MDP1 london 17 7 17 ppt

Management Development Program 1

Management Development Programme Part 1

Today’s Aims
Get the week off to a good start...
• Journey from Management to Leadership
• Lead and Manage Change
• Enhance Delegation Capabilities

• Einstein * light bulb
Management to Leadership
Learning Outcomes:
• Understand the differences between Management and Leadership
• Characteristics of Good / Bad Managers
• Assess yourself against Leadership models - identify your
strengths and development needs
• Appreciate the importance of a positive and supportive managerial
environment /climate on your Club
• How to lead and manage change, and enhance delegation skills

Management Development Programme
• Timings
• Keep an open mind and share your experiences
• Mobiles
• Fire Exit
• Participants material – sign it!
• Ask Questions….keys= Fun!
• Lets get to know each other in teams
• Feedback during the day and at the END…5/5
• What will make this a WOW day!

INSANITY
“Doing the same thing OVER & OVER and
expecting different results”
Albert Einstein

Introductions
• Introduce yourself
• What you do and where
• Years of experience working in clubs (total for team)
• Share one secret!
• Create team name
• What is your Number 1 expectation from this day?

Darshan Singh

Management Functions/Roles/Responsibility
Core Functions
§ Planning
§ Organizing
§ Staffing
§ Directing
§ Controlling & Coordinating
§ Reporting
§ Budgeting
Luther Gullick

Management Role (TPS split) Katz Model

Managers Recall ....
Good Managers
• You have worked for…
• List of their characteristics, traits, abilities, behaviours or skills
• …
• …
Bad Managers
• List of their characteristics, traits, abilities, behaviours or skills
• …
• …
– FC (Post-it)

Good / Bad Managers - Handout Appendix 1
Good Managers
Good communicators / listeners
Make employees feel at ease
Interested in employees’ ideas
Open minded / encourages innova;on
Usually have ;me to spend with
employees
Are genuinely interested in employees’
wellbeing
Recognize employees for a job well
done
Create an atmosphere of trust
Creates an environment that makes
employees and individuals feel
important
Bad Managers
Poor communicators / listeners
Do not make employees feel at ease
Not interested in employees’ ideas
Closed minded / discourages
innova;on
Do not usually have ;me to spend with
employees
Are not interested in employees’
wellbeing
Create an atmosphere of distrust
Create an atmosphere of trust
Creates an environment that makes
employees and individuals feel
unimportant
Which of the two columns most closely describes you?
Score yourself on a scale of 1=never 5=Always against Good Manager!

Journey from Management to Leadership
Managers are people who do things right
Leaders are people who do the right things
Manager has his eye on the bottom line
Leader has his eye on the horizon
Management is efficiency in climbing ladder of success,
Leadership determines whether the ladder is leaning against the right
wall
What are your thoughts?
Leadership is not Management because
You Manage Things
You Lead People

Management to Leadership
Manager
§ Administer
§ Maintain
§ Short-term view
§ Ask how and when
§ Accept the status quo
§ Focus on things
§ Organize
§ Direct
§ Control
§ Do things right
Leader
§ Innovate
§ Develop
§ Long-term view
§ Ask what and why
§ Challenge the status quo
§ Focus on people
§ Influence
§ Motivate
§ Build
§ Do the right things

Evolution of Leadership Models & Approaches
Historical
Trait Leadership
Leaders are born
Historical
Grid Leadership
Leaders can
be trained on
two dimensions
Concern
for People &
Concern
For Production
Current
Situational
Leadership
Leaders
Match Style
to Needs of
Others &
Situation
Inspirational Leadership

Traits Leadership Model (Leaders Are born)
Majority of people admire and willing to follow leaders with the
following traits:
§ Ambitious
§ Intelligence
§ Originality
§ Honesty
§ Sociability
§ Creative
§ Adaptability
§ Confident
§ Inspiring
§ Driven
§ Initiative
§ Courageous
§ Aggressive
§ Humble
“Real leaders must be ready to sacrifice all for the freedom
of their people” …Nelson Mandela
Leadership at one time meant muscles; but it also means
getting along with people…Mahatma Gandhi

Traits Leadership Model (Leaders Are born)
“At Microsoft there are lots of brilliant ideas, but the image is that
they all come from the top - I'm afraid that's not quite right.
As we look ahead into the next century, leaders will be those who
empower others” …Bill Gates
"My job is not to be easy on people.
My job is to take these great people we have and to push
them and make them even better. Leadership is the art of
giving people a platform for spreading ideas that work" …
Steve Jobs .

Kurt Lewin Behavioral Leadership Model
• Autocratic- Leaders make decisions alone, and instruct
subordinates
• Democratic- Leaders involve subordinates in the decisionmaking
process, but in end take final decision
• Laissez-Faire- Allow subordinates to make decisions on their
own with little guidance or support

Lewin’s Behavioral Leadership Model- Style Inventory
• Behavioral Leadership Style Inventory :- Assess Your own
Leadership Behaviour
Appendix 2….

The Leadership Grid (Blake & Mouton) Model
Vertical axis – leader considers needs of team
members, interests, personal over to do a task
High
Concern for people
9
1,9 Leadership
Thoughtful attention to
8
needs of people for
satisfying relationships
leads
7
to a comfortable,
friendly organization
atmosphere and work
tempo.
6
5
4
3
2
1
Country Club
1,1 Leadership
Exertion of minimum
effort to get work
done is appropriate
to sustain organization
membership.
Middle-ofthe-Road
5,5 Leadership
Adequate organization
performance is possible
through balancing the
necessity to get out
work with maintaining
morale of people at a
satisfactory level.
Team Leadership
9,9 Leadership
Work accomplisment is
from committed people.
Interdependence
through
a "common stake" in
organization purpose
leads to relationships
of trust and respect.
9,1 Leadership
Efficiency in operations
results from arranging
conditions of work in
such a way that human
elements interfere to a
minimum degree.
Low 1 2 3 4 5 6 7 8 9
Low
Impoverished
Concern for production
Authority-
Compliance
High
Horizontal axis – leader emphasizes objectives, high productivity

The Leadership Grid (Blake & Mouton) Model
• Authority-Compliance
• people are tools for getting the job done
• communication is for instructions
• Autocratic, strict policies, procedures
• Punishment used to motivate
• Country Club Management
• Highly concerned for personal and social needs of followers, usually
fun, relaxed environment
• Impoverished Management (Limited)
• No commitment - No regard for creating systems to get job done
• No regard to create motivating work environment
• Result is disorganization, dissatisfaction

The Leadership Grid (Blake & Mouton) Model
• Middle-of-the-Road Management
§ Compromisers, avoid conflicts, emphasize moderate
levels of production
§ Neither production/people needs fully met due to
compromise
• Team Management
§ Pinnacle of Leadership style
§ Production/needs of people equally high
§ Stimulate participation, acts determined, makes
priorities clear, behaves open-mindedly

Dr. Paul Hersey & Ken Blanchard Situational Model-Approach
• Leadership is Dynamic
Dr.Paul Hersey
• Different situations demand different kinds of
leadership
• Being an effective leader requires that an individual to
adapt his/her style/behaviour to the demands of
different situations and levels of maturity
• Leadership is also dependent upon the
ability of followers
Ken Blanchard

Situational Leadership, Four Styles
High
Relationship Behavior
Low
Delegating
Task Behavior
Directing
High
Able and
willing
Able and
unwilling
Unable and
willing
Unable and
unwilling
Developed
High skill
High
Motivation
High skill
Low
Motivation
Low skill
High
Motivation
Low skill
Low
Motivation
Developing
Follower Readiness

Dr. Paul Hersey & Ken Blanchard Situational Approach
§ Directing/Telling
• Tell people what to do, and how to do it. One-way communication
• Focused on goal achievement, careful supervising of instructions
§ Coaching/Influence/Selling
• Still provides info/direction, but with more communication
• ‘Sell’ message to get team on board
• Encouragement and soliciting subordinate input
• Leader makes the final decision
• Task vs People orientation…..the above focused on getting task done

Dr. Paul Hersey & Ken Blanchard Situational Approach
§ Supporting/Collaboration/Participating
• Focus more on relationship, less on direction.
• Works with the team, shares decision making
• Brings out the employee’s skills around the task, subordinates
control for day-to-day decisions
• Listening, praising, asking for input, giving feedback
§ Delegating
• Low level of involvement in planning, control of details, goal
clarification
• Leaves the responsibility to subordinates
• Task vs People Orientation – above focused more on developing
team members

Situational Leadership, Four Styles
High
Relationship Behavior
Low
Delegating
Task Behavior
Directing
High
Able and
willing
Able and
unwilling
Unable and
willing
Unable and
unwilling
Developed
High skill
High
Motivation
High skill
Low
Motivation
Low skill
High
Motivation
Low skill
Low
Motivation
Developing
Follower Readiness

Situational Leadership- Video

Applying Situational Approach- Examples
You've just finished training the newest member of your team. Now that he's ready to start working,
you give him the data that you need him to enter into the company's database, and then you hurry off
to a meeting.
When you return later that afternoon, you're disappointed to find that he hasn't done anything. He didn't
know what to do, and he didn't have the confidence to ask for help. As a result, hours have been lost,
and now you have to rush to enter the data on time.
“Although you may want to blame the new team member, the truth is that you're as much to blame as
he is.”
§ What level of maturity was the new team member ?
§ Unable & Unwilling
§ What leadership style did you use?
§ Delegating
§ What leadership style should you have used?
§ Directing

Applying Situational Approach - Examples
§ You're about to leave for an extended holiday, and your role will be handled by an experienced
colleague. He's very familiar with your responsibilities, and he's excited to do the job. Instead of
trusting his knowledge, and skills to do the work, you spend hours creating a detailed list of tasks for
which he'll be responsible, and instructions on how to do them.
§ The result? Your work gets done, but you've damaged the relationship with your colleague by your
lack of trust.”
What level of maturity was your colleague at?
§ Able and willing
What leadership style did you use?
§ Directing
What leadership style SHOULD you have used?
§ Delegating

Inspirational Leadership Model (IDEA)

Inspirational Leaders
• Genuinely Care about their PEOPLE
• Involve everybody
• Show lots of Appreciation
• Ensure work is Fun
• Show real Trust
• Good Listener
CMI UK Survey

Inspirational Leadership – Appendix 3 & 4
Imagine if each statement relates to your Golf Club….
Please respond to each statement below by ticking the appropriate box where:
SA = strongly agree, A = agree, D = disagree, SD = strongly disagree
1. There is a feeling of energy, fun and excitement in my organization.
2. Our leaders( Dept Heads) are good communicators and they listen more than they talk
3. We encourage creativity and innovation.
4. Our leaders present an open and honest face to our staff.
5. Our leaders show a genuine appreciation of contribution and efforts.
6. Leaders in my organization are genuinely in touch with how people are feeling.
7. We all work hard but senior management also makes sure we have fun.
8. Everyone in this organization is constantly looking to do things better.
9. In this organization people are helped to develop personally.
10. Our leaders ensure objectives are stretching but not to the point of overload.
11. It is commonplace for leaders to thank people when they have done a good job.
12. Leaders in my organization are approachable / have real open door policy.
13. I am confident that our leaders listen to others’ views.
14. People are actively encouraged to come up with ideas / be creative.
15. Our leaders trust people to make their own day-to-day decisions.

Managing & Leading Change
@ Your Club

Managing Change - Learning Outcomes
• Stimulate thought on Change & promote positive ownership for
Change
• Understand what is involved in the process of Change Management
• Better understand and response to Change
• Identify what needs to Change
• Effectively Lead Change @ your Club

Change
• The only thing constant is the word CHANGE….
• The greatest challenge for Leaders is Organizational Change,
taking it to the next level….
• Japanese call it Kaizen which means:
Continuous Improvement
• Change challenges Leaders/ Managers…
• Change can happen in split second!
• Change is good, so don’t be afraid….
Just look at all the major changes in your life to-date….

What is Change?
• The implementation of new procedures or technologies intended to
realign an organization with the changing demands of its business
environment, or to capitalize on business opportunities
• Change – new state of being, different from old state of things
• “A set of social science techniques designed to plan, and implement
in work settings for purposes of enhancing the personal
development of individuals and improving the effectiveness of
organizational functioning”
- Greenberg
Change interventions = strategies for implementing change
Change agents = people improving the organization’s functioning

Why Change ? Flipchart responses…
Poor alignment to organization’s strategy
Inappropriate organization structure
Low productivity
Organization
Poorly designed tasks
Intergroup conflict
Interpersonal conflicts
Inappropriate leadership style

Readiness for Change at your Club- Appendix 5
This questionnaire may be used to measure readiness for a
specific change or as a general indicator of an Club/
Organisation’s readiness to manage change (at conceptual
level).
Circle the number that best represents your opinion about
your Club/ Organisation on the basis of:
3: Yes 2: Somewhat 1: No

16 Indicators of Readiness for Change
• Support from a senior level
• All levels of management
committed
• A culture of managed risk
taking
• Encouragement and reward
for improvement
• Articulation of the need for
change
• Clear vision of a positive future
• Specific performance
measures
• Integration of effort
• Benchmark against ‘world class’
• All employees understand
customer needs
• Reward for innovation and root
cause solutions
• Organisation is flexible and
cooperative
• Effective communication at all
levels
• Track record of implementing
change
• Employees take personal
responsibility
• Decisions made quickly

Analytical Tools for Change
• SWOT Analysis
• SOAR ( Strengths, Opportunities, Aspirations, Results)
• PESTEL (Political, Economic, Social, Technological,
Environmental, Legal)
• WWW ( What went well)
• EBI (Even better if)

The Change Curve: (Elizabeth Ross)
Performance & Employee Motivation
•
Shock
Denial
Frustration
Guilt/ Self-blame
Commitment
Understanding
Testing
Acceptance
Time

The Change Curve: (Elizabeth Ross)
1.Shock: This is when individuals, faced by the change, are in a
state of:
1. Shock,
2. Cannot take it all in
3. Often find themselves disbelieving it.
2.Denial: This is when individual may reject the change, by:
1. Trying to create the situation in their own mind where
they refuse to believe change is happening.
2. Looking for proof to clarify that this change will never
happen.

The Change Curve: (Elizabeth Ross)
3.Frustration: At this stage, an individual:
1. Is still in denial that the change is happening.
2. Is frustrated at inability to influence change
3. Looks for somebody else to blame.
4.Guilt/ Self Blame: A very difficult stage for some individuals in
the change curve.
1. They feel very helpless
2. They will be looking around to see others coping with
change, while they cannot.
3. Hence, they will blame themselves.

The Change Curve: (Elizabeth Ross)
5. Acceptance: After a period of time, an individual:
1. Begins to think that things cannot be any worse.
2. Begins to consider the New.
3. Starts to forget the old attitudes.
4. Starts to accept new ways.
5. Thinks of ways to adjust with change/s.
6. Testing: This is where individuals begin to:
1. Buy the change,
2. Start feeling Positive about it.
3. Try out the new practices & behaviors.
4. Start feeling Good about the change.

Kurt Lewin 3 Step Change Model
Kurt Lewin
Kurt Lewin

Applying Lewin’s Model to the Organization
Unfreezing:
§ Recognizing the need for change
§ The organization eliminates rewards for current behavior
Changing:
§ Attempting to create a new state of affairs
§ The organization initiates new options and explains their rationale
Refreezing:
§ Incorporating the changes, and maintaining a new organizational system
§ Organizational culture & formal reward
§ Systems encourage the new behaviors

Kotter's 8-Step Change Model
John Ko0er

Kotter's 8-Step Change Model

Barriers to Change
• Fear of the unknown
• Economics
• Inconvenience
• Threats to interpersonal relations

Reducing Resistance to Change
• Build trust
• Discuss upcoming change
• Involve the affected parties
• Make sure changes are reasonable
• Avoid threats
• Follow a sensible time schedule
• Implement in the most logical way
• …
Remember: It’s all about the Environment you establish!

What major Changes are needed at your Club?
List the top 3:
1. ..
2. ..
3. ..

Delegation
“Here lies a man who knew, how to enlist
in his service better men than himself”
CARNEGIE’S EPITAPH

Delegation - Learning Outcomes
• Ways to improve the quantity and quality of delegation
• Knowing when to delegate, and when not to delegate
• A clear value for delegation and ideas for ways to
remove blocks to delegation
• An effective process and planned approach to
Delegation

Why Delegate?
• What are the advantages and disadvantages of
delegation?....

Tasks which cannot be Delegated
• Matters essential to your overall control of the Club
• Discipline of team member's or colleagues
• Confidential, Financial, Security and policy matters
restricted to Club Managers level

Why do managers resist Delegation
• “If you want anything done right around here do it
yourself”… (fear of subordinate failure)
• “It is easier to do it myself than to teach these idiots
around here how to do it”…
• Fear of subordinate looking “too good”
• Human attraction to power
• Loss of control
• Manager feels comfortable in doing the task of the
previous job held

Why employees don’t do the work Delegated to them?
• It’s easier to ask the boss than to make a decision
• Fear of criticism
• Lack of incentive
• Some feel that certain work is beneath them
• Some figure that the boss will change it anyway
• ….any other reasons…

Steps of the Delegation Process
1. Analyze how you spend your time
2. Decide which tasks can be assigned
3. Decide who can handle each task
4. Delegate the authority
5. Create an obligation (responsibility/
accountability)
6. Control the Delegation.

Delegation checklist
• Have a clear and precise vision of the task
• Explain exactly what you expect
• Explain why the task has to be done
• Show them how and set standards
• Agree training and support required
• Ask them to describe their understanding
• Provide all relevant information
• Agree timescale and schedule
• Provide whatever support is required
• Ask for reports/updates
• Monitor and evaluate
• Reward and encourage as required

Delegation Planning
• Plan your delegation for
at least one task /
responsibility for at least
one person
• Complete Appendix -7

Framework for Leadership Action @ your Club
Identify key Leadership Challenges….
define
objectives
evaluate
plan
monitor/
support
brief

Way forward…
• Update Personal Learning Journal (plj),
• SMART(S) Actions
• Traffic lights analogy to developing Leadership behaviours:
• Stop
• Start
• Continue
• Reflect over a glass of wine and continue the learning journey...

Today’s Aims
• Get the week off to a good start...did we!
• Journey from Management to Leadership
• Understand and Lead Change
• Improve your Delegation capabilities

Darshan Singh
Management Consultant
MTI Consulting, Bahrain
Email: darshan@mtiworldwide.com
Skype: Hanson.Singh, Bahrain
Face Time: Darshan2005@hotmail.com
Mobile: ++ 973 39695683