership programme to develop their skills at this stage

    Original URL path: http://www.spearhead-training.co.uk/blog/supporting-the-next-generation-of-leaders (2016-02-18)
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  • staff happiness - managers role
    experts with proven track records Exceptional level of post course support to maximise your return on investment Are Your Staff Happy April 20 2015 April 20 2015 Managers know that happy and engaged staff are more productive If your staff are unhappy and not engaged your organisation will suffer You will have higher staff turnover and absenteeism increased recruitment costs lower productivity and lower profitability Recent occupational surveys shed light on some of the important factors that make staff happy In an analysis of nine separate occupational surveys reported in the Guardian the jobs that appeared most frequently in the top 10 for happiness were Engineers Teachers Medical practitioners including nurses Professional Gardeners PAs Construction workers At first sight there appears to be little in common between these very different jobs So what is the common factor or factors that make them come out on top It s not money as some of them are notoriously not well paid So it must be something to do with the job itself The two common factors that do appear to link these jobs are 1 The ability to make a difference and see the results of your labour The ability to say I did that and that s my work go a very long way towards achieving job satisfaction This is often summed up as empowerment Well trained managers know how to delegate effectively so their staff are empowered micromanagers beware 2 The people in these various jobs also have had to train hard to master their craft It is known that staff who are well trained to carry out their role report higher levels of job satisfaction Well trained staff not only are happier in their jobs but also suffer less from stress as they are more able to meet their

    Original URL path: http://www.spearhead-training.co.uk/blog/are-your-staff-happy (2016-02-18)
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web-archive-uk.com, 2016-10-25