Managing for Improvement
November 4 @ 9:30 am - 4:00 pm£450 Non-Academy Price £315 Academy Price
November 4th & 11th
A fundamental role of the First Line Manager is to improve the performance of their team and the individuals in the team, to ensure that day to day targets are met and there is a culture of continuous improvement.
Ken Jones CEO BPI Group
Who should attend?
Any middle or First Line Managers or any candidates who have attended the Core Development Skills for Supervisors and the Advanced Supervisor Programme.
Day 1 – Influencing others to Encourage Improvement
To be a high impact manager you have to be able to influence other people, this day shows you how to do that.
- The importance of being able to influence others – Understanding that influence is the power that we all have, all of the time, to produce an effect on another person. Even when we do nothing we are influencing. The only thing that is at issue is if we’re producing the effect we intended.
- Identifying areas where you can change your behaviour in order to become more influential – to stand any chance of another person ‘doing what we want’, who hasn’t done so up to now, we have to change our own behaviour – which may lead to change in the other person. In other words, to quote Henry Ford, founder of the Ford Motor Company, “If you always do what you’ve always done, you’ll always get what you’ve always got.”
- Understand the importance of credibility – The starting point of influence is how much credibility you have with those you are seeking to influence.
- Understanding sources of power – Understanding what power is and where it comes from, and how to identify your own sources of power, to know which you need to develop and produce an action plan to do this.
- Negotiation Skills – Understanding the best ways to negotiate so that you gain a Win/Win result.
Day 2 – Managing Improvements
This element of the programme provides candidates with the skills required to continuously improve the performance of their teams.
- Optimism and its importance in driving improvements. Participants look at the differences between optimistic and pessimistic outlooks, and how the negative attitudes of an individual, or team, can affect performance.
- An introduction to continuous improvement – Candidates look at a basic continuous improvement process, and explain the importance of continuous improvement within organisations.
- Making continuous improvement happen – Participants identify organisational improvements that could be made and what factors should be considered when planning any continuous improvement activities.
- The link between self-belief/confidence and results – By the end of this module, participants will be able to understand the impact self-belief/confidence has on performance and achievement; describe the impact other people’s expectations can have on individual and team performance.
- Managing poor performance – By the end of this module, participants will be able to suggest different approaches that could be used to improve poor performance, and the relative merits of those different approaches; set a realistic timetable for performance improvements to be realised; identify the risks of not taking action to improve poor performance.