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  • Becoming a manager - supporting actions
    to manager of a team we need to constantly add value to the company we work for Failure to make a successful transition from team member to manager causes your value to fall and can mean that you contribute less to your company than you did when you were a team member But making this transition is not easy many newly promoted managers find it hard to make the necessary changes to the way they previously worked As a team member we add value to the company by becoming highly competent at our job and delivering consistently good results But as a manager we add value by ensuring our team delivers results We do this by investing our time in coaching and developing our team so that their collective performance improves Too many newly promoted managers neglect their primary responsibility which is supporting the output of their team and instead focus on prioritising the workload This coupled with a reluctance to delegate quickly becomes a serious problem The newly promoted manager works longer and harder trying to micromanage what everyone is doing team productivity falls and the newly promoted manager becomes ever more stressed and exhausted by their futile efforts Because the manager lacks the time to provide badly needed individual support to their team members the team members fail to either master their responsibilities or to attend training to develop badly needed new skills The manager s interaction with their team also suffers which in turn impacts on team engagement and morale as well as team productivity So what can more senior managers do to help their newly promoted managers succeed in making the transition There are four important things senior managers should do 1 Ensure that the role and responsibilities are clear Write a good job description and

    Original URL path: http://www.spearhead-training.co.uk/blog/supporting-the-newly-promoted-manager (2016-02-18)
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  • Being objective - problem solving - tips for managers
    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 Being Objective April 7 2015 April 7 2015 Managers and supervisors can have strongly developed egos and can therefore find it difficult to be objective in their problem solving and decision making Here are five things you can do to help you be more objective 1 Recognise your emotional state Strong emotions cloud our judgment and cause us to react rather than respond to situations Often when faced with information we don t want to hear we become defensive Make a conscious effort to recognise when you are becoming defensive and take a mental step back 2 Use the three sentence method Using just three sentences explain your argument or reasons to yourself Do they sound reasonable It can help to explain to an impartial third party and get their take on how reasonable your three sentence explanation is 3 What is the common denominator We all like to be right at least some of the time But if you find that you are constantly disagreeing with everyone around you then the common denominator is you not them 4 Step into their shoes When we think we have a strong case it is easy to selectively block out opposing views and focus on gathering facts and information that back up our own ideas As part of gathering objective information always seek opposing views to your own Put yourself in the shoes of someone else and try to see things as they would You may still be right in your conclusions but it will do

    Original URL path: http://www.spearhead-training.co.uk/blog/being-objective (2016-02-18)
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  • recruitment training - 4 tips - managers
    anyone just to fill the hole But this is an expensive mistake Whilst there is no such thing as the perfect recruitment process there are four things you should do to minimise the risk of hiring the wrong person and all the time cost and frustration that this creates Analyse the job Before you can decide what type of person you are looking to recruit you need to fully understand the job you will be asking them to do What are the key competencies that are needed for successful performance in the role Your aim is to define what good looks like in terms of skills competencies and attributes To do this it can be helpful to talk with existing staff who are already doing the job well Without this vital information you are poorly equipped to advertise the position let alone run an effective selection interview Don t over sell the benefits Whilst you will want to portray the job and the company in a good light if you attract people with unrealistic expectations of what the job your company offers then they are unlikely to stay long You need to produce advertising materials that give potential applicants an honest account of what the job will entail Such material allows candidates to judge for themselves whether the job you are recruiting for and your organisation could be right for them By attracting the right candidates you are more likely to find the right person making the recruitment process easier Also by pointing out the less attractive parts of the job at the application stage successful candidates are less likely to respond negatively when faced with these once they are doing the job Assess against the required competencies Faced with a number of applicants you need to find a way

    Original URL path: http://www.spearhead-training.co.uk/blog/four-recruitment-essentials (2016-02-18)
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  • New ideas - staying receptive - managers role
    on investment Managers Need To Stay Receptive to New Ideas March 23 2015 March 23 2015 In order to stay successful all businesses continually need a steady stream of new ideas for techniques and product applications As a manager it is important that you are receptive to all new ideas and suggestions as you never know when or where the next great business idea will come from The people around you will have lots of good ideas but most of these will die before or at their genesis If you want to make use of this gold mine lying under your very nose you should heed the following five rules 1 Start with the positive expectation that most people have ideas or at least the beginnings of ideas lying dormant in their minds Don t just expect good ideas to come from one source such as your fellow managers or large customers Even the most junior employee in your team or one of your customer s staff can give you the tip of the year you just need to be receptive to them 2 Managers should regularly encourage their people to use their problem solving skills to come up with ideas to solve current issues Ask the people you talk to for their ideas on a problem How would you solve or How do you do Asking questions shows you value the ideas they have and so encourages them to give you more suggestions 3 Never reject a suggestion straight away whoever it might come from or however unlikely it sounds Take the ideas in and let them mature in your mind Some ideas are like flower buds and will take some time to open 4 If at first an idea or suggestion seems to be impracticable start by concentrating

    Original URL path: http://www.spearhead-training.co.uk/blog/managers-need-to-stay-receptive-to-new-ideas (2016-02-18)
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  • positive performance management - six actions - Spearhead blog
    4 2015 Managing performance is not something that is confined to a situation when one of your team is not doing as well as you d like them to do when as a term it is often management speak for disciplining nor is it something confined to the annual performance review meeting Managing performance should be a daily activity for everyone in a supervisory position and involves a series of activities that encourage support and provide opportunities for your people to give superior performance So what are these daily activities of positive performance management Well they can be summed up in 6 key points as follows 1 Set clear performance and behavioural objectives Without a clear understanding of what is expected your people may work hard but still not achieve the results you want Use the acronym SMART which stands for specific measurable achievable realistic and timely to help you set better performance objectives 2 Provide appropriate support Ensure your direct reports have the support they need to achieve the SMART objectives you set them Support comes in many forms There is tangible support such as providing people with the right tools to do the job and there is intangible support such as simply listening to what people are telling you 3 Give feedback Praise works wonders for achieving good results but it needs to be given in a timely manner All feedback works best when it is regular specific and focused on helping the other person improve 4 Address under performance promptly Confrontational counseling is about having an informal one to one meeting with your under performer at an early stage to identify and resolve the problems in effect nipping it in the bud Most managers shy away from such counseling as they dislike potential conflict situations Assertiveness skills

    Original URL path: http://www.spearhead-training.co.uk/blog/managing-performance (2016-02-18)
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  • recruitment training - selection interviewing - tips for managers
    this regularly it can be a daunting process Here are some recruitment training tips to help you interview better Recruitment in particular the selection interview should be considered as the first step in creating a high performing team Done well it will attract and identify a candidate who will not only suit the job role but will also fit the company culture Such a candidate is far more likely to succeed and thrive in the position Companies with effective recruitment interviewing processes tend to have lower staff turnover and happier more productive teams All effective recruitment interviewing starts with good preparation and a key part of this preparation is for you to decide exactly what type of candidate you are looking for A starting point is the job description However an often overlooked part of preparing for interviewing is to consider the culture and values of your business A candidate s energy commitment and passion need to fit with your organisation s culture and values Therefore in the selection interview you will need to find ways to identify whether a candidate is a good or a poor cultural fit This is best achieved by making the interview an informal relaxed affair as this is far more likely to give you an honest view of the candidate s personality It is also important to be realistic about the role to be filled and your expectations It is easy to forget that people can be taught skills and they can gain experience over time As part of your recruitment preparation identify the must have skills and experience from the nice to have skills and experience for the job role you are recruiting for It is useful to prepare some questions in advance Whilst you don t want to interview as if you

    Original URL path: http://www.spearhead-training.co.uk/blog/better-interviewing-tips-for-managers (2016-02-18)
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  • training staff - not always the right answer
    the HR Manager of a large organisation to discuss a training programme for a particular manager s team As Sally discussed the various issues with me it emerged that the team in question had already attended a number of training courses and knew what they were supposed to do The root cause of the problem was not a lack of knowledge in the team but rather the failure of the team members to implement the knowledge This is a common problem and all too often it is the trainer who is blamed for this However training is a partnership and requires the active support of the delegate s line manager both before and after the training event If line management support is not in place then even the best training is likely to be of limited benefit When measuring training effectiveness Kirkpatrick s four level evaluation model is often referred to If we consider the first three levels of this model then the responsibilities of the trainer and the line manager in making training effective become clear Level one of Kirkpatrick s model is about the reaction of the delegates to the training How valuable they felt the training was and did they enjoy the course Course design plays a large role in this and so is directly under the influence of the trainer However even a well designed course will not be seen as useful by delegates who don t know why they are on the course or have been sent to the wrong level of course Managers need to speak to trainers to ensure the course is right for the delegates level and development needs and to their delegate so they know why they are attending and what they are expected to gain Level two of the model

    Original URL path: http://www.spearhead-training.co.uk/blog/when-training-isnt-the-right-answer (2016-02-18)
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  • designing training – how people learn - tips for trainers
    Aristotle 384 322 B C all wrote extensively about the subject Since then much research has been undertaken and many learning theories have been developed What is learning Learning is the process of drawing connections between what you already know or understand and new information Learning therefore involves the encoding and storing of new information in our memory The human brain processes categorises and groups information Learning allows us to later retrieve this information and apply it at an appropriate time for a given situation So for true learning to occur facts concepts and ideas must be stored by the brain connected to other facts concepts and ideas and built upon Thus whenever we learn something the physical structure of our brain is actually changed What influences learning There are five main things to consider 1 More learning occurs in environments that are rich with stimuli 2 People learn in different ways Visual learners find it easier to take in information that the read Aural learners prefer the spoken word and kinaesthetic learners need to touch and handle things to understand them 3 The ways in which new information is presented the trainer s and delegates roles and how opportunities for people to work together when learning are designed will all influence a delegate s learning 4 Emotions shape the learning process Delegates who are fearful anxious or distracted cannot focus to process the information presented and learning is as a result decreased 5 The nature of feedback from significant others e g the trainer other delegates line managers etc affects learning Feedback from significant others can stimulate delegates to greater efforts or undermine their attempts to apply their learning Impact on Effective Training Design Contemporary learning theory recognises that both experience and reflection play a role in the development

    Original URL path: http://www.spearhead-training.co.uk/blog/designing-a-training-course-part-2 (2016-02-18)
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web-archive-uk.com, 2016-10-25